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Did you know that while chemistry previously ruled the lab, today immunoassay is equally important and blended systems represent the largest capital outlay for the laboratory?
System prices for chemistry immunoassays depend heavily on the focus of the laboratory and the type of back-up instrument used. Laboratories that lean more heavily toward immunoassays can expect a higher price tag than those with more of a chemistry focus. For some smaller laboratories, it may be practical to exclude immunoassay altogether and only offer kit-based tests, while outsourcing the remaining tests to a reference laboratory.
Hospitals with high volumes that invest in a mirror image back-up can expect their capital costs to double. However, with the cost increase comes a higher level of service and a minimized risk of downtime. Utilizing hand-held systems or a reference laboratory as back-up can decrease costs but may result in a lower level of service in a downtime situation. Little or no back-up is the cheapest route but also risky, as prolonged downtimes can decimate a laboratory’s reputation and may cause physician dissatisfaction. In many cases, the choice of back-up instrumentation is almost more critical than the brand of chemistry immunoassay analyzer.
Providers can expect a large price increase for pre- and post-analytical automation, normally upwards of $1 million to $2 million, but automation can decrease operating costs and the need for highly skilled laboratory personnel. As the field shifts away from medical technologists toward more onsite service laboratory personnel, we will see automation and knowledge-based software continue to dramatically reshape the chemistry immunoassay analyzer market.
There have been no recent changes in reimbursement for these systems. Reagent recalls are fairly commonplace and considered part of the territory. FDA recalls affecting critical tests have caused major problems for vendors, and sooner or later FDA recalls seem to hit all chemistry immunoassay analyzers in some capacity.
Publication Date: Friday, November 01, 2013
Brian Kueppers, founder and CEO, Apex, discusses the importance of a robust patient payment strategy in boosting organization revenue and enhancing patient satisfaction.
Brian Grazzini, CFO, HealthPort, describes the importance of efficient and compliant information exchange and audit management in helping HIM staff spend less time on paperwork and more on mission-critical projects.
Cindy Matthews, executive vice president, Community Hospital Corporation, discusses how rural and community hospitals can use collaborative partnering to position for success through tough market conditions.
Rick Heise, senior vice president, revenue cycle, at Cerner Corporation, discusses the importance of integrating clinical and financial data to excel in health care’s changing payment environment.
Dale Hockel, senior vice president of operations, and Jim Fanelli, CFO, TriMedx, share strategies for elevating clinical engineering through innovative management programs.
Russ Graney, founder and CEO for Aidin, and John Laursen, head of business development for Aidin, share insights on how to improve care transitions between acute and post-acute care settings and incentivize high-quality patient outcomes.
Scott Elston, strategic accounts manager, GE Healthcare Services, describes how substantial cost reduction in health care requires rethinking business strategy and asset use.
Robert Williams, MD, director, Deloitte Consulting LLP, and Arielle Freiberger, product strategist, ConvergeHEALTH by Deloitte, explain how sophisticated retrospective, real-time, and predictive data analytics can inform decision making to reduce costs and improve care.
Stuart Hanson, director of business development (healthcare solutions) at Citi Retail Services, discusses how improving the payment experience can benefit consumers and healthcare providers.
Scott Schmidt, vice president, Cerner RevWorks, LLC, shares insights on best practices for maximizing a revenue cycle management partnership.
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