Key Features of Labs Will Be Flexibility and Mobility

At a recent laboratory meeting a panel of experts agreed that because ongoing changes in technology and global business trends have an unpredictable impact on where and how and when scientific research and development is conducted, laboratories must plan to maximize flexibility and mobility to ensure future effectiveness and efficiency. The panel was moderated by Peter Grandsard, executive director of research at Amgen (Thousand Oaks, CA, USA).

Mr. Grandsard established the goal for the "Lab of the Future” as space and workflow, including enabling technologies that cultivate innovation and productivity. He noted that laboratories of the past and present were typically designed from the outside in for specific functions, and were value-engineered with a fixed infrastructure.

Eric Ferret, director of laboratory planning and design at KlingStubbins (Cambridge, MA, USA), presented an architect's perspective of the Lab of the Future, and emphasized an open space concept designed from the inside out. According to Mr. Ferret, the ideal open concept is based on warehouse design, eliminates fixed casework, and features customizable and movable overhead service delivery systems for water, electricity, gas, and other utilities.

Mr. Ferret also emphasized the critical importance of ventilation components, noting that for labs with exceptionally tight engineering standards, heating, ventilating, and airconditioning (HVAC) requirements alone can account for as much as 65% of a laboratory's construction budget. In general, he favored constant controls over variable controls, because the required controls and air handlers can add considerable cost. Mr. Ferret recommended that laboratories begin new designs with small capacity units, plan for current and expected requirements, and then allow extra room for unexpected requirements.

From a corporate space planner's point of view, Shawn Pixley, director of research and development planning at Amgen, concurred with Mr. Ferret, noting that today's volume of work necessitates a capital-conscious approach with predictable metrics, delivery practices, and scope management. Mr. Pixley emphasized that when planning a laboratory workspace, planners should begin by thinking differently about problems; embracing uncertainty; challenging established processes; forcing corporate, site and functional strategies; and defining boundaries. The laboratory is no longer restricted to the space, people, or equipment within its four surrounding walls. Corporate productivity is being achieved through virtual collaboration between multiple global research sites on an around-the-clock basis. Scientists work in and often outside of a number of different labs as well as on airplanes, commuter trains, in hotel rooms, and their own homes

As a working scientist and laboratory manager, Richard Rodriguez, manager of research automation technologies at MDS PharmaServices (King of Prussia, PA, USA) agreed with Mr. Pixley and Mr. Ferret. In Mr. Rodriguez's opinion, continuous change presents continuous challenges in the management of his laboratory's operations. Adapting to new priorities and outdated equipment make an open design imperative.

Mr. Rodriguez defined an ideal open concept laboratory as having a minimal number of weight-bearing columns and walls; automation systems in the center; mobile lab benches and equipment tables on the periphery; and equipment that maximizes vertical space vs. horizontal space.

The discussion took place at special session at LabAutomation2007 (presented by the Association for Laboratory Automation, January 28-31, 2007, in Palm Springs, CA, USA).


Related Links:
Amgen
KlingStubbins
MDS PharmaServices