This paper discusses how advances in the water utility laboratory along with pressures to lower detection limits, decrease turnaround times, and reduce costs, have
resulted in some very complex and challenging management issues.
Today's utility laboratory manager can no longer focus on just producing data. Although
this remains the main product of the laboratory, the manager must also be concerned with
managing a far more technical workforce, a complex laboratory environment, highly
sophisticated instrumentation, and a more knowledgeable client base. It is very important
for the manager to think in terms of the entire laboratory system. This system includes
the purpose, the product, and the analytical assets. The purpose is to serve the needs of
the clients, who or what ever those clients are. The product, of course, is quality data,
and the analytical assets are the tools needed to produce the data. All management
decisions should be made to improve these three items and eliminate or reduce non-
value-added activities. The most important analytical assets in any laboratory are the
analysts. It is the responsibility of the manager to provide and manage the tools the
analysts need to perform the tasks necessary to produce quality data. These tools include
the five Es; employees, equipment, environment, empowerment, and evaluation. In an
integrated approach to laboratory management all five Es work together to increase the
effectiveness and efficiency of the laboratory operation at an acceptable cost. This paper discusses in detail each of the five Es.
| Edition : | Vol. - No. |
| File Size : | 1
file
, 210 KB |
| Note : | This product is unavailable in Ukraine, Russia, Belarus |
| Number of Pages : | 6 |
| Published : | 11/01/2002 |
