Full Description

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.

Product Details

Edition: Vol. - No. Published: 11/01/2002 Number of Pages: 6File Size: 1 file , 210 KB