A Diagnostics’ full operational and process restructuring.
I led a process restructuring of a diagnostic laboratory department. I turned the plan into working systems and followed through until they stuck. The result was stronger operations, lower running costs and revenue growth of over 80% in three to four months.
Existing SOPs needed review and updating
A flow register or system was needed to spot issues early and track daily and weekly operations
Records, documentation, and customer-facing materials needed a more structured approach
Better data was needed on cost control and service performance
The lab had room to become more structured, trackable, and efficient. The focus areas were:
Refreshing standard procedures and giving daily activities clearer structure.
Tracking performance so issues surface early.
Organizing records and strengthening cost and financial oversight.
Using service data to see what performed best.
Making customer communication and result materials more consistent.
I worked in phases: review of existing processes, gap analysis, risk assessment, solution proposals aligned with business needs to leadership, then implementation across daily, weekly, and monthly operations and facility upgrades, followed by ongoing monitoring.
Updated SOPs and workflows, including a flow register to track daily activities
Onboarding materials and training for new hires
Customer SLAs and improved lab test result and sample materials
Monthly audits and structured customer communication channels
Business development strategies to grow customers and revenue
Execution Lead
SOPs and workflows: Reviewed and drafted new SOPs, approved by senior leadership, with workflows that time and track daily activities.
Tracking and accountability: A flow register, daily and weekly tracking and measures that strengthened financial oversight.
Onboarding programme: Developed onboarding materials and trained new hires on the department's processes.
Regular audits: Built monthly audits into the SOPs, carried out by the organization's audit function.
Customer-facing improvements: Drafted customer SLAs and developed improved result and sample materials.
Business development: Drafted strategies with the lab team and followed up on execution while the team carried out the outreach.
Facility improvements: Proposed and followed up on phased upgrades to the lab environment.
Reviewed test prices against cost of effort, resources, and the competitive environment
Senior Leadership: Oversight and sign-off of the SOPs and test prices and result materials
Lab officer: Upheld high standards in lab test procedures and supported revenue growth
Lab team: Ensured new systems were in place, kept daily and weekly records and reports, did the field outreach, and met their targets
Maintenance and control team: Kept facilities and equipment working optimally
Audit lead: Carried out the monthly audits in check.
Operations became consistent and trackable, running costs went down, and revenue grew significantly. Leadership gained clear weekly and monthly visibility into the department’s position, including patient volumes, capacity, and top-performing services, which made reporting and regulatory forms accurate and made planning more practical. Service delivery improved through structured processes, SLAs, and better communication channels.
Review before you rebuild: a clear picture of existing processes makes every improvement more targeted
SOPs and audits create consistency that lasts
Good records and data show what to grow and what to improve
Results come from a team, with a lead who follows through
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