How R&D labs are streamlining their processes thanks to operational excellence - part 2

To optimise a scientific environment, above all, you need a scientific mindset: curiosity about why something is not going as you expect, and a relentless drive to find the solution. It is only a small step from science to operational excellence. In addition, there are a number of specific tools we can use, just as you use a microscope to analyse cell staining or Crispr-Cas to cut out a bug in the genome.

1. In-depth process analysis: we map the process to understand the lead time from start to finish, with a detailed analysis of all process steps. Depending on the goal, we choose the right type of process mapping, to map either interactions, lead time (swimlane) or information flows (Makigami). This leads to shared knowledge, and many an ‘aha’ moment about the why or continuation of an action that someone has sometimes been performing for years.
2. Identification of bottlenecks: identifying inefficiencies and visualising delays allows us to target them. A thorough waste analysis focuses both on process data (e.g. hands-on and waiting time, number of samples in the process and in the freezer) and on the reason for the process step. Why was control of experimental data ever introduced and is it still relevant? Soon, an organisation discovers that up to 50% of the process steps are actually redundant.
3. Process optimisation: ultimately, we arrive at a broad menu of possible improvement strategies. By clearly communicating this to everyone involved in the workflow and making the right choices together, we build a strong foundation for progress. Continuous improvement is always a team effort, and through ‘kata coaching’ we create a process improvement mindset throughout an organisation. Employees tackle improvement projects themselves, and see how small changes often produce big results for themselves or their colleagues.
4. Smart implementation: very often inefficiency in a process results from a lack of uniformity. We therefore standardise peripheral activities (administration, consultation, information and data transfer) with clear agreements, visual management and short, quick consultation moments in a tiered accountability structure. In this way, we create more space for employees to focus on the real work: the actual lab tasks or data analysis!

Stanwick has proven repeatedly that this approach pays off. We successfully applied the fundamentals of Lean management in several lab environments and in sectors such as biotechnology, pharma and test labs. This allows a scientist to do more work in the same amount of time and also investigate multiple avenues to get to the right result faster. Interested in a coaching programme tailored to your organisation? Contact us without obligation!

Our motto: ‘Drive for results’

At Stanwick, we don't just give advice, we actually provide solutions. And even that is not an end point, but a starting point. Together with the customer, we work out practical process steps and guide their implementation.

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Who is Marlies De Ceuleneer?

As a management consultant for Stanwick, Marlies De Ceuleneer is driven by science and fascinated by processes. After obtaining her master's and doctorate in pharmaceutical biotechnology at Ghent University, she developed a passion not only for quality assurance, but also for process optimisations. Behind both scientific research and process improvement is a curiosity to gain insights with data, make the invisible visible, and then implement targeted improvements. So the step from science to Lean management was easy.