Lean Lab Guide

Lean Lab Concept

Nine Steps to Lean
Self-assessment
Checklist

Easy Lean Lab

Implementation

Lean Lab Guide

Optimizing Workplaces and Workflows
 Content
Lean Lab Guide
1 The Lean Lab Concept 4
1.1 Lean manufacturing as a model 4
1.2 Kaizen or the path to lean systems 4
1.3 Avoiding wastage 7

2 The Nine Steps to Lean 8

2.1 Housekeeping - keep it simple 8
2.2 Value stream mapping - minimize over-production 10
2.2.1 Refuse 10
2.2.2 Over-testing 11
2.3 Workload - reduce waiting time 12
2.4 Laboratory workflow - shorten distances 13
2.4.1 Motion 14
2.4.2 Transport and long distances 14
2.5 Performance management - eliminate errors 15
2.6 Equipment - avoid defects 17
2.6.1 Measurement uncertainty 18
2.6.2 Avoid device errors, test equipment monitoring 19
2.7 Skills of laboratory personnel - release untapped potential 20
2.8 Laboratory chemicals/auxiliary material - manage your inventory 21
2.9 CIP activities - trust your staff 23
2.10 Checklist analysis and feedback 23

3 METTLER TOLEDO Solutions 24

3.1 Automation 24
3.1.1 Simplification and standardization 24
3.1.2 Lab automation: do not aim for too much 24
3.1.3 Integrated "monoblock" vs. modular automation 25
3.1.4 Cost of automation 25
3.2 Data integrity 26
3.2.1 Data transcription 26
3.2.2 Automatic data transfer 27
3.2.3 Simplify the setup 27
3.2.4 LabX network 28
3.3 Good Measuring Practices 29

4 Conclusions 30
4.1 Lean: a matter of budget? 30
4.2 Lean lab in small steps
4.3 The instrument manufacturer’s viewpoint 30

5 Lean Lab Product Examples 32

6 Recommended Literature 34
7 Literature References 34
8 Abbreviations 35
9 Acknowledgments 36

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Lean Lab

The successful implementation of ‘Lean Manufacturing’ in several fields has inspired many businesses to adopt
this model in laboratories as well. Laboratories have different challenges compared to manufacturing environ-
ments; while most of the key principles of traditional Lean still apply, there are many unique points to be adopted
in laboratories.

Potential benefits of the Lean Lab approach

• More defined, structured and controlled laboratory processes delivering more consistent
and predictable laboratory performance
• Significantly increased productivity
• Reduced lead-times
• Reduced costs
• Reduced levels of WIP (Work In Process)
• Improved RFT (Right First Time)
• A detailed understanding of lab capacity and resourcing requirements
• Greater empowerment of laboratory personnel
• A culture of proactive performance management and continuous improvement
• Improved customer service levels

From our point of view, Lean Lab is primarily an internal organization task for process optimization.
The objective is to contribute towards improving the economic efficiency of an organization. The operational changes
that lead to a Lean Lab (which can be initiated in small steps, module-by-module, at any time) are as follows: the stan-
dardized operation of several different devices, optimized workplaces and work processes, modular device combina-
tions, standardized network-compatible software, and competent services.
Build a culture of continuous improvement to sustain business benefits, from the customer down to the analyst level,
drawing on new and innovative ideas, and sustaining its impact with mindset and behavior transformations across the
laboratory. Below are some fields for improvements that we identify as important for the Lean Lab concept.

Quality
Result
Q

Productivity Capacity

The
Magic
Triangle Q: Quality
R: Resources
T: Time
R T
Costs Date
Expense Duration

Figure 1: Success is measured by the ‘Magic Triangle‘. The three corners must be balanced.

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 1 The Lean Lab Concept
Lean Lab Guide

1.1 Lean manufacturing as a model

The “Lean Manufacturing” concept aims to increase the productivity and efficiency in manufacturing companies,
as well as to focus on the customer requirements and to gain a competitive edge through low costs and high quality.

