Author(s)

Chabo Byaene Alain¹, Mabela Makengo Matendo Rostin², Konde Nkiama Numbi Joël³, Muhindo Mavoko Hypolite⁴, Kayembe Nzongola-Nkasu Donatien¹, Tanon Aristophane Koffi⁵, Muwonga Masidi Jérémie¹, Situakibanza Nani-Tuma Hippolyte^4,6

¹Department of Medical Biology, University Hospital of Kinshasa, Faculty of Medicine, University of Kinshasa, Kinshasa, Democratic Republic of the Congo (DRC).
²Department of Mathematics and Informatics, Faculty of Sciences, University of Kinshasa, Kinshasa, Democratic Republic of the Congo (DRC).
³Department of Health and Environment, Faculty of Medicine, University of Kinshasa, Kinshasa, Democratic Republic of the Congo (DRC).
⁴Department of Tropical Medicine, University Hospital of Kinshasa, Faculty of Medicine, University of Kinshasa, Kinshasa, Democratic Republic of the Congo (DRC).
⁵Department of Dermatology and Infectiology, Faculty of Medical Sciences, Félix Houphouët Boigny University, Abidjan-Cocody, Côte d’Ivoire.
⁶Department of Internal Medicine, University Hospital of Kinshasa, Faculty of Medicine, University of Kinshasa, Kinshasa, Democratic Republic of the Congo (DRC).

In Democratic Republic of the Congo (DRC), the laboratory TAT is significantly very long and do not comply with either international standards or the suggestions of customers. However, there is neither a national nor a local strategy to improve the laboratory TAT. The aim of the present study is to develop practical management strategies to shorten clinical laboratory tests’ TAT. This was a qualitative study conducted in Kinshasa. Focus groups and Lean tools were used respectively to generate a wide range of views from a variety of laboratory staff and to eliminate several form of waste in the laboratory flow process. Based on the identified root causes of delay, focus groups participants reported that there is a lot of scope for the improvement of TAT in DRC. Consistent attendance and punctuality are essential. The hospital management should implement the Laboratory Information Systems (LIS) and install Middleware. Total laboratory automation, inventory system for all reagents and supplies used in the laboratory, expansion of the sampling area, sufficient number of high-power machine and a clear job description are indispensable. LIS, 3.5 mL BD vacutainer Barricor^TM tube and point-of-care testing (POCT) are necessary for workflow improvement. A reduction of 312 minutes was achieved by eliminating or decreasing non-value-added activities. Applying the suggested key strategies, and particularly the new workflow process, is a basis for improving the laboratory tests’ TAT. The algorithm presented can be easily implemented in other laboratories that face this type of problem.

Turnaround Time, Quality Indicator, Quality Improvement, Clinical Laboratory, Focus Groups, Lean Management, Quality Assurance, Democratic Republic of the Congo

Alain, C. , Rostin, M. , Joël, K. , Hypolite, M. , Donatien, K. , Koffi, T. , Jérémie, M. and Hippolyte, S. (2021) Improving Clinical Laboratory Quality through Reduction of Tests’ Turnaround Time in Democratic Republic of the Congo: Key Strategies. Journal of Biosciences and Medicines, 9, 96-116. doi: 10.4236/jbm.2021.910009.