The challenges of training in medical laboratories in Africa

Mboup, Souleymane; Gershy-Damet, Guy-Michel; Kane, Coura; Bélec, Laurent

doi:10.1684/mst.2014.0349

Cited by 3 publications

(2 citation statements)

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“…4 Quality assurance, which comprises QMS including the existence of a quality manual, use of internal quality controls (IQC) and participation in external quality assessment (EQA), is poorly implemented and often unavailable in many laboratories in sub-Saharan Africa. 5,6,7 In the absence of quality assurance, there is the risk of laboratory errors, which could adversely impact patient care.…”

Section: Interventionmentioning

confidence: 99%

From benchmarking to best practices: Lessons from the laboratory quality improvement programme at the military teaching hospital in Cotonou, Benin

Zohoun

Agbodande

Kpadé³

et al. 2021

African Journal of Laboratory Medicine

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Background: In 2015, the Army Teaching Hospital–University Teaching Hospital (HIA-CHU [Hôpital D’instruction des Armées de Cotonou Centre Hospitalier et Universitaire]) laboratory in Benin launched a quality improvement programme in alignment with the World Health Organization Regional Office for Africa’s Stepwise Laboratory Improvement Process Towards Accreditation (SLIPTA). Among the sub-Saharan African laboratories that have used SLIPTA, few have been francophone countries, and fewer have belonged to a military health system. The purpose of this article was to outline the strategy, implementation, outcomes and military-specific challenges of the HIA-CHU laboratory quality improvement programme from 2015 to 2018.Intervention: The strategy for the quality improvement programme included: external baseline SLIPTA evaluation, creation of work plan based on SLIPTA results, execution of improvement projects guided by work plan, assurance of accountability via regular meetings, training of personnel to improve personnel competencies, development of external stakeholder relationships for sustainability and external follow-up post-SLIPTA evaluation.Lessons learnt: Over a period of 3 years, the HIA-CHU laboratory improved its SLIPTA score by 29% through a quality improvement process guided by work plan implementation, quality management system documentation, introduction of new proficiency testing and internal quality control programmes, and enhancement of personnel competencies in technical and quality management through training.Recommendations: The programme has yielded achievements, but consistent improvement efforts are necessary to address programme challenges and ensure continual increases in SLIPTA scores. Despite successes, military-specific challenges such as the high mobility of personnel have hindered programme progress. The authors recommend that further implementation research data be shared from programmes using SLIPTA in under-represented settings such as military health systems.

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Section: Interventionmentioning

confidence: 99%

From benchmarking to best practices: Lessons from the laboratory quality improvement programme at the military teaching hospital in Cotonou, Benin

Zohoun

Agbodande

Kpadé³

et al. 2021

African Journal of Laboratory Medicine

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“…Selon l'organisation mondiale de la santé (Mboup et al, 2014) il existe moins d'une structure de laboratoire pour 10000 habitants en Afrique subsaharienne. Depuis ces dernières années, les initiatives nationales et internationales publiques et privées se multiplient néanmoins pour élargir l'offre, comme la qualité dans le domaine du laboratoire.…”

Section: Introductionunclassified

Evaluation des couts des paramètres biochimiques par la méthode Activity Basing Costing (ABC) : exemple du laboratoire de biochimie du Centre Hospitalier Régional de Saint-Louis (Sénégal)

Doupa¹,

Faye²,

Makalou³

et al. 2022

Int. J. Bio. Chem. Sci

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Avec l'augmentation croissante de l'activité, les dépenses du laboratoire sont considérables. Pour optimiser leurs prescriptions, il faut que les prescripteurs connaissent le coût de revient des analyses médicales. C’est ainsi que nous nous sommes assignés comme objectif de tester d’une part l’applicabilité de la méthode Activity Basing Costing (ABC) et d’autre part de comparer les résultats obtenus aux tarifs en vigueur. Il s’agissait d’une étude rétrospective transversale portant sur les données recueillies sur une période de trois (3) mois de Juillet à Septembre 2016. La démarche pour la collecte des données était basée sur l’observation, l’entretien et l’analyse documentaire. Ces outils ont permis de noter pour chaque activité le temps nécessaire ainsi que les ressources humaines et matérielles mobilisées. Le traitement des données a été réalisé par le tableur Excel dans des fiches préconçues à cet effet. Les résultats de ce travail ont montré d’une part, que les tarifs appliqués ne couvraient pas les coûts des prestations des analyses. D’autre part, les charges salariales représentaient près de 60% des charges globales. La méthode A.B.C. est adaptée à la problématique soulevée. Elle dissèque entièrement le schéma de formation des coûts : chaque ressource est identifiée et attribuée à l'activité qui la consomme. Toutes qualités qui devraient permettre à la méthode de s'implanter plus largement dans le domaine de la santé. With the increasing in activity, the expenses of the laboratory are considerable. To optimize their prescriptions, prescribers must know the cost price of medical analyzes. Our objective was therefore to test the applicability of this method (Activity Basing costing) and then to compare obtained results with rates in force This was a cross-sectional retrospective study of data collected over a three (3) month period from July to September 2016. Approach for data collection was based on observation, interview, and literature review. These tools made it possible to note for each activity time required as well as human and material resources mobilized. Data processing was carried out by Excel spreadsheet in pre-designed sheets for this purpose. Results of this work showed, on the one hand, that tariffs applied did not cover the costs of analysis services. On the other hand, wage costs represented almost 60% of overall costs. The A.B.C. is adapted to the issue raised. It completely dissects the cost formation scheme: each resource is identified and attributed to the activity that consumes it. All qualities, which should allow the method to gain a foothold in the field of health.

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Laboratoires médicaux et qualité des soins: la partie la plus négligée au niveau des hôpitaux ruraux de la République Démocratique du Congo

Linsuke¹,

Nabazungu²,

Ilombe³

et al. 2020

Pan Afr Med J

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The challenges of training in medical laboratories in Africa

Cited by 3 publications

References 0 publications

From benchmarking to best practices: Lessons from the laboratory quality improvement programme at the military teaching hospital in Cotonou, Benin

From benchmarking to best practices: Lessons from the laboratory quality improvement programme at the military teaching hospital in Cotonou, Benin

Evaluation des couts des paramètres biochimiques par la méthode Activity Basing Costing (ABC) : exemple du laboratoire de biochimie du Centre Hospitalier Régional de Saint-Louis (Sénégal)

Laboratoires médicaux et qualité des soins: la partie la plus négligée au niveau des hôpitaux ruraux de la République Démocratique du Congo

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