Lean lab – how to achieve more with less

Liz Gallagher answers questions on the Lean approach to improving laboratory processes

Lean is one of the most popular improvement methodologies used in manufacturing. The same principles are now being applied in a variety of different industries, including laboratories. At a time when many labs are having to work with fewer staff and reduced budgets, Lean Lab exercises offer a simple and very practical way of increasing productivity and improving safety.

Q. I’ve heard of Lean Manufacturing, but how do Lean techniques apply in a laboratory?

Lean techniques focus on automating processes, eliminating waste, reducing errors and improving safety – so there is plenty of scope for applying them in a busy lab! For example, in a clinical setting the aim of a Lean initiative would be to deliver accurate patient lab results, at the lowest cost, within the shortest timeframe, while maintaining client satisfaction.

Q. If we want to be a Lean lab, where do we start?

Any activity which doesn’t add value to a process is deemed to be waste. The first tactic of the Lean method is to focus on eliminating that waste. That includes any unnecessary inventory, movement, waiting time, over-processing, or defective result.

A good way to start is to select one of your existing processes and get everyone involved to work together on creating a flowchart showing the different stages of the process. Once you've mapped out all the current tasks, durations and deliverables for each stage, you will be able to see more clearly where time, effort or materials are being wasted. Next, develop a ‘future-state map’ showing how the process should ideally flow.

Q. How can we put our findings into practice?

Compare your current and future-state flowcharts for the lab process you’ve analysed and start by improving one aspect of the process. For example, this might mean modifying the layout of your workspace or changing how you carry out one stage of the process.

Lean is about continuous improvement; you can’t create a Lean lab in one go. So, aim to make one sustainable change and then progress to the next change. It’s important to get ‘buy-in’ from all the stakeholders in the process, so that everyone understands the Lean goals.

Q. What does the 5S method involve?

This Japanese Lean concept covers five simple ways of improving workplace organisation, all highly relevant in the lab.

•    Sort – sort through everything in a given work area and mark all unnecessary items with a red label. Arrange for the red-labelled items to be moved to a temporary holding area so that management can determine how best to dispose of them.

•    Set in order – review the items left in the work area and decide on the best location for each. A Lean lab has a place for everything and everything in its place! Where applicable, set inventory limits and the triggers for reordering.

•    Shine – eliminate sources of contamination by cleaning your entire lab. As part of this activity, check equipment for defects so that you can detect impending failures before they happen.

•    Standardise – create guidelines and procedures for maintaining the first three ‘S principles’. Use checklists and schedules with instructions for the daily, monthly or quarterly actions which will be needed to keep the workspace in order.

•    Sustain – ensure that regular communications and employee training are used to help the lab keep to the 5S standards.

Q.  How can laboratory labelling contribute to a Lean lab?

Visual cues, such as labels, signs or colour-coding, play a vital role in a Lean lab, by presenting critical information at the point of need. By creating a ‘visual workplace’ – one which is visually instructive – you can make sure that all improvements are clearly visible, easily understood, and therefore adhered to by everyone working in the space.

Apply visual thinking wherever you make Lean improvements in the lab. The main aim is to eliminate ‘information gaps’ and minimise the time wasted when someone has to search, ask for help, wait or repeat some work. For example, pre-printed or custom signs and labels help identify where changes have been made and remind people of new standard practices. Visual cues make it easy to identify exactly what an item is and where it should be stored, as well as enabling you to see immediately what’s missing in a workspace before you begin a task. Labels or notices can also highlight hazards and reinforce safe and efficient working practices.

Q. How can we overcome resistance to a Lean lab initiative?

Firstly, management buy-in to the Lean lab goals is essential in creating a positive work environment. It is also important to explain to everyone in the lab that, although Lean processes may be different and even seem more difficult at first, the long-term results will be really worthwhile. Increased productivity, better quality results, and greater safety and security will benefit the whole team.

Q. How can I learn more about Lean?

There are many other aspects of Lean which we have not been able to cover here. If you would like to know more, you can download white papers on Lean from our new website: www.bradyuk.co.uk/Brady-Lean-Laboratory-Solutions