Workload Management in Analytical Labs

Vishnupriya BhakthavatsalamReliance Industries Limited, India

PITTCON 2013, ALMA workshop

Types of work activities

Work activities based on the type of Laboratories

QA/QC labs with regulatory measures- Routine tests

Technical service labs-non-routine tests

R & D Labs-standard methods on new materials and complex problems

Core work activities

Sample/experiment registration

Sample Management

Sample/experiment Study

Result Review/ verification

-Lab test/service request-Define tests/experiments/priorities-Register Lot/Batch-Registration of samples-Print sample labels  

-Aliquoting & Sample preparation-Distribute sample-Receive sample-Store sample- Sample chain of custody 

   -Confirm training-Assign work-Prepare test-Capture Meta data-Perform Test/experiment-Enter/Capture Results-Execute calculations-Check specifications 

Core laboratory testing /experiment

Reporting-Ad-Hoc Reports-Certificate of Analysis-Management Reports-Laboratory Metric Reports-Regulatory Reports  

Core Laboratory work flow & activities

Other activities- client meetings, Data review /presentations, safety meetings, maintenance and servicing, audits, report writing /Data management etc.

Work load Distribution

Normal Turnaround (5 to 7 days) Urgent Turnaround (≤ 2 days) Extended Turnaround (>14 day TAT) Client/Project Specific Analyses

DSC1% KF

3%XRF2%

XRD3%

AAS35%

HPLC18%

GC/GCMS24%

TGA4%FT-IR

2%

UV-Vis5%

GPC2%

Optical micro1%

Received samples distribution by the instrumental technique

OrgInorg

Polymer &fiber Microscopy

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20

40

60

80

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120

140

April-June

July-Oct

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non-r

outi

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sam

ple

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OrgInorg

Polymer &fiber Microscopy

0

200

400

600

800

1000

1200

1400

1600

April-June (Q1)

July-Oct (Q2)

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Work load DistributionReceived samples distribution by the complexity of the samples

Resource Utilization & Charging cost

Organic53%

Inorganic29%

Polymer &fiber

8%Mi-croscopy

1%

external+biz9%

Total samples distribution

Workload situations can be based on percent of incoming samples, kind of request (routine/non-routine) and also on the priority of the sample

0

200

400

600

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60

163.62

Calibration time +mainten.time+stabi time

Instrument utilization time for 9 months(oct-jan)

Tim

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n H

ou

rs

Components of instrument work load in hours

Work load distribution based on total instrument work hours

To compute the complex workload, add together the hours of accessory mounting , complex sample preparation, literature search & interpretation

time in hours

Complex workloads

1. Utilizing a optimized Cost model for samples

2. Removing Non-value-added activities

3. Cross-training

4. Deploying walk-up instruments

5. Out-sourcing

6. Over-time and shifts

7. Part time /Temporary workers

Manage heavy workload situationsTricks and tips

Benchmark routine test costs

Consider grouping the similar samples for tests & sequence of tests run on a sample

For non-routine test costs, divide the laboratory’s working hours into convenient units based on the appropriate activities

20% of urgent samples is considered as “chaotic”-Levy a surcharge for rush services

‘Calculating costs’ Vishnupriya Bhakthavatsalam , Lab Manager, Oct. 3 2010

Cost Benefit based work managementCost recovery model

Running a profitable lab

1 3 5 7 9 11 13 15 17 19 21 230

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100

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400

450 Workload Vs Time

Ser...

Working Days of the month

Sam

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225

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250 Leveled workload Vs Time

Working Days of the month

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Leveling Strategy

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Recalibration and re-standardization of methods

/instruments

SOP’s version updates

Cross-training and rotation of personnel

Preventive maintenance & safety meetings

Investigation of new methods and publications

Internal audits and project documentation

Manage Under load situations

Activities to make effective use of time

Ensure sharing of laboratory’s workload

Exposure to complementary characterization techniques

Alleviate main concerns of rotating personnel:• analyst’s bias• training and instrument experience

Use Six Sigma statistical tools1 for measuring variation between experienced and a new analyst to effectively cross train.

1. ‘Sharing the Workload’ Vishnupriya Bhakthavatsalam , Lab Manager, Feb. 8, 2010

Cross Training

Kind of lab and work activities

Best method to gage the workload in the lab

Different workload situations and strategies to adopt

Control of the workload by charging costs appropriately

Leveled demand rate

Having enough back-up during ultra-heavy workloads

Summary