FOR 565 module 7

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1 Module 7: Writing Assignment FOR 565: Lab, Leadership, Policy & Practice Quality data is essential in any accredited establishment; customers, regardless of who they may be, should expect to receive accurate results in an expected timeframe. Because of the

2 recent decrease in turn-around-time ability by the laboratory DNA section, it is extremely important to assess process optimization, continuous employee training, casework prioritization, employee workload management, communication, and individual staff performance. The core principles of Lean (or Lean Six Sigma) can be utilized in creating a more cognitive and efficiently functioning environment. A Lean tool that can be used in this scenario would be DEMAC (Vossbrink, 2023). The first step (D) would be to define what the issue is: poor turn-around-time. Next (M) would be to measure: here we could measure employee performance through demonstrations of capability testing, how samples are prioritized or the flow of sample tracking around the laboratory. Essentially, we would examine each individual part of the process to see whether it adds value. Next (A) would be to analyze and find the root cause of the issue: here we will look at several factors that could be influencing the turn-around-time rate such as staffing issues, inconsistent workloads, instrument maintenance, or lack of training or resources. Next (I) would be to improve the situation: here we will test out different solutions such as creating new training opportunities for employees, easily accessible and understandable casework prioritization tracking (such as a pivot table with due dates and sample priority), employee improvement idea implementations, and group conversations to help create a more open environment for communication. Finally (C) would be to control: here we would standardize a new system and implement it across the department. Each employee will need to be adequately trained and approved prior to data processing authorization (Vossbrink, 2023). By thoroughly reviewing and streamlining the workflow, we will be able to create a new sense of efficiency throughout the laboratory and resume appropriate turn-around-times with accurate data for our clients.

3 Addressing complaints about the quality of test results is a necessary part of being a professional and showing professionalism. It shows that one has nothing to hide and confirms one’s credibility and ensures justice. An individual should first acknowledge the complaint and give it their undivided time and attention to understand the issue at hand. Then document it and review internal workflows and procedures for any bottlenecks or inefficiencies (Vossbrink, 2023). An evaluation of staff training and proficiencies would then be done. This would be followed up with quality control and assurance review and a root cause analysis to determine the issue. Once findings were discovered implementation of corrective actions would occur and there would be an external validation of those corrective actions. Communication is a crucial part of any internal investigation, feedback from staff and customers must also be considered along with training and development and documentation and record keeping, ensuring the lab stays on top of its work. Continuous improvement and documentation will help the lab avoid potential pitfalls. By maintaining a commitment to quality and accuracy, one can address customer complaints about the quality of test results, improve the overall performance of the DNA casework section, and rebuild trust with one’s customers and stakeholders (Vossbrink, 2023). One of the best ways to improve courtroom testimony is through practice. Hosting mock trials as a way to bolster confidence within laboratory scientists, may improve their ability to present in a courtroom and improve overall quality of the testimony (McClure, 2007). In general, mock trials for laboratory purposes should focus on how evidence is presented (McClure, 2007). How well a testimony is received depends on how well the scientists present the evidence, and thereby how well the jury/judge understands the evidence being presented (McClure, 2007). If the language is too complex or leaves room for interpretation, it can leave the jury/judge in the hard position of trying to understand what the scientist is trying to convey and open the scientist

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4 up to a flustering cross-examination (McClure, 2007) (Chamberlin, 2017). The laboratory scientists can therefore practice their presentation through mock trials. During these mock trials they will learn how to prepare and be organized for the trial, how to use simple language during explanations, how to pick out “traps” the attorney’s will set to highlight holes in their work, how to dictate the pace of the cross-examination so that they can be concise and confident, how to control their body language for the jury/judge, and how to acknowledge their limitations and shortcomings (Chamberlin, 2017). With enough practice, the laboratory’s testimony approval rating should start to rise. External proficiency testing is a form of quality assurance that demonstrates the technical skills and knowledge of individuals and the laboratory compared to others. With several analysts failing to obtain correct results, the entire process should be looked at. The first step would be recalibrating the instruments to make sure those are not the reason for the different results. It is important to take into consideration casework taking longer to process and the quality of court room testimony. Following the instrument calibration, the training of the analysists should also be addressed. Because it was more than one scientist, the SOP could have ambiguities, leading to the analysis process being performed incorrectly. The incorrect external proficiency test results should be seen as an area for improvement. Hopefully by looking into the SOP and making changes, it will shorten the casework time and provide accurate results. Moving forward incorporating a new project management system into the organization, Lean Six Sigma would be the ideal system, which helps organizations to reduce costs, increase productivity, create more value for customers, and train personnel to be more knowledgeable in their position (GoLeanSixSigma.com, 2023). Lean Six Sigma will help reduce wasteful activities that increase case turnaround time, resulting in an increase in productivity of the forensic DNA

5 lab. Another approach to this system is to train employees to improve their problem-solving skills, giving them the ability to analyze their strengths and weaknesses and areas for improvement (GoLeanSixSigma.com, 2023). If labs invest in training and additional professional development sessions that provide opportunities for employees to grow, their morale and motivation will increase, leaving them satisfied with the work they do. Employees are valued and viewed as assets to the company, and the result will be higher test scores and better productivity, leading to increased product value. References

6 Chamberlin, J. (2017, January). Take the stand: Strategies for effective testimony . Monitor on Psychology. https://www.apa.org/monitor/2017/01/effective-testimony GoLeanSixSigma.com. (2023, September 11). Lean six sigma process improvement . https://goleansixsigma.com/what-is-lean-six-sigma/ McClure, D. (2007). Focus Group on scientific and forensic evidence in the courtroom. https://www.ojp.gov/pdffiles1/nij/grants/220692.pdf Vossbrink, Russell. (2023). Module 6: Laboratory Safety and Chemical Hygiene . [PowerPoint slides 1-12]. FOR 565: Laboratory Leadership, Policy, and Practice. https://canvas.asu.edu/courses/159636/pages/module-6-learning-materials? module_item_id=11245385 Vossbrink, Russell. (2023). Module 7 Laboratory Best Practices . [PowerPoint Video Lecture]. FOR 565: Laboratory Leadership, Policy, and Practice. https://canvas.asu.edu/courses/159636/pages/module-7-learning- materials?module_item_id=11245390

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