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R. J. Maddux ISLAR 1994

DIMNIHINGRETURN8

DISCONTINUITY

LEARNING

Figure 1. The S-curve.RESOURCe8

GLAXO RESEARCHINSTITUTE

CONTROL Ale:) AUTOMATION

Figure 2. Organization of GRI.a true Glaxo resource, fully supporting the Research andMedical divisions of GRI and providing support todivisions outside GRI as well. It is only through this scopeof responsibility that the staffing and resources requiredto achieve critical mass can be fully justified andeffectively utilized.The pastThe GRI Bioengineering function began in 1990 as a fourmember group consisting of a supervisor, two engineers,and a design machinist. Facilities were minimal andproject management, tbr all practical purposes, wasnonexistent. Even at this early stage Bioengineering hada positive effect on productivity in the laboratories. Forthe first time, researchers had an internal resource tosupport their non routine instrument needs. The successof the group and the value it added to the GRI missionwas limited, however, by the fact that few people knewabout and were utilizing the group and those who didwere hesitant to share this newly discovered resource. GRIBioengineering was, for all intents and purposes, aservant organization as depicted in figure 3. As a servantorganization, the value added by the function was limitedto the projects brought forth by the scientist customers.There was no initiative on the part of the function toinvestigate and bring forth new technologies. Innovationremained the sole responsibility of the customer. Yet,as stagnant as the GRI Bioengineering function wastechnologically, the real danger to the long term successof the function lay in the lack of systems for projectmanagement and documentation. Without supporting52

SERVANT SBtVICE PARTNER

Figure 3. Evolution of the function.evidence, the case for continued and expanded resourceswas seriously lacking.

The presentIn 1992, the GRI Bioengineering function began takingon a new look and a new focus. First, the function wassplit into two separate groups: Instrument Control andAdvanced Design and Automation. I was recognized thatto fully support the laboratory technology needs of anR & D organization as complex as GRI, separate special-ized functions were needed. Instrument Control has as itsmission the comprehensive management of laboratoryinstrumentation and related systems including service andmaintenance, vendor contracts, and calibration. TheAdvanced Design and Automation section is charged withdesigning, developing, and prototyping novel instrumentsand automated systems to support innovative R&Dinitiatives. With a total staff of 15 people and state-of-the-art mechanical design, electronic design, and metrologylaboratories, these two sections are no longer merelyservant organizations but highly proactive technicalservice organizations (figure 3) that formulate innovativesolutions to highly complex scientific problems. Formalproject and data management has been implementedthrough the use of advanced software tools providingcritical justification for resources and maintaining docu-mentation needed for project management and regulatorypurposes. The GRI Bioengineering function now activelypursues and implements new technologies as needed tosupport the GRI scientific community.The fulureThe key to the future for the GRI Bioengineering functionis to make the final leap from service organization to fullscientific partner as depicted in figure 3. The effectivenessof the function is optimized under this relationship becauseno longer is GRI Bioengineering in a reactive orsemi-reactive mode of operation but is almost entirelyproactive. At the partnership level, strategies and ideasar e openly shared between the laboratory technologysupport group and the client laboratory. This dialogue isconducive to the development of expedient and innovativesolutions to even highly complex problems.The key challenges facing GRI Bioengineering lie bothoutside and inside of the organization. Laboratory groupsmay be reluctant to share sensitive technical problemswith internal groups outside their immediate organ-izations and GRI Bioengineering staff must develop good

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R. J. Maddux ISLAR 1994customer interaction and consulting skills in addition totheir recognized technical skills.Being involved as a full partner with its GRI customerbase at the strategic and tactical planning level will allowGRI Bioengineering to more fully meet and exceed theneeds of its clients on a regular basis.

Critical success factorsOf the many factors that in one way or another impactthe success of the laboratory technology and automationsupport function, four have been identified as beingabsolutely critical. These include management commit-ment and support, organization and staffing, operatingstrategy and tactics, and marketing of services. As detailedbelow, each of these factors plays an important role inshaping the function and directly determine its value tothe organization.

Management commitment and supportManagement commitment and support is important tothe success of any function. In the case of the laboratorytechnology and automation support function, this supportis especially critical to its success. The pharmaceuticalR& D organization centres its activities around thediscovery and development of specific compounds identifiedas having therapeutic value. The laboratory technologyand automation support function must compete with thelaboratory functions directly involved with these com-pounds for available, finite resources. To be successful,the laboratory technology and automation supportthnction is dependent on management that thinksstrategically and takes the long view. Rarely, if ever, arethe benefits of such a function immediate. It is only overtime that the true benefits are realized through thedevelopment of innovative instruments and systems thatsave time and money and facilitate novel experimentationby the scientific staff. It is easy to be overlooked in thebattle tbr resources so the laboratory technology andautomation support function must remain a visible andtechnologically proactive organization. Documentation ofsuccesses and effective utilization of resources throughsound project management are key to maintaining strongmanagement commitment and support.

