Lean management ensures greater efficiency, reliability and speed of processes in laboratories. However, there are some typical sources of error that you should be aware of when introducing lean in the laboratory to ensure an optimal start.
Toyota has been leading the way since the 1950s: making the company “lean”. Many companies from a wide range of industries have followed this path in recent decades and have achieved significant improvements and increased their competitiveness through the use of lean. Lean management is also a path to greater efficiency in laboratories. When implemented correctly, it increases both the productivity of the laboratory and the speed and reliability of processes.
Lean management in the lab: watch out for typical mistakes
To ensure a successful start to lean in the laboratory, you should watch out for these three typical mistakes:
1. not everything that looks “lean” is already “lean”
Does “lean” bring me anything at all? Employees and managers often already consider their laboratory to be “lean” or rate its potential as low because it appears tidy and well-organized. Everything is labeled and marked. The employees are committed to their work. And there is a notice board with key laboratory figures.
However, the misconception here is that lean is more than just a tidy, well-organized laboratory with committed employees. Lean is a new way of looking at all laboratory processes and procedures in order to identify improvements that cannot be recognized in everyday laboratory work. Moreover, lean is not just a technology kit or a static state that is achieved after a lean project, but a philosophy to run the lab – hence “lean management”. The core of this philosophy is the pursuit of perfection. Lean management is therefore not a short sprint towards the finish line, but rather a marathon. The finish line is also the starting point, because you are never really finished.
2. the 5S method is not always the “panacea” for getting started
There is a whole range of techniques in the Lean toolbox that are suitable for laboratories. But which one do I start with? We often hear the recommendation to start with the so-called 5S technique. The five “S’s” stand for sorting, systematizing, cleaning, standardizing and self-discipline (in the sense of adhering to standards). If applied correctly and continuously, unnecessary and time-consuming searches for materials and laboratory utensils can be avoided, for example. It is true that 5S is relatively easy to implement and quickly produces visual effects. This is why this method is often recommended first.
Nevertheless, the 5S technique is not always the best way to start lean in the laboratory. This is because a considerable amount of training and implementation work is required to introduce the technique. In addition, measurable improvements are rarely achieved. But why? In order to be able to measure improvements, the current amount of time wasted due to untidy and non-standardized workstations must first be determined. But this is not included in the 5S technique. In addition, it should first be investigated whether other techniques are not more suitable for achieving the laboratory’s goals.
3. theory and practice – why typical lean training courses often only cause a flash in the pan
In many cases, employees are sent to seminars to introduce lean management in the laboratory. Building up lean knowledge is generally to be welcomed. The problem is that knowledge alone does not bring about sustainable improvements.
In typical training courses, a whole range of lean techniques are often taught within one to three days. These are usually interesting. But only a few of them are directly relevant to solving the current problem in the laboratory. In other words, they are not immediately applied. As a result, most of the knowledge is forgotten by the time you want to apply a particular technique a few months later. Numerous studies show that around 90% of training content is forgotten after just three months. It is therefore important to have the knowledge to hand in “small doses” when it is needed. Because only if you apply the knowledge immediately will you learn sustainably and be able to use it for continuous improvement.
In addition, it is not always easy for someone new to the subject to apply lean techniques without support in the laboratory. This is because you first have to decide which tools are suitable for solving which problems. Then the general training content must be applied in the laboratory. At this point, support in applying what has been learned from an expert with experience in the laboratory is very helpful – precisely when questions arise. However, if this does not happen, a brief euphoria is often followed by a relapse into old habits.
How to get started with lean in the lab
The following steps will help you get started with Lean in your laboratory:
- Select team: Select the most suitable employees. A good mix of openness to new approaches, leadership and analytical skills is required here.
- Ensure target reference: Before you start, remind yourself of the objectives of the lab. Or even better: write them down! These should have a concrete reference to the goals of your location or company. You can then formulate your goals for the application of lean in line with this.
- Determine the most promising areas for improvement: Now determine where you can start with improvements. For example, ask yourself what “best practices” other laboratories use. Laboratory comparisons and benchmarks also help to identify new starting points. It is important that you use these to select from the various starting points those that will make the greatest contribution to achieving your goals.
- Select the right (lean) technology: There are several approaches to solving almost every problem. The decisive step is selecting the right technique: both lean techniques and other established improvement techniques can be considered.
- Select a pilot area: Don’t start with the whole lab right away, but choose a specific area where you can quickly demonstrate successes that will help you to convince your employees to make further improvements.
- Communication: Communicate your goals and the procedure in a convincing “change story”. Remember that you often need to communicate 3-5 times as much as you normally do to ensure that your message really gets through to your employees in the lab.
Course: Lean laboratory processes
If you would like to find out more about how you can optimize your laboratory processes using lean techniques, for example, take a look at our “Lean Laboratory Processes” course.
