2014
DOI: 10.4102/ajlm.v3i2.222
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Progressing beyond SLMTA: Are internal audits and corrective action the key drivers of quality improvement?

Abstract: BackgroundKenya has implemented the Strengthening Laboratory Management Toward Accreditation (SLMTA) programme to facilitate quality improvement in medical laboratories and to support national accreditation goals. Continuous quality improvement after SLMTA completion is needed to ensure sustainability and continue progress toward accreditation.MethodsAudits were conducted by qualified, independent auditors to assess the performance of five enrolled laboratories using the Stepwise Laboratory Quality Improvement… Show more

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Cited by 14 publications
(23 citation statements)
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“…In many cases, these circumstances improved with the advent of the US President’s Emergency Plan for AIDS Relief (PEPFAR) in 2003, 7,11,14,15,22,27 which emphasised the importance of quality laboratory tests and infused much-needed capital into the laboratory systems. 36 Other international programmes also played a key role, such as the Global Fund to Fight AIDS, Tuberculosis and Malaria 37 and the Global Health Initiative.…”
Section: Resultsmentioning
confidence: 99%
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“…In many cases, these circumstances improved with the advent of the US President’s Emergency Plan for AIDS Relief (PEPFAR) in 2003, 7,11,14,15,22,27 which emphasised the importance of quality laboratory tests and infused much-needed capital into the laboratory systems. 36 Other international programmes also played a key role, such as the Global Fund to Fight AIDS, Tuberculosis and Malaria 37 and the Global Health Initiative.…”
Section: Resultsmentioning
confidence: 99%
“…Authors noted that also during this timeframe, countries began to develop five-year laboratory strategic plans – Kenya 14,15 and Ethiopia 12,13 in 2005; Botswana 20,28 and Lesotho 21 in 2008; Zimbabwe 30 in 2010; and Ghana 25 and Namibia 19 in 2012. These plans called for laboratory strengthening and development of QMS, some specifying accreditation goals.…”
Section: Resultsmentioning
confidence: 99%
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“…A report by Maina et al suggests that internal audits (which were implemented by the TB laboratory after the first workshop) may be a catalyst for improvements in other areas, as conducting self-review can identify areas that need improvement. 14 Whilst the virology laboratory was already conducting internal audits before SLMTA, the TB laboratory started with a 50% score in this area and increased to 100%, potentially helping to explain their improvement in other areas. The second limitation is that the checklists used for the baseline and exit audits were not exactly the same, potentially introducing bias in the results.…”
Section: Discussionmentioning
confidence: 99%