I know some lab staff in the UK are being asked by our regulators to produce a capacity plan for various aspects / maintain compliance when temporary resources are withdrawn. I think capacity planning is also required when there are changes made to shift systems etc.

Has anyone actually produced this in a simplified format? I was thinking this could be similar to a gap analysis, looking at what there is currently in place and what we need to accomplish, and somehow address the 'gap'.

On the IBMS forum I had posted a similar question, with some very good responses from colleagues- it would be really appreciated if these folk could post their comments on BBT too.

thanks!

I'll be interested to see any results too, but I suspect that there is no easy answer and that this is just down to common sense.

the proof will be in an MHRA response I suspect.

regards

Jo

Example:

Lab performs in a year: (not counting Kleihauers/ or product issues

• 35.000 G&S/year
  
• Issues: 10,0000 red cells
  
• 1000 plateteles
  
• 1000 plasma products.
  

Basic day-to day functions -if fully automated requires;

1. 1 x BMS for blood issues
   
2. 1x BMS for running G&S bench
   
3. 1x float person
   
4. 1x MLA for blood returns/ traceability
   
5. None of the above includes on the job training/ trainee roles and each post is a wte during core service hours ; 09;00hrs to 17;00hrs
   

Running Q.S and management duties:

1. 1 x quality person
   
2. 1x blood bank manager
   
3. 1 x Senior staff
   
4. IT support
   

Any training required would need additional staff.

How would this be extrapolated for the shift hours?

Edited March 24, 201015 yr by RR1