It encompasses the entire business scope, including the management culture and employee satisfaction.
On the one hand it tries to optimize resource utilization and on the other it strives to avoid its overstretching
(Japanese “Mura” and “Muri”).

For this purpose, there are a number of distinctive standards and tools such as the 5S-movement, 7M and 3 Mu
checklists, and the 7 types of wastage (or more) that are involved in analysis and the process of improvement.[17]

Ultimately, even JIT production originated from “Lean Manufacturing” (JIT = “just in time”).

Measuring/monitoring the progress of actions that were initiated through such processes is an important compo-
nent of sustainable implementation and success. For the participants, it can be motivating if their success can be
tracked graphically in charts placed at conspicuous spots in production. The measurement criteria must be speci-
fied accordingly, for example, the number of claims, sales trends, development costs, absenteeism, accidents, etc.

Although there are major differences between laboratory and production, of which we must take careful note,
it is still possible to adopt several aspects of the Lean Concept in the laboratory.
The aim is to optimize productivity and efficiency while minimizing all activities that do not add value.
Throughput shall be maximized and wastage reduced. The Lean thought attempts to “do more with less”:
cost reduction despite growing demands, be they with regard to quality or throughput.

Such objectives can only realistically be implemented by introducing rules with which the processes are stream-
lined, simplified, standardized, and clearly presented.

1.2 Kaizen or the path to lean systems

The Lean Concept does not expect to implement in the first attempt everything recorded for improvement
and implement all the resulting measures at once. The objective of Kaizen[1][11] [18] is continuous improvement.
With the help of small steps, it is ensured that the implementation barrier remains surmountable.

In most of the cases, there is no or little budget only provided for Kaizen. Kaizen shall be self-financed through savings.

The term kaizen originates from Japanese and means betterment, amelioration. Kai stands for be renewed,
change. Zen means good[15].

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 The process runs through five steps, which can be mapped as a circle.
In the sense of continuous improvements, one can pass the circle again
and again. The 5 steps are often abbreviated with “5S”.

Seiri → Eliminate what is unnecessary from the work area.

Figure 2: The kaizen characters.
Kai stands for change, zen for good
This step is also referrred as decluttering[12].
Seiton → Arrange the things that have remained after Seiri.
Put as a slogan: A place for everything and everything in its place[12].
Seiso → Maintain your workstation clean and shining.
Seiso makes malfunctions of equipment immediately obvious.
Seiketsu → Make cleanliness and order to your personal concern.
In a wider sense, this step is about setting standards and integrating
Kaizen in daily duties[12].
Shitsuke → Make 5S a habit. The sustainability of the Kaizen process,
a fundamental requirement of Kaizen, is addressed in the Shitsuke step.

4. Seiketsu 1. Seiri
standardize sort

5. Shitsuke
sustain

3. Seiso 2. Seiton
shine set in order

Figure 3: The Kaizen circle

Seiri
Efficient systems are simple systems. One quickly finds what is required without searching for it. When working
materials are classified as unnecessary or less important ones in the immediate surroundings of the worksta-
tion, the space requirement becomes lesser, distances become shorter, and cleaning becomes easier. Thus,
the Kaizen process begins by eliminating unnecessary working material (devices, tools, utensils, chemicals,
reagents…) from the workstation.

For this, one agrees to dispose such unnecessary materials. Many times employees have become dependent on
specific tools or other working materials even though unnecessary. These objects are stored at a remote warehouse
till everyone is sure that they are no longer in need of it. If actually required later, disposed material is retrieved or must
probably be procured again.

Larger objects (furniture, devices etc.) that have been recommended for disposal are provided with a special
label so that all the employees get an opportunity either to notify their requirements or to stop the disposal.
This simple way of direct communication is especially suitable
for larger organizations.

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 Seiton
Lean Lab Guide
With the reduced set of working materials, the new workstation is then neatly arranged so that every piece is
easy to locate. Analytical instrument, beakers, gloves, pipettes, tubes, network cables, chemicals, deionized
water, etc, each piece has its defined place. In principle, the pieces are arranged in the order of the workflow.
It is very important and crucial to achieve the kaizen targets, that after each use, the piece is placed back
at the same location (see also chapter seiso). Thus, the same workflow efficiency is available again and
again. Furthermore, one is enabled to find quickly something that is missing.

