A self-sustaining strategy based on quality and risk management in central research laboratories, Faculty of Medicine, Universiti Malaya: From zero to hero
Over the last decade, institutions of higher learning have been compelled to cut costs, seek new financing sources and make better use of existing resources. This is as a result of budgetary limitations of the government, combined with demands for world-class paper publication, higher university ran...
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| Main Authors: | , , , |
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| Format: | Conference or Workshop Item |
| Language: | English |
| Published: |
2022
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| Subjects: | |
| Online Access: | http://eprints.um.edu.my/38185/1/Puan%20Thibashini%20Nair%20AP%20Sathasivan%20A%20Self-Sustaining%20Strategy%20Based%20on%20Quality%20and%20Risk%20Management%20in%20Central%20Research%20Laboratories%2C%20Faculty%20Of%20Medicine%2C%20Universiti%20Malaya%20%20From%20Zero%20To%20Hero.pdf http://eprints.um.edu.my/38185/ |
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| Summary: | Over the last decade, institutions of higher learning have been compelled to cut costs, seek new financing sources and make better use of existing resources. This is as a result of budgetary limitations of the government, combined with demands for world-class paper publication, higher university ranking, and improved efficiency. Thus, the institution was placed in a challenging predicament, particularly central research laboratories in offering the most recent technology, equipment, and top-notch services for the researchers without compromising the quality. A strategic restructure of Central Research Laboratories (CRL), Faculty of Medicine, Universiti Malaya was conducted in 2014 in order to assess and address the risk of financial constraints, followed by the planning and execution of new organisational administration in order to achieve self sustainability. A preliminary study was conducted primarily to evaluate the expenditure reduced by (1) resource sharing among facilities, (2) maximising utilisation through central inventory, (3) space rent out, (4) equipment maintenance commitment sharing, (5) establishment of in-house calibration service and supply store and (6) strategic collaboration with industrial partners. This study also assesses the significance of offering accredited laboratory services and having competent laboratory personnel. At the end of the fifth year, significant reduction (40%) in expenditure was observed with increased effectiveness. Sharing has enabled elimination of resources duplication, better use of the expertise, enhance quality assessment and expand training programs. The scope of this study has now been broadened to include the entire faculty in order to maximise the benefits of resource sharing and cost-saving measures. |
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