The goals of lean in the lab are the same as lean in manufacturing or anywhere else which is - “to Improve performance via the introduction of flow and the elimination of waste”. But.......
Labs are not the same as manufacturing:
Typically more workload and mix volatility. i.e the mix and volume of samples varies significantly day to day and week to week.
There is often a complex mix of routine and non routine testing, other tasks and project work.
Although the basic concepts and techniques of lean laboratory are straightforward, adapting them to a particular lab situation and integrating them into a defined process that uses resources well (and is simple to manage) is quite a challenge.
BSM believe:
That investment in LIMS or other software systems will not in itself significantly improve performance. The underlying process must also be re-engineered.
That fast-tracking or priority systems lead to inconsistent performance and that the best approach is to re-engineer the laboratory processes to improve the velocity for every sample. (it can be done)
That involving analysts and support personnel in the detailed design of improved lean laboratory processes is critical to ownership and sustainability.
That communicating frequently to process users and customers during an improvement project is critical.
That building structured performance management processes including definition of suitable metrics and daily review huddles is essential for sustainability.
Clients
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Testimonials
Wyeth Biotech
"We were impressed by how quickly BSM were able to understand the peculiarities of our various labs. Their ability to engage with our people and guide them to develop innovative tailored solutions was excellent."
The goals of lean in the lab are the same as lean in manufacturing or anywhere else which is - “to Improve performance via the introduction of flow and the elimination of waste”. But.......