In production, yellow lines on the floor or at the workbench are often applied with the labeling of the piece
within the reserved area. Increasingly, this procedure is used in labs as well to indicate the right position
of the pieces on the lab bench. Initially it might look funny and exaggerated. However, the resultant clear
arrangement and order is immediately visible and the increased efficiency is measurable.

METTLER TOLEDO supports the seiton tasks with its compact and ergonomically designed lab instruments
focused on workflow simplification. A neat arrangement of the workstation is enabled. For example,
all of which is required for carrying out a titration is available in the immediate surroundings of the
instrument including e.g.
▪ Titration stand and stirrer
▪ Burettes
▪ Rinse unit (manual or automatic)
▪ Solvent Manager (pump system for solvent and waste)

Seiso
The order achieved by the previous steps needs “only” to be properly maintained. However, this requires
individual habits to adjust to the kaizen rules. Without convinced, motivated, and accordingly trained employees,
this cannot happen.

The lucid arrangement of the system allows quick and unambiguous identification of problems.
Problems then must be appropriately dealt with in due time.

Seiketsu
The Seiketsu step sets standards. It is the next pillar after the first three 5S have been implemented and standard-
izes best practices. In this step, the new system shall become the personal concern of each of the employee
involved so that the improvements are sustainable.
It aims at cleanliness or tidiness both on the environmental and personal fronts and empowers all involved
persons to maintain performance benchmarks. Seiketsu is also about prevention.
It prevents
▪ Accumulation of unneeded things
▪ Breakdown of procedures and processes
▪ Instruments getting “dirty”, failing calibrations and being unoperationable
▪ Equipment deterioration

Standardized processes, applied across the company, enable employees to adapt quickly to any workstation
and reduce training expenses significantly.

Shitsuke
All changes and improvements have to be made sustainable. Making it a habit to properly maintain correct
procedures and to work according to the new status quo. This step is often difficult to achieve since it asks
for behaviour change and an ongoing motivation.

Signs, posters, periodic performance reviews are some of the helping tools to make the 5S “the way things are done”.

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1.3 Avoiding wastage

The 5S principles form a unique circle to continuously improve processes round by round (see Fig. 2). However,
to bring the rather theoretical 5S principles to life in practice, guidance for the daily work has been developed.
One such guidance to practice is the avoid wastage approach.

The path to increasing efficiency in Lean Manufacturing is through avoiding wastage.

Lean Manufacturing classifies several types of wastages that are to be avoided. 8 of them
are briefly described here.

1. Defects: Defective products lead to correction efforts or to output that is lost in rejection
(process failure). Further, the interrupted process must be restarted (reactive process).
2. Over-production: All products and outputs that are produced although they are not requested
by customers. Over-production uses up labor force and financial resources.
Thus, it blocks the manufacturing of the requested products.
3. Waiting time: Stagnant or idle processes, missing materials, defective or unsuitable
resources, etc., tie down the resources that can no longer be used for adding value during these periods.
4. Untapped potential: The know-how of the employees involved in the process that has not been utilized to im-
prove the overall process is likewise considered as wastage.
5. Transport: Unnecessary material transport provides no direct costumer benefit. However, it uses resources.
6. Inventory: Stocks as a production buffer hide weak spots. As over-production they tie down capital and space,
and generate worthless handling costs. Inventory however may be required to maintain readiness to deliver
and short order response time.
7. Motion: People or equipment moving or walking more than is required to perform the processing.
8. Complex processes: By not including production sufficiently in the development process, by having inappropriate
resources and unsuitable systems, and so on, processes generally become difficult to monitor. This causes errors,
reduces flexibility, and leads to process failures and to unproductive waiting periods [1].

