The Chemist and Laboratory Manager M. A. T. I.

Chemical and Rodrigo Martinez Rangel RESPONSIBILITIES OF CHEMICAL IN THE CLINICAL LABORATORY 2 Responsibilities Business Development and Marketing Information Systems Operations Finance Human Resources Quality Assurance Laboratory Management Compliance with obligations 3 BUSINESS DEVELOPMENT Business Development & Marketing Activity new to many administrators, need to know the economics of outpatient tests surro gate, health care recruitment and administration of marketing 5 Business development and marketing SERVICE PATIENT-insurance-Diagnosis and Treat ment Compliance 6 Business Development & Marketing safe diagnosis and treatment is achieved through: • Compliance certification • With: ethics and laboratory staff morale Most patients think their tests are accurate and give the medical information re quired. 7 Business Development & Marketing Respect - should be treated with dignity and respect, obviously. - The respect extends beyond exact performance of a test, to all who have contact with: from the secretary to the receipt 8 Business Development & Marketing PATIENTS JUDGING THE QUALITY OF LABORATORY FOR: Direct contacts with laborator y personnel reviews of their doctors, whether positive or negative. For the readiness of the report Or because they trust the choice of medical 9 Business Development & Marketing We must remember: Every patient satisfaction recommend us to seven people. dis satisfied patient, puts us in opposition to twenty people. 10 Each

Business Development & Marketing The patient comes in contact with the laboratory - Since the tests are ordered - When the samples are obtained - When reporting t he results - When given a receipt 11 MARKETING (Marketing) MARKETING (Marketing) Marketing strategies are designed to guide managers to obtain goods or services to customers and encouraging them to buy them. 13 GUIDELINES FOR ESTABLISHING A STRATEGY FOR MARKET - Where - - are our customers? How do customers buy? How should we sell? Do we have somethin g to offer that our competitors are not? Do we want to take legal action to disc ourage - Do we need and We provide support services? - What is the best strategy and pricing policy for our operation? - How can we better serve our customers? 14 Porter generic strategies for competition STRATEGY GLOBAL LEADERSHIP IN COSTS STRATEGY FOCUS DIFFERENTIATION 15 STRATEGY GLOBAL STRATEGY cost leadership Look for the reduction of costs, through experience Based on the strict supervision of sales and service Achieve lower costs than the competition Requires high participation

market 16 Differentiation strategy It tries to offer something unique in the market in relation to their services - Examples: • Chemiluminescence assay • anaerobic bacteriological studies • Studies by RIA, EIA, other 17 STRATEGY FOCUS It focuses on special groups of customers, who become the focus of the efforts of t he laboratory. It focuses on a specific market segment. Examples: focuses on analysis of income to businesses, welfare, referral service. 18 HOW TO SELL THE SERVICE? Through: - Direct contact - person Recommendation person - Sales Agent - advertising-media 19 HOW TO SELL THE SERVICE? CONTACT AGENT OR DIRECT SALES 2. Personal interview • With doctors • With Entrepreneurs • With public officials 3. Conferences for training and thoroughly screen presentation of new 20 HOW TO SELL THE SERVICE? INTERVIEW WARM CLIMATE INFORMATION 21 HOW TO SELL THE SERVICE? CONFERENCES AND TRAINING ITEMS CLINICAL LABORATORY AND CLINICAL CASES S, ARTICLES FOR THE WEB 22 HOW TO SELL THE SERVICE? ADVERTISING MEDIA MAGAZINES NEWSPAPERS INFORMATION: EMAIL WEB ONLINE CONFERENCES 23

Self-Sufficiency:

Brochures PART OF MEDICAL TIPS

PERIODIC INFORMATION: ARTICLE

RADIO TELEVISION TECHNOLOGY

HOW TO SELL THE SERVICE? ADVERTISING MEDIA - Clinging to the NOM-SSA1 0166 1997 Type information about features and guiding finalidadesdel Message Service, and Spanish education may not offer preventive techniques and treatments,€curative o r rehabilitation of medical or paramedical 24

INFORMATION SYSTEM Information Systems The design, selection, implementation and management of an information system re quires extensive commitment of resources. The administrator must know the requ irements and capabilities of various systems in order to select the best 26 Information Systems An information system is one that allows the user to transform the data collecte d in the laboratory information that can be interpreted to define the diagnosis, monitoring of disease or to communicate the findings thereof. 27 Information Systems Phases that pass data VALIDATION COLLECTION 28 Interrelation FILE INTERPRETATION

Information Systems TYPES OF INFORMATION SYSTEMS MANUAL e. USING INFORMATION TECHNOLOGY F. Local Network 29 OPERATIONS Operations You must have a technical support clinical laboratory (Chemical titled) is advan tageous to have a graduate degree in medical or administration. Make sure you ha ve adequate personnel and equipment should be monitored the volume of tests to f ind them in our laboratory when 31

Operations

MAKING SERVICES TECHNICAL SAMPLE ENTERTAINMENT AND PROCESS SERVICES 32 ASSURANCE QUALITY Operations SERVICES - Be TECHNICAL able to provide preventive maintenance to equipment and equipment. - Supervise p reventive maintenance to gas appliances and equipment 33 Operations TAKES SAMPLE in - Takes samples suitable containers. - Proper Handling - Conservation - Transportation 34 Operations ENTERTAINMENT AND PROCESS SERVICES Entry of the order of a physician, processing and distribution. • Do the working papers. Admission to the information system (Supervision) 35 Operations QUALITY ASSURANCE Control internal quality and intra laboratory Control external quality or international laboratories 36 Processing of samples

FINANCE Finance Development an annual budget A good understanding of laboratory performance and the econom ics of health care. Costs: fixed, variable and marginal. Understand the valu e that can be expected per test, per month, per year. Understand what taxes we pay, per month, per year, per test. 38 QUALITY ASSURANCE QUALITY ASSURANCE Monitoring quality to standards 40 QUALITY ASSURANCE QUALITY MONITORING THROUGH: - - - - - - Testing reagents. (Quality) Implementation of quality employees. Good Laboratory Practice. Calibration of equipment. Curves. Levy Jennings Charts. External qual ity program. 41 QUALITY ASSURANCE STANDARDS ATTACHMENT A - Technical - Reagents - Customer Service 42 HUMAN RESOURCES Human resources The human resources function is to: meet and maintain staff in place of the orga nizational structure. 44 Human resources The responsibility for managing human resources is done by establishing the foll owing: POLICIES STAFF RECRUITMENT 45 Human resources DISMISSAL PROCEDURES Attachment

PERSONNEL POLICIES Discipline wage increase Reviews 46 Human resources PROCEDURES Recruitment Interviews Vacation Incentives 47 Human resources RECRUITMENT This part sets forth the terms of the individual contract or collective bargaini ng agreement: duration of the day, working days, form and level of wages, vacati on, bonus, incentives, services, place or places of work, rest days. 48 Human resources DISMISSAL It is agreed following situations: at Voluntary Withdrawal Termination of contract: with or without responsibility of the employer or worker (LFT) 49 ADDRESS OF LABORATORY Lab Management In the laboratory management is influencing people to contribute to achieving th e goals of the organization and the group. 51 Lab Management You can influence, through: Leadership 52 Lab Management MOTIVATION It all sorts of impulses, desires, needs, desires, and similar forces. 53 Lab Management - The motivators are rewards or incentives identified that sharpen the urge to satisfy desires. Examples of motivators: - Pats on the back - passes for theater, movies, stage. - Pantry Bonds - Bonds p unctuality and attendance 54 - Productivity Bonus Lab Management LEADERSHIP It influence, ie€the art or the process of influencing people to strive willingly a Communication Motivation

nd enthusiastically to achieve the goals of the group. 55 Lab Management CONDUCT AND STYLES OF LEADERSHIP Autocratic leader

Democratic or participative leader 56 Lab Management COMMUNICATION Communication is the transfer of information from a sender to a receiver, making sure that the latter understands. 57 Lab Management EL THE COMMUNICATION PROCESS The The Canal issuer. transmission. recipient of the message. in 58 Feedback communication. COMPLIANCE WITH OBLIGATIONS Compulsory LEGISLATION: HEALTH FISCAL

ENVIRONMENTAL

ECONOMIC

WORK AND WELFARE

National Medical Arbitration Commission 60 Compulsory HEALTH General Health Law 61 Compulsory FISCAL CODE TAX LAW OF THE FEDERATION OF THE INCOME TAX LAW I. LOCAL LAWS STATE LAW 62 Compulsory ENVIRONMENTAL Law General Ecological Equilibrium and Environmental Protection SEMARNAT 087 SSA1-20 02 Hazardous Waste 63 NOM Regulation Compulsory ECONOMIC NOM-071-SCFI-2001, "BUSINESS PRACTICES-REGULATORY ELEMENTS FOR THE RECRUITMENT OF MEDICAL CARE SERVICES FOR RECOVERY OF DIRECT" 64 Compulsory WORK AND WELFARE Federal Labor Law NOM-005-STPS-1998, CONDITIONS OF SAFETY AND HEALTH IN THE WORKPLACE FOR HANDLING , TRANSPORT AND STORAGE OF HAZARDOUS CHEMICALS. NOM-017-STPS-1993, Relating to personal protective equipment for workers in the workplace NOM-018-STPS-2000, System for identification and communication of hazards and risks posed by hazar dous chemicals in facilities work NOM-026-STPS-1998, COLORS AND HEALTH & SAFET Y SIGNS, AND IDENTIFICATION OF RISK FOR FLUID conducted in pipes. 65 Compulsory NATIONAL MEDICAL ARBITRATION COMMISSION (CONAMED) V. A. FEDERAL LAW ON

NOM NOM 0166 1997 010 SSA1 SSA2 1993

It aims to help resolve conflicts arising between users of medical services and providers of such services. 66