Improving Lab Performance with Six Sigma
Do you want to reduce lead times while improving productivity in your QC testing laboratory? Read the following case study to find out how.
Lab Testing - The Prioritization Problem
Lab testing schedules are often dominated by complex prioritization strategies but there is a less stressful way to successfully deal with samples. BSM can help you break out of backlog and improve your labs KPI's and performance.
Understanding Service Level Agreements in Lean Projects
Service level agreements provide a basis for the metrics against which performance of groups are measured. Discussing and understanding the reasons for (or even implementing) service level agreements are an important initial stage of Lean projects.
Applying Lean in Pharmaceutical R&D Labs
Over the past few years, many of the leading Pharmaceutical companies have rolled out extensive programmes to the labs on their manufacturing sites. The better programmes (i.e. those based on the key ‘Real Lean’ principles of levelling, flow and standard work and properly structured and supported) have achieved very impressive results. Pharmaceutical R&D labs however, are significantly different than the Product and Raw Material testing labs found in Pharmaceutical Manufacturing so can Real Lean work in R&D Labs?
Managing Non-Routine Work
Every Department (QC, QA, R&D, RA, Manufacturing, etc.) has its share of non-routine work that must be completed. This can include new instrument qualifications, method validations/transfers, SOP reviews, batch record updates, etc. It is easy for these tasks to get lost in the mix of all the other work. This is of course until there is a hard deadline or annual reviews are approaching! Then resources have to be dedicated to these non-routine projects to ensure that they are completed on time. While this is happening routine work is building up and once the project is cleared we have to set about dealing with the backlog.
Time studies, work measurement and standards - how not to alienate your team
A critical component of improving any existing process is first measuring it! “If you can’t measure it, you can’t improve it.” (Bohmer, 2008) There are multiple tools for determining a process’ baseline, such as process mapping and spaghetti diagrams. Possibly, some of the more controversial tools are those used for work measurement and standards. There are four recognized methods for gathering information on the time it takes to perform a task (or set of tasks).
Use Real Lean as your first step to release capacity
Faced with a need to increase laboratory testing capacity, Real Lean releases hidden capacity quickly and cost effectively.
Increased demand for lab capacity is a positive indicator of a growing business. Deciding upon the best option to increase capacity, however, never seems to be easy! In particular, when existing space, equipment and staffing capacity is thought to be maxed out, the next option tends to involve a space expansion (see the top row of graphic below) – a complex project with significant capital expenditure, which drags stakeholders from Engineering and Facilities, Finance and HR into the mix.
Importance of including Lab Planners when designing Lean Lab solutions
When designing lab solutions, Analysts, Lab Managers, Supervisors and Approvers are all important stakeholders. The solution will be designed so that these stakeholders can carry out their tasks as efficiently and obstruction-free as possible. However, it shouldn’t be forgotten that the lab Planner is also a critical stakeholder, and planning of the workload, both for the lab as a whole and for individual analysts, is the first step to ensuring a levelled workload and flow through the lab.
Applying Lean to the Lab through Visual Management
The effort to make the work and processes visible, in a work environment, is called visual management. In general, there are a couple of key items for any successful application of visual management.
Structured Problem Solving – the Missing Link in Labs
Structured Problem Solving has been one of the foundations of Lean transformation, and of almost any high performing company over the past 50 years. However, many labs reject Structured Problem Solving techniques outright, or use them as a ‘box – ticking’ exercise to satisfy management that they are adhering to the latest directive. Why is it, when successful organisations pride themselves on a culture of continuous improvement and problem-solving, that in Labs, it is often the missing link to true transformative improvements…?