D Defects
O Over-production
W Waiting
N Not engaging all employees
T Transportation
I Inventory
M Motion
E Extra-processing

Table 1: Another presentation of the 8 lean wastes[13]

Self-assessment
In the following chapter 2 you will find the nine steps supporting the
implementation of your Lean Lab. Each sub-chapter includes three to
five questions for a self-assessment of your current lab situation.

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 2 The Nine Steps to Lean
Lean Lab Guide
ousekeeping

2.1 Housekeeping − keep it simple

Can your employees find and fetch tools quickly and easily? Yes No

Are the workstations clean, tidy and designed for purpose? Yes No

Are the general laboratory tools stored in an orderly manner and are Yes No
they easy to locate?

Do you audit these conditions regularly? Yes No

Complex processes
The following type of waste – “complex processes” – as example from Lean Manufacturing, stands for lack of in-
teraction between development and production departments. The development department shall make sure that
the process is in line with the available options in production. Otherwise, the process becomes “unrealistic” and
practical conditions unsuitable.

A transfer to the lab area typically implies that method developers take into account the options, capabilities and
resources available at the later point of analysis. For example, methods performed „near line“ in the production
area must consider the educational and training qualifications of shift workers. Method developer may evaluate
analysis automation also with respect of lesser operator interventions and higher security and reproducibility.

For the last few years, METTLER TOLEDO has been keenly involved in this complex theme and has paid special
attention to simple operations and “made easy” processes. Using a graphical user interface (GUI) with One
Click® allows to start even complex processes with just one click. The benefits is even higher since One Click is
applied on many different instruments. Hence, users of modern instruments can retrieve the most and profit daily
from these developments (see Figure 8).

Increasing standardization of the operating elements, standard touch screens with standard user management,
data security, method setup procedures etc., simplify the learning process and the operation even for varied analy-
sis techniques such as titration, density measurement, refractometry, determination of melting point, dropping point,
pH meter or spectrophotometry. Such methods can typically be found in many quality control labs.

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Figure 4: Common GUI (touch-screen) for several analytical devices: Titration, Karl Fischer, density, refractometry, melting point, dropping
point, pH meter, balances, UV/VIS spektrophotometer

LabX software, that runs in the background of the instruments and balances or that is used for complex analysis
tasks, is likewise standardized as well. This profoundly contributes to the simplification of processes as well as
for learnability. Common software for multiple lab instruments adds to the lean idea of the whole lab. It also as-
sists to the lifecycle management of lab instruments: Design, qualification, installation, integration, validation,
maintenance, upgrades and retirement.

“Simplification of processes” aspects include even small aids such as

▪ A barcode reader to enter automatically sample ID and allocate analysis methods
▪ A scanner, which allows logging in via fingerprint (METTLER TOLEDO LogStraight).
For enhanced security, cumbersome typing, editing and saving (noting?) of passwords is omitted.
▪ A sensor to automatically open draftshield doors of balances or start measurements without touching
the device (METTLER TOLEDO ErgoSens)
▪ Usage of the active directory enabling single sign-on etc.

Such devices belong to the standard range of METTLER TOLEDO’s products.

With the integration of LabX Software into a superordinate system (LIMS, ERP), transfer processes such as
analysis requests and transfer of results are automated and are secured from transmission errors.

Using only one software to connect to many lab instruments and linked to ERP or LIMS reduces complexity consid-
erably. It also essentially reduces costs for validation, maintenance (e.g. during upgrades of the operating system)
and first time implementation. A practically well proven example for such a software is LabX from METTLER TOLEDO.

Tips for optimization

• Do not accept untidiness anymore!
• Look on every shelf and in every drawer.
• Start a 5S program. Everything in its place!
• 5S also works on hard drives (IT).
• Is everything 'in good order'?
Nothing tidies itself, regular auditing is a must!
• Assign a supervisor for each area.

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 2.2 Value stream mapping − minimize over-production
Lean Lab Guide

Is everyone in the lab aware of the individual working steps?

Are there target times for standard analyses?

Are the lead times measured? Yes No

Do you know the proportion of non-value adding but necessary steps Yes No

in your workflow?

