The phrase “lab of the future” typically refers to a flexible, open floorplan designed to promote collaboration and cross-pollination between researchers. But these buzzwords have been used for decades, with open labs dating back to the mid-’60s and flexible casework to the mid-’80s. So how successful have these features been, and what defines the lab of the future in 2015 and beyond?
Diverse projects in New York, New Jersey, and Maryland demonstrate that integrating flexible infrastructure, collaborative work styles, daylight, and sustainability all contribute to a “health-positive” scientific research environment, a concept derived from neurological and behavioral research indicating that access to natural light and human interaction improve well-being and productivity.
To achieve the most viable, successful workspaces, companies need to look closely at the factors that most directly influence their work culture instead of following the latest design trends, according to Kay Sargent, director of workplace strategies at Lend Lease. No single workplace design fits every company, and a workspace should fit the people using it, as well as the organizational goals.
Researchers at Duke University Medical Center’s Regional Biocontainment Lab (RBL) recently organized and launched a select-agent-based study in just 30 days from inception to conclusion, thanks to the organization’s highly efficient operational framework. Fast tracking of the study—which involved aerosol exposure of 38 immunized mice to Francisella tularensis, the causative agent of tularemia—was made possible through the facility’s strategic management and cross-trained staffing model.
The renovated OB-GYN academic offices at Boston’s Beth Israel Deaconess Medical Center (BIDMC) eliminate private offices in favor of shared desks and open concept space, to accommodate a planned 20 percent staff increase while decreasing total departmental square footage. The department, which previously housed about 80 people in 14,000 sf, can now accommodate 106 people in 13,000 sf. The gut-and-rebuild also improves ADA compliance for the 1950s building and provides more natural light and collaborative space.
Facility managers can achieve optimal performance by “sweating their assets”—making existing assets work harder—through a careful analysis of what factors contribute to the highest throughput and then undertaking initiatives that will help them reach those goals. Doing so may eliminate the need to create expensive new space but may require facility redesign, says Cyrus Yang, executive director of delivery system planning for Kaiser Permanente.
As health science education becomes increasingly interprofessional, the design of academic medical facilities is changing to reflect this new type of learning. Collaboration is the cornerstone of interprofessional medicine, as health care providers strive to offer the best patient care. Nurturing such collaboration begins in the educational facilities where students from multiple disciplines learn the importance of working together.
With no private offices or assigned seats, not even for top executives, employees at GlaxoSmithKline’s (GSK) corporate office at the Philadelphia Navy Yard work in a variety of work settings. Work spaces include the atrium, the cafeteria, sit-to-stand workstations, quiet rooms, meeting rooms, and even the rooftop.
The Coordinated Approval Process for Clinical Research (CAPCR) is a web-based application that streamlines the approval process required to conduct research using human subjects. Designed to help researchers and hospital staff navigate the process of coordinating and tracking clinical research within a hospital system, CAPCR gives an institution time to plan for the infrastructure a line of research will necessitate, and to mitigate any associated safety hazards. CAPCR automates the approval process, avoids duplication, and creates an online repository for study-related information, allowing faster approval times and greater access to information. It also eliminates the need for paper application forms, helps researchers ensure they have the necessary approvals for their studies, and provides an efficient way to obtain authorizations from multiple departments and track approvals online. The system is being marketed as a tool for use in other hospitals.
Mobile technologies are rapidly changing the way corporate, healthcare, educational, and other large facilities are maintained and managed, according to Dan Lorenz, vice president of AMS CAD + CAFM Solutions, and Brian Haines, director of marketing at FM:Systems. Rather than waiting for mobile technology to catch up to the needs of technicians in the field, companies are taking a more proactive view: creating wish lists of typical activities that their near-ubiquitous mobile phones and tablets can expedite, and commissioning mobile solutions to fit those needs.
The following is a condensed transcript of a panel discussion that took place at Tradeline’s Academic Medical and Health Science Centers 2013 Conference. The panelists are Ian McDermott, senior director of MedRIST, University Health Network, and Scott Kelsey, managing principal at CO Architects. The moderator is Derek Westfall, president of Tradeline.
Utilizing the “big room”—collocating all project team members onsite in a single environment—to achieve true integrated project delivery (IPD) can be the best way to drive efficiency, reduce waste, and improve project outcomes through a shared pain/shared gain contract structure for all stakeholders. But it also can create a lot of noise in the form of information overload. Only by managing information as a Lean commodity can the IPD team realize the full potential of the process.
FLIR has released a compact thermal imager designed to attach to an Apple iPhone 5. The FLIR ONE is a non-contact device that detects infrared energy (heat) and converts it into an electronic signal to create a thermal image with temperature calculations on the phone screen. Thermal imaging can be used to find and pinpoint issues like loose connections, failing breakers, overloaded wiring, overheating motors, bearings and compressors, misaligned shafts, as well as air and water leaks.
Offsite prefabrication of building modules can potentially transform the construction process in the United States, according to two engineers who have implemented the technique on multiple project sites. The experience of Ed Szwarc and Dean Poillucci of Skanska USA Building, Inc., indicates that assembly of such units at offsite construction facilities (OSCFs) radically compresses schedules and improves safety while also providing cost savings.
Blindly trying to incorporate all the cutting-edge technologies and processes in the delivery of a new facility can lead to more waste than value. It’s important that building owners understand which Lean design principles, innovative technologies, and sustainability strategies meet their needs and add value to their specific project in a way that maximizes lifecycle performance, says Andreas Phelps, integrated projects executive at Balfour Beatty Construction.
