Research Resiliency Through Lean Labs
by David Sadat, and Canan Dagdeviren
The lean lab framework is implemented to (1) improve academic cleanroom laboratory (2) functions, including regulatory compliance, (3) organization, and resource stewardship, (4) all while balancing cost and waste versus 5 overall productivity. Aside from the obvious 6 perks (i.e., lower cost, greater output), this 7 management system proves itself to be ben- 8 eficial during emergency situations such as 9 the recent COVID-19 pandemic.
Comparison of the before-and-after images of our cleanroom lab facility with the 5S methodology. The before images (highlighted in red) show the lab space prior to the introduction of the 5S methodology. The after images (highlighted in green) show how 5S intuitively organizes the space, while highlighting lab safety equipment in the cleanroom space, such as the safety shower and chemical cabinet.
Comparison of the before-and-after images of our cleanroom lab facility with the 5S methodology. The before images (highlighted in red) show the lab space prior to the introduction of the 5S methodology. The after images (highlighted in green) show how 5S intuitively organizes the space, while highlighting lab safety equipment in the cleanroom space, such as the safety shower and chemical cabinet.
Research Resiliency Through Lean Labs
Academic research groups, especially the ones directed by new junior faculty, are under pressure to produce high-quality work timely while constrained by limited budget, resources, and lab space. A well-organized lab is crucial for a wide range of reasons, from keeping costs low, to protecting the health and safety of users. Our focus is on developing lab-level systems that create a lean and productive space in the context of academic cleanrooms. The efforts made at implementing the 5S organizational methodology to improve cleanroom functions, including regulatory compliance, organization, and resource stewardship are discussed. The quantifiable result is that chemical consumption spending is reduced by 41%, between 2018 and 2019, whereas materials consumption spending is reduced by 52%. Meanwhile, there is a 116% increase in the number of fabricated devices, showing greater output using less resources. This management system also proved itself to be beneficial during emergency situations. The recent COVID-19 pandemic is one such instance that showcased the ability to systematically ramp-down operations within 15 min, taking a huge burden away from the research group, and thus allowing us to focus on what is most important during this time of crisis: the health and safety of the group and community.
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Research Resiliency Through Lean Labs
Contributors: David Sadat, Canan Dagdeviren