Laboratory space planning is a task many lab managers inherit rather than seek out—and it carries high stakes. Whether driven by growth, aging facilities, or new research directions, redesigning or moving a laboratory can feel overwhelming, especially for managers tackling their first major project. The challenge is not just about fitting equipment into a new footprint. It’s about balancing staff workflows, safety requirements, budget realities, and future flexibility, often under tight timelines.
By understanding why space planning matters, defining clear decision criteria early, and learning from lessons others have already experienced, lab managers can approach planning with greater confidence and fewer surprises.
Understanding the “why” behind laboratory space planning
Space planning directly affects safety, productivity, and long-term adaptability. Hastily planned labs may technically function on day one, but they often carry hidden costs, like inefficient workflows, operational workarounds, compliance challenges, and staff frustration that builds over time.
Organizations increasingly prioritize flexible layouts, shared equipment zones, and smarter use of utilities to support changing research demands and sustainability goals. Instead of placing equipment simply where it fits, lab users should consider how the space supports science and workflow.
Many labs operate in spaces that have barely changed in decades, says Chris Orlando, BSN, RN, president of VOC Associates, a Cleveland-based laboratory equipment planning firm. “They've been following the same process, same protocol, with just minor modifications as equipment has come online. They've kind of rigged it up so it works, but they're so used to that that we've heard quite often, ‘Well, that's just not going to work.’”
Through careful discussions and visits to comparable sites, Orlando notes, the tone often shifts to “I guess that could work.” He explains that reluctance to change doesn’t stem from pure doubt, but from a need for more information and exposure to new ideas.
Key lab planning decision criteria for lab managers
While every project is unique, several decision criteria consistently shape successful outcomes.
Start with workflow mapping
Effective lab planning begins with understanding how people, samples, and materials move through the lab. This means involving the people who do the work (not just leadership) in mapping current and future workflows.
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Orlando emphasizes that excluding end users often backfires. “The people that actually do the work, as you get deeper into operational planning and get into the meat and potatoes of actually planning the lab move, may say, ‘Wait a second, that's not how we do it. How did this get designed that way?'” Ensuring the right people are involved early allows the lab to be designed correctly from the start, rather than retrofitting or adjusting operational workflows later.
Plan equipment placement in detail
Equipment planning goes beyond large, floor-mounted instruments. Even smaller benchtop equipment consumes space, power, and clearance—and overlooking it adds up quickly.
Danielle Benford, senior vice president at VOC Associates, cautions against relying solely on cut sheets: “Spec sheets, while great, don’t actually account for the real-time use of a piece of equipment.” Handles, hinges, monitoring devices, and seismic bracing can add inches that derail layouts if not planned for early.
Prioritize safety and compliance
Environmental health & safety (EHS) teams, chemical safety professionals, and regulatory stakeholders should be involved from the earliest design phases. For example, flammable cabinets are sometimes positioned based on available space rather than volume calculations and fire barrier requirements—both essential for proper smoke compartmentation. Delaying EHS involvement can lead to costly redesigns and user resistance.
“Make sure you have your EHS folks at the table in schematic design,” says Benford. “I think the biggest issue we see is when those folks aren't involved until later. They have a lot of knowledge that they bring to the table.”
Lab staff moving from grandfathered spaces may also struggle to understand why updated rules now apply. “A lot of these groups have lived in their space for decades, so regulations were very different 10, 20, 30, 40 years ago,” Benford notes. Taking the time to explain the reasoning behind these requirements, rather than simply enforcing them, is essential.
Design for flexibility and growth
Resist the urge to fill every available space, Benford advises. “If at all possible, try not to fill every single inch of space that you have in your design.” Overpacking layouts leaves no room for growth and magnifies the impact of even modest equipment changes.
Projects that rely on “cookie-cutter” bench and shelving layouts frequently result in the removal of costly, unused casework after move-in because equipment lids interfere with shelves or required clearances were overlooked.
Get utilities and infrastructure right early
Power, HVAC, data, and specialized utilities must align with both current and legacy equipment. Orlando notes how often teams discover late in design that facilities lack required power: “‘We did an inventory and we’ve got a bunch of 240V equipment.’ And the first thing the product team says is, ‘We don’t have 240V power.’” These gaps often lead to unplanned costs and operational compromises.
Lessons from the field: what successful projects have in common
Across projects, a few consistent themes emerge.
First, be transparent and involve staff in the process. “Good projects have good communication,” says Orlando. “Things can't be overcommunicated enough, whether it's meeting minutes, whether it's having recurring meetings with the individual laboratories to plan out their moves so that they understand the subtleties.”
Second, be honest about internal capacity. Moving or redesigning a lab is labor-intensive. Organizations that assume they can handle everything internally often realize too late that planning has consumed thousands of hours and stretched staff beyond sustainable limits. “Moving your lab should not be an experiment,” Orlando says.
Third, budget realistically up front. Improper budgeting often leads to value engineering that saves capital dollars but increases operational costs for decades. Projects may finish on budget, but workflows suffer, and staff dissatisfaction grows because early trade-offs have long-term consequences.
Actionable takeaways for lab managers
While no checklist replaces thoughtful planning, several practical steps can help guide the process:
- Define “must-haves” versus “nice-to-haves” early. This clarity supports better decisions when budgets tighten.
- Inventory everything, no matter its size. “Almost no equipment is too small to include in your planning,” Benford emphasizes.
- Document current and future states. Understand what processes look like today and what you want them to become.
- Leave room to grow. Plan layouts closer to 80–85 percent capacity rather than at maximum fill.
- Invest in communication tools. Meeting minutes, site visits, and visual aids help users envision change and reduce resistance.
- Utilize smart design tools and software. Tools such as space audits, utilization tracking, digital modeling, and even VR walkthroughs help stakeholders visualize workflows and catch issues before construction or move-in.
- Seek outside perspective when needed. Change management specialists and lab planning experts can ask difficult questions that internal teams might overlook or avoid.
Thoughtful laboratory space planning is more than a logistical exercise. It’s a chance to create safer, more efficient, and future-ready environments that truly support science. By understanding the drivers behind space planning, involving the right voices early, and designing with flexibility in mind, lab leaders can turn redesigns or relocations from stressful disruptions into opportunities for improvement.
