Critical success factors for Vietnamese laboratories striving to implement quality management systems

Abstract

Accurate laboratory reporting is crucial to patient diagnosis and treatment. This study identified critical success factors (CSF) for implementing a laboratory quality management system (QMS). This descriptive research used qualitative and quantitative methods to collect and analyze data from laboratory managers and staff employed in Vietnamese hospital laboratories implementing a QMS. The top five CSFs identified were: (1) staff QMS knowledge, (2) manager leadership, (3) staff commitment, (4) mentorship, and (5) hospital administration support. Identifying CSFs is critical to successful planning and implementation of QMS.

Key success factors for the implementation of quality management systems in developing countries

“…Most of the studies included in this review were conducted in Africa: Ethiopia ( n = 6), Kenya ( n = 4), Tanzania ( n = 3), Lesotho ( n = 3), Botswana ( n = 2), Nigeria ( n = 2), Cameroon ( n = 2), Mozambique ( n = 2), Rwanda ( n = 1), Zambia ( n = 1), Ghana ( n = 1), Zimbabwe ( n = 1), and Benin ( n = 1). 24 , 25 , 26 , 27 , 28 , 29 , 30 , 31 , 32 , 33 , 34 , 35 , 36 , 37 , 38 , 39 , 40 , 41 , 42 , 43 , 44 , 45 , 46 , 47 , 48 , 49 Studies reporting data from the Southeastern Asian countries (Cambodia [ n = 2], Vietnam [ n = 2]), 50 , 51 , 52 , 53 the Caribbean Region ( n = 1), 54 and Armenia ( n = 1) 55 were also included in the analysis (Supplementary Table 1). We found no relevant studies conducted in Eastern Europe (Ukraine, Belarus, Moldova, Romania, etc.)…”

“…Firstly, the need for change must be recognised at the top management level to ensure the provision of essential financial support 25 , 28 , 40 , 45 , 52 and organisational conditions. 29 , 37 , 40 , 44 , 51 , 52 Nevertheless, top hospital management can only provide the required assistance when there is a clear understanding of the benefits of effective QMS to the patients and the facility in general. 28 The lack of such understanding creates a strong administrative barrier to the laboratory’s quest for accreditation.…”

“…Laboratory personnel commitment to quality improvement is thus one of the KSFs for the improvement of laboratory service quality. 24 , 26 , 29 , 30 , 34 , 37 , 38 , 39 , 40 , 41 , 43 , 45 , 52 However, one must realise that the implementation of the standard’s requirements in medical laboratories often calls for considerable changes in personnel’s daily routines. Reorganising the existing processes and introducing new ones during routine laboratory practice often leads to increases in workload.…”

“…Managerial and technical laboratory personnel must be conversant with the standard’s requirements and practical applications. 24 , 27 , 28 , 29 , 30 , 31 , 34 , 37 , 39 , 40 , 42 , 43 , 44 , 46 , 47 , 48 , 49 , 50 , 51 , 52 , 54 , 55 Technical personnel should also be aware of the standard’s requirements for technical procedures, 22 , 24 and laboratory management personnel must be familiar with organisational management, leadership, and improvement activities. 26 , 32 , 50 , 51 …”

“…The implementation of laboratory QMS, as well as any other quality systems, requires effective human resource management and leadership, which requires laboratory leaders to have the appropriate knowledge, skills, and abilities. 26 , 28 , 29 , 30 , 34 , 37 , 51 , 52 The establishment of a managerial infrastructure and delineation of management responsibilities increase the efficiency of personnel management and contribute to the success of change implementation in medical laboratories. 28 , 29 , 30 , 34 , 37 …”