ASCP DLM flashcards

32 cards. Read the term and the definition here. The deck at the top of this page is optional.

Situational leadership levels

Directing, coaching, supporting, and delegating are matched to follower competence and commitment; leaders raise task or relationship behavior as readiness changes.

Kotter change steps

Eight-step sequence: create urgency, form coalition, build vision, communicate it, remove barriers, generate short-term wins, sustain acceleration, and anchor changes in culture.

Thomas-Kilmann conflict modes

Five conflict approaches-competing, collaborating, compromising, avoiding, and accommodating-differ in assertiveness and cooperativeness; collaboration suits important issues requiring commitment.

Accountability in delegation

A manager may delegate authority and tasks but remains accountable for results; delegated authority must match responsibility and clear reporting expectations must be set.

Break-even volume formula

Break-even units equal total fixed costs divided by contribution margin per unit, where contribution margin equals price minus variable cost per unit.

Favorable expense variance

For an expense, actual cost below budget produces a favorable variance; actual cost above budget is unfavorable. Revenue variances reverse: actual above budget is favorable.

Return on investment

ROI equals net gain divided by investment cost, often expressed as a percentage; it compares returns across projects but ignores timing and risk.

Zero-based budgeting

Each budget period starts from zero and every proposed cost must be justified by its activity and expected benefit, rather than using the prior year as a base.

Takt time formula

Takt time equals available production time divided by customer demand; it sets the pace at which a process must complete one unit to meet demand.

Little's Law

Work in process equals throughput multiplied by cycle time; if throughput or cycle time changes, the average amount of work in process can be predicted.

Theory of constraints

Throughput is limited by the bottleneck; improve the constraint first, subordinate other steps to its pace, then elevate capacity before re-identifying the new constraint.

DMAIC phases

Six Sigma's define, measure, analyze, improve, and control sequence structures process improvement projects and requires control plans to sustain verified gains.

Job description versus specification

A job description lists duties, responsibilities, and reporting relationships; a job specification states the education, experience, skills, and licensure required to perform the job.

Compa-ratio

Compa-ratio equals an employee's salary divided by the salary range midpoint; values near 1.0 indicate pay close to the market midpoint.

Kirkpatrick evaluation levels

Training is evaluated at four levels: reaction, learning, behavior, and results; each higher level requires more effort and evidence of workplace impact.

Progressive discipline

A graduated response to repeated or serious misconduct, typically verbal warning, written warning, suspension, and termination, with documentation and employee due process at each step.

FMEA risk priority number

RPN equals severity times occurrence times detection; higher scores identify failure modes needing action, and detection is scored so higher numbers mean poorer detectability.

Common versus special cause

Common-cause variation is inherent and stable in a process; special-cause variation is unusual and attributable to a specific event, signaling the process is out of statistical control.

Structure process outcome indicators

Structure indicators assess resources and systems, process indicators assess what is done, and outcome indicators assess results such as infection rates or patient satisfaction.

Pareto principle

Roughly 80 percent of effects often come from 20 percent of causes; a Pareto chart ranks causes by frequency to focus improvement on the largest contributors.

CLIA certificate types

CLIA certificates include waiver, provider-performed microscopy, compliance, and accreditation; the certificate type determines applicable requirements and survey or accreditation oversight.

HIPAA minimum necessary

Covered entities should limit protected health information used or disclosed to the minimum needed for the purpose, except for treatment, payment, and certain required disclosures.

Proficiency testing referral rule

Laboratory personnel must not refer proficiency testing specimens to another laboratory for analysis; PT must be performed with the laboratory's own testing systems and staff.

Bloodborne pathogens standard

OSHA requires exposure control plans, hepatitis B vaccination offers, engineering controls, personal protective equipment, training, and post-exposure evaluation for at-risk workers.

LOINC coding purpose

LOINC provides universal identifiers for laboratory tests and clinical observations; it supports ordering, results exchange, and interoperability across disparate laboratory and EHR systems.

HL7 versus FHIR

HL7 version 2 uses segment-based messages for event-driven exchange, while FHIR uses web-based resources and APIs for more modern, granular interoperability between health systems.

ALCOA data integrity

ALCOA requires data to be attributable, legible, contemporaneous, original, and accurate; these principles support trustworthy laboratory records and regulatory defensibility.

Autoverification rules

Predetermined logic releases results without manual review only when quality control, delta checks, reference ranges, and critical-value criteria are met; exceptions route to a technologist.

SWOT analysis

SWOT identifies internal strengths and weaknesses plus external opportunities and threats; it informs strategy by matching organizational capabilities to environmental conditions.

Balanced scorecard perspectives

The balanced scorecard measures financial performance, customer satisfaction, internal processes, and learning and growth to prevent strategy from relying on financial metrics alone.

Porter generic strategies

Cost leadership, differentiation, and focus describe how an organization competes; being stuck between them without a clear advantage can erode margins and market position.

SMART objectives

SMART objectives are specific, measurable, achievable, relevant, and time-bound; they translate strategic goals into verifiable targets with clear deadlines.