Workload Management in Analytical Labs Vishnupriya Bhakthavatsalam Reliance Industries Limited,...
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![Page 1: Workload Management in Analytical Labs Vishnupriya Bhakthavatsalam Reliance Industries Limited, India PITTCON 2013, ALMA workshop.](https://reader036.fdocuments.us/reader036/viewer/2022062321/56649db55503460f94aa7442/html5/thumbnails/1.jpg)
Workload Management in Analytical Labs
Vishnupriya BhakthavatsalamReliance Industries Limited, India
PITTCON 2013, ALMA workshop
![Page 2: Workload Management in Analytical Labs Vishnupriya Bhakthavatsalam Reliance Industries Limited, India PITTCON 2013, ALMA workshop.](https://reader036.fdocuments.us/reader036/viewer/2022062321/56649db55503460f94aa7442/html5/thumbnails/2.jpg)
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
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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.
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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
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OrgInorg
Polymer &fiber Microscopy
0
20
40
60
80
100
120
140
April-June
July-Oct
Num
ber
of
non-r
outi
ne
sam
ple
s
OrgInorg
Polymer &fiber Microscopy
0
200
400
600
800
1000
1200
1400
1600
April-June (Q1)
July-Oct (Q2)
Nu
mb
er
of
rou
tin
e
sam
ple
s
Work load DistributionReceived samples distribution by the complexity of the samples
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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
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0
200
400
600
800
1000
1200
60
163.62
Calibration time +mainten.time+stabi time
Instrument utilization time for 9 months(oct-jan)
Tim
e i
n H
ou
rs
Components of instrument work load in hours
Work load distribution based on total instrument work hours
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To compute the complex workload, add together the hours of accessory mounting , complex sample preparation, literature search & interpretation
time in hours
Complex workloads
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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
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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
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Running a profitable lab
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1 3 5 7 9 11 13 15 17 19 21 230
50
100
150
200
250
300
350
400
450 Workload Vs Time
Ser...
Working Days of the month
Sam
ple
s re
ceiv
ed
1 2 3 4 5 6 7 8 9 1011121314151617181920212223220
225
230
235
240
245
250 Leveled workload Vs Time
Working Days of the month
Sam
ple
s re
ceiv
ed
Leveling Strategy
uyuyui
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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
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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
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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