Organization and sta2fngThe organization and staffing of the laboratory technologyand automation support function must be in completealignment with its strategic objectives. To be fullyeffective, the function must incorporate a variety of skillsets (figure 4) acting together as a team. Staffing shouldincorporate the scientific and engineering disciplinesand the skilled trades, such as design machinists anddraftsmen. It is difficult to describe a major systemdevelopment project that does not have significantmechanical and electronic design components. Thescientific components must be added to this to ensure thatthe resulting system will function in the laboratory, and,of course, someone must actually make non-commerciallyavailable parts and assemble the final system.

DESIGNDESIGN ANALYllCALINSTRATIOI

ROBOlCSFigure 4. Staffngnecessa skills mix.

Operating strategy and tacticsA clearly defined, easily understood operating strategymust be formulated and adhered to by the successfullaboratory technology and automation support function.Within GRI Bioengineering this strategy takes the formof a mission statement. The Advanced Design andAutomation section has the following mission statement:

Our mission is to support innovative R&D by designing,building, or recommending novel scientific devices and equipmentbased upon state-of-the-art methods and technologies to solveproblems and automate processes in the laboratory. Our primaryfocus is on prototyping new devices and systems which are notcommercially available.Of course the real value of any mission statement is howwell the organization actually adheres to it . It is criticalthat the organization avoid falling victim to the notinvented here syndrome and end up making devicesand components that are commercially available. Infact, finding and recommending commercially availablesolutions is one of the most important ways that thelaboratory technology and automation support functionadds value to the R& D organization. Constant bench-marking against vendors and peer companies is importantto ensure the competitive value of the function. Tactically,it is critical that the laboratory technology and automationsupport function manage its projects in such a way thatcustomer expectations are met (figure 5). Put simply,Establish realistic timelines and meet them/ It has been theexperience of the GRI Bioengineering function thatprojects extending greater than three months oftenbecome irrelevant. It is important to know the limits ofthe function and employ strategic outsourcing as neededto bring projects to completion in a timely manner.

DESIGN PHAIE, SURVEY C O4V=IALR E O U R C ECENTFABRICA11ON

e A88IVLYEVALUATION8YgTEM DELIVERY, APPROVAL A/ID BIGN-OFFFOLLOW-UP

Figure 5. Project management.

PROJECTBOFI1NARE

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Finally, it is important to note the word prototyping in theAdvanced Design and Automation mission statement. Afully developed and tested prototype should trigger effortsto outsource the production model of a particular deviceor system. With full drawings and specifications available,it is a relatively simple matter to accomplish this, leavingthe laboratory technology and automation supportfunction free to focus on the next problem.

Marketing of servicesThe concept of marketing is not often associated with thelaboratory technology and automation support function,but it is critical to its long-term effectiveness and ultimatesuccess. Marketing in this sense means making thescientific client base aware of the function and itscapabilities. Doing so ensures that the function will havebroad exposure to problems across the R & D organizationthat may determine technology and accompanying staffdevelopment initiatives. The overall goal of the marketingeffort is to increase the quality and strategic importanceof the projects taken on, not the quantity ofwork performed.

Applying the S-curve modelThe S-curve model is an effective tool for tracking andforecasting technological progress. The model is readilyapplied to the area of laboratory robotics, as shown infigure 6. In this example, key areas of the S-curve depictstages in the life of a newly purchased laboratory robot.The first stage, when the robot is purchased, representslearning. During this stage, resources are expended bothto purchase the robol and to train its operator(s) withlittle performance gain to the laboratory. The secondstage, when modifications are made and custom modules

ROBOT FULLY

RESOUR(:E|

Figure 6. Applying the S-curve model.

are built, represents maximum return on investment bythe laboratory. During this stage each dollar spent resultsin significant gains in performance. The third stagerepresents a fully optimized system and further expenditureof resources results in diminishing gains in performance.As the upper portion of the S-curve flattens, the robotbecomes a legacy system and has reached its technologicalpotential. It is at this point that a discontinuity becomesapparent between the existing technology and emergingtechnology. In the case of robotic systems, this emergingtechnology may take the form of vision systems, artificialintelligence, or advanced electronics such as fuzzy logic,depending on the particular application. In any case, itis important that the laboratory recognize this discontinuityand manage its resources in such a manner that theemerging technology can be exploited.The laboratory technology and automation supportfunction is an important resource for helping the laboratorychart its course along the S-curve. Through its design andprototyping capabilities, the function may facilitate themove up the steep portion of the curve while its knowledgeof state-of-the-art technologies can help the laboratoryanticipate and effectively manage the discontinuities.

ConclusionThis paper has detailed the stragegy and tactics behindthe formation and evolution of a central laboratorytechnology and support thnction at the Glaxo ResearchInstitute. The S-curve model was demonstrated to be aneffective tool for tracking and forecasting technologicaladvancement. If there is a weakness in this model, it isthat the model is deceptively simple. Moving up theS-curve requires sound strategic planning and plenty ofhard work. The laboratory technology and supportfunction, when optimally organized and managed, canbe a key facilitator in this process.

AcknowledgmentsThe author wishes to thank Dr Brisco Harward, Managerof Bioengineering Advanced Design and Automation, forhis assistance with the production of this paper.

References1. FOSTER, R. N. , Innovation: Th e Attackers Advantage (1986), p. 87.

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