Already the ?fth busiest hospital in the United States, Grant/Riverside Hospital in Columbus, Ohio, saw its workload increase even more this year when one of its affiliate hospitals closed. In the core hematology laboratory, this fueled a 20 percent increase in work – a signi?cant impact to a staff already decreasing through attrition. To manage the workload, the lab needed a strategy that would improve productivity and turnaround time, while ma

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