Do you know the proportion of non-value adding and unnecessary Yes No

steps in your workflow?

Do you know the proportion of value added steps in your workflow? Yes No

2.2.1 Refuse
Refuse is an over-production type of waste inherent to laboratories. Chemicals such as regents, solvents, buffers,
etc are expensive to procure and dispose. They are a woe that has to be minimized for saving costs and creating
added value in terms of operator’s safety, ecology and energy savings.

A titration method as an example:

The consumption of chemicals (titrant, reagents, solvents) can be manipulated through the sample amount.
Sample weight, the titrant usage and repeatability (precision) are closely linked to each other. Through exact
dosage and evaluation options, the weight and thereby the chemicals usage can be minimized and still the nec-
essary precision can be reached. In addition, lesser sample size helps in quick titration optimizing the measuring
time and increasing efficiency.

By using the optimal burette dosage range of 30% to 90% of the nominal volume, the precision can
be enhanced. Even small amounts saved can accumulate into a huge volume over time.

Standardized automatic cleaning after a titration, level indicators on supply containers or waste bins and advance
notification in case of errors and malfunction during sample series can help in minimizing the solvent waste.

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 Fig. 5: LabX® Mail: Results or warning messages can be sent from the LabX software to the Smartphone via e-mail or SMS

For these, METTLER TOLEDO provides effective tools such as

▪ Pulsed cleaning functions (PowerShower™) of automatic sample changers
▪ LevelSens™, fill level sensor
▪ Electronic notifications to smartphone

2.2.2 Over-testing
Measuring too many parameters, testing too many samples or repeating a sample too many times are aspects
of over-testing. Such “excessive checks“ are considered as wastage.
This can be due to various reasons:
▪ Laboratory supervisors can be misled by the technical possibilities and implement
routines that in general would not be necessary
▪ Operators may mistrust results and repeat tests again and again
▪ Customers ask for excessive testing to be sure about the quality of delivered goods

Well established standard operating procedures (SOPs), well trained operators and mutually agreed scope
of test sheets can guide to the way of Lean Lab and avoid over-testing.

If over-testing becomes state-of-the-art, organizational and economical problems may arise driving costs
of goods increasingly upwards.

Tips for optimization

• Calculate the standard times for standard analyses.
• Measure the lead time.
• Determine what the value added steps are in terms of whether
'an external customer would pay for these steps in the workflow'.
• Employ assistants or external companies for auxiliary activities
(such as dishwashing, producing rinse solutions, etc.).

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 Production

2.3
LeanLab Workload − reduce waiting time
Lean Lab Guide
– Workload LeanLab – Workload

Laboratory Laboratory

Production P

Is the workload distributed evenly over the days/week? Yes No

Is there a separate procedure for urgent jobs? Yes No

Is your workload coinciding with the previous phase (production) Yes No

and are the deadlines in sync?

Are the agreed-upon deadlines being met? Yes No

Procurement of chemicals, instruments, equipments and other materials by eliminating waiting time is an opti-
mization task for the purchase department. However, it’s a matter of the lab to call for supply in a timely manner
and stock critical chemicals, reagents and solvents.

Untoward incidents can be systematically avoided, e.g. via continuous monitoring the consumption of reagents.
While titrating levels of titrant, solvent, waste, etc. can be automatically checked using level indicators (LevelSens™).
Such level indicators can generate an appropriate warning message and trigger a timely refill, change or pro-
curement. In addition, methods of Titration Excellence titrators contain meters that indicate the consumption of
a chemical through the accumulated dosed volume. If a certain amount of consumption is exceeded, a warning
message is given.

Waiting time for equipment can be reduced through lab automation. Automatic sample changers, combined pa-
rameter measurements and automatic data and result transfer can spare the lab technician from waiting in front
of the device until the result appears. See chapters 8 and 9 for more information regarding automation in the lab.

Nevertheless, how does the lab technician know that his batch is ready? How does he/she know when within
the measurement series a problem has emerged and he/she needs to intervene?

This problem can be solved with the help of appropriate software: The network-compatible LabX® software allows
the tracking of measurements even from remote office workstations. With the help of a notification function,
the LabX software can send a result info or warning message via e-mail or SMS. With proper installation, measure-
ments can be tracked even on the Smartphone.

Software can also assist the execution planning of analyses namely through relevant “task scheduling tools”
(task management). This implies that the individual samples are distributed to and placed at the proper instru-
ments (titrator, density meter, refractometer, melting point instrument, spectrophotometer, etc) as per the priori-
ties and availabilities.

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 Then the respective authorized lab technicians carry out the analyses. The task scheduling, mainly determined
by the analysis requirements, can make a significant contribution to increasing the efficiency, because one or
more analyses of a sample (i.e. a substance) are carried out at the appropriate time.

Tips for optimization

• Set laboratory service hours, for example to at least 6 am to 6 pm.
• Synchronize your workload with the previous phase.
• Set up an option for urgent analysis.
• Assign someone to distribute the samples according to the current
capacity and urgency.
• Keep a workflow plan for the HPLC/GC.
• Optimize the set-up times (eg. for HPLC or GC).

2.4 Laboratory workflow − shorten distances

Is the analytical equipment arranged in a logical sequence? Yes No

Is the analytical equipment consistently arranged according to technology? Yes No

Are the distances between individual steps in the workflow short and sensible? Yes No

Do the samples flow through the laboratory? Yes No

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 2.4.1 Motion
Lean Lab Guide
Waste of motion deals with movements of persons contrary to the waste of transportation, where items and materials are
in the focus (see chapter 2.4.2). Persons looking around in the lab for data and information, moving back and forth to
filing cabinets, printers, copiers or other machines and searching for equipment and tools are typical cases. These move-
ments add no value. Thus, they are waste[16].

Elaborate office and lab layout help minimize motion waste. This is one aspect. The implementation of such measures
however is often difficult in practice due to limited lab space availability, building construction restrictions, installation
requirements and the like (see infographics above).

An other approach to the topic is to look for the reasons behind the movements. As an example, striving for a paperless
lab eliminates the need for moving to printers and file cabinets. Collect all measurement data and results from ananlytcal
instruments with LabX software and store them centrally on a server for immediate access via any PC of the network.
Thus, no printer or copier is required. Hence, no motion involved anymore. Such an approach delivers additional advan-
tages: It makes file cabinets obsolete, saves paper, simplifies the archiving process and perhaps reduces other wastes.

2.4.2 Transport and long distances

This type of waste when transmitted to a laboratory environment implies unnecessary routes to pick up samples
and tools or collect materials from different places. Tools, glass apparatuses, analytical instruments, acces-
sories, SOPs, short descriptions, chemicals can be arranged near one appropriate location in the lab. Thus, lab
technicians and operators can avoid long transportation distances. Lab persons searching around are a topic of
motion (see chapter 2.4.1).

This aspect can be technically resolved by setting up appropriate workstations in suitable and dedicated labora-
tory locations. Only instruments, tools and materials required for the work tasks at this workstation are accom-
modated in its immediate surroundings. This restriction to include only the relevant required material enable
operators to find the necessary materials quickly and helps in maintaining a simple and clear arrangement.
No searching, no distances, no distractions.

Optimization of the sample flow can also contribute to avoiding transport routes. For example, a series of analy-
ses which a sample must go through can be undertaken in neighboring work stations. Increasingly, analysis
procedures are grouped together and combined so that in just one single processing step, several parameters
can be determined in a sequence or parallel. METTLER TOLEDO has given already few solution options [2][3][4]
under the keyword “Multiparameter” and in chapter 7.

An improvement of this is the application of an automatic sample changer in order to determine multiple samples
successively with multiple parameters [5][6]. In case of automatic transmission of analysis results via network
cable, additional distances can be cut down [7][8].

In addition, a general trend of “near line stations” has evolved. Analyses are carried out close to the process – i.e. where
the sample is generated – and results are sent electronically, for example via network, to the next processing unit.

Tips for optimization

• Optimize the travel distance.
• Arrange your analytical equipment according to technology or in work
cells; it may be necessary to change the layout of the laboratory.
• When you build a new laboratory, take the unique opportunity
to apply Lean principles.
• Make sure that samples flow through the laboratory.

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 Figure 6: A typical workstation in a lean lab of a major customer. The yellow markings on the lab table show
the exact location of a work-material and the location where it can be found. Thanks to such nice arrangements
and to standardization, even employees from other areas can quickly find their way

2.5. Performance management − eliminate errors

Are the most important indicators such as OOS, RFT, etc. Yes No

regularly determined and used to optimize processes?

Are the indicators analyzed, visualized and included in a report? Yes No

Can you report on productivity without investing additional time and effort? Yes No

Is the available laboratory capacity being managed effectively? Yes No

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 While considering the importance of quality measurements for a production approval, avoiding errors in the lab
Lean Lab Guide
plays an important role. An error in the production leads to unusable goods. An error in the lab can lead to wrong
decisions: An unusable good can be marked as usable or vice versa. Hence, errors in the lab can cause heavy
financial losses due to compensation claims for unaccounted shortage of goods and consequential losses, com-
plaints with free substitution, loss of reputation and further damages.

Incorrect quantitative results can lead to over dosage of valuable substances with negative consequences
for the production costs. Insufficient dosage can imply ineffective/malfunction or leads to legal problems.
Therefore, it must be ensured that lab measurements are certain and correct and properly documented. If analysis
results are obtained, which do not fulfill the specification and those termed in the pharmaceutical field as “OOS”
(Out of Specification), it must be ensured that immediate follow-up investigations are carried out.

Often errors are not only due to poor measurement. Even during the transmission of measuring values
(e.g. weighed quantity), errors can occur. Errors during transcription of sample names and numbers shall
be systematically ruled out.

Transcription errors can be avoided by coupling of devices: For example, connecting a weighing balance to a titra-
tor or using SmartSample™ RFID tags on titration beakers and by electronically transmitting sample weight and ID.
LabX SmartCodes™ assign automatically the correct method to a particular sample avoiding errors and worries.

For secure documentation of measurement results, all the devices can be connected to the printer. Alternatively,
the data can be collected electronically with the help of LabX laboratory software. LabX connects to LIMS or ERP
systems via network solution. The results can be electronically archived without “wasted distances” and lost time
and can be forwarded, for example, for production approval.

Tips for optimization

•Measure your Key Performance Indicators (KPI).
•Lead time is a possible KPI.
•First pass rate is another.
•Visualize the KPIs.
•Discuss KPIs regularly with your staff.
•Ask your management for the 'GEMBA WALK‘.

What is a Gemba Walk?

Gemba Walks denote the action of going to see the actual process, understand the work, ask questions,
and learn. It is also known as one fundamental part of Lean management. Gemba Walk is designed to al-
low leaders to identify existing safety hazards, observe machinery and equipment conditions, ask about
the practiced standards, gain knowledge about the work status and build relationships with employees.
The objective of Gemba Walk is to understand the value stream and its problems rather than review results
or make superficial comments. The Gemba Walk is an activity that takes management to the front lines to
look for waste and find opportunities to improve the overall performance of the company.

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 LeanLab / Geräte

2.6 LeanLab / Geräte

Equipment - avoid defects

Is your most important equipment in TOP condition? Yes No

Are the present equipment capabilities and technologies adequate Yes No

and regularly assessed?

Can calibration/qualification of the most important equipment be Yes No

carried out efficiently?

Are replacement parts or important components managed properly? Yes No

Does the ease of operation match the level of competency and Yes No
knowledge of the staff?

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 2.6.1 Measurement uncertainty
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For all optimization efforts, it must always be ensured that the precision of measurement results lies in the speci-
fied range. There is the option to calculate measurement uncertainty through theoretical considerations before
experimentally determining them.

Dependable Analyses Results

