PubMed · 10110210
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R Farnham. 1991. Programming spreadsheet graphics on a PC.. https://pubmed.ncbi.nlm.nih.gov/10110210/
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BACKGROUND: Electronic result reporting from two laboratories to physicians in primary health care through electronic data interchange (EDI) has been used as a supplement to the printed reports. The aim of the study was to see if the quality of the electronic reporting could be improved so that the printed reporting could be cut out without any loss of data. MATERIAL AND METHODS: Staff members in 20 selected offices were interviewed and error messages on file in the computer systems were studied. RESULTS: During a period of four months, the laboratories sent 10,740 electronic messages to the selected offices. Error messages arose from 71 of these messages (0.7%). 49 of the errors were discovered and corrected by the staff, but 22 errors were not noticed, and the result reports were lost. INTERPRETATION: If electronic result reporting should become the only reporting routine, it would be necessary to change several routines both in the laboratories and in the physician's offices. Patients must be identified by using official identifiers. The physicians must control in the computer system that all requested results are received, and the programs used for controlling the messages before they are entered into the electronic patient journal, must be improved.
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We describe the improvements created by successful implementation of a laboratory information system for a multi-institutional integrated delivery system, including an analysis of the financial results. Conditions at the outset of the project, methods of management and project design, selected aspects of services redesign and consolidation, integration of services among the sites and their effects on laboratory staff and productivity are illustrated. A method for and example of measuring the financial outcomes in the sense of quantifiable improvements in operating expenses and new revenue for a whole health system clinical laboratory computer system are discussed. In this health system, the measurable financial improvements facilitated by an information system were the ability to control operating expenses and to grow the hospital laboratory network through the development of an outreach program. With organizational commitment to process innovation and improvement, using team processes and customer-driven decision-making criteria, the financial performance of our consolidated laboratory network was enhanced substantially. A fully implemented laboratory information system is considered the major enabler of positive change when combined with a genuine commitment from all levels of staff and leadership. Over time, this system's financial return is several times that of the information system investment.