To progress in their careers, lab managers need to develop new skills.

How to stop arguing and start communicating in the lab!

I wrote here several months ago that managers have the power to dramatically improve a lab’s bottom line by embracing new ways of doing things. I told the story of how one of the biggest game changers in the industry— the automation of manual processes— came about because suppliers chose to look at the customer/lab relationship in a new way.

Given the current economic climate, most employers are probably looking to save on operations and improve their bottom lines. Usually they begin by trying to increase efficiency, or “trim the fat,” as the saying goes. And those of us who work in the area of health and safety know that we are usually prime targets.

Careful planning and consistent monitoring can significantly improve equipment maintenance programs.

It is ever more difficult to argue that motivating knowledge workers is not the Holy Grail for 21st century lab managers. “Leadership,” according to management consultants, “is the process of motivating people to work together to accomplish great things."

Fire extinguishers need to be appropriate to the type of fire. Type A fires form an ash. A water extinguisher is for fires involving burning wood or paper, and so on.

Activity-based management (ABM) is an approach to management in which work process managers—in this case, lab managers at all levels—are given the responsibility and authority to continuously improve the planning and control of operations.

When most of us think about lab safety, the first things that likely come to mind are the dangers of chemicals and other hazardous substances, but even something as innocent as lifting equipment or supplies can cause a serious injury if not done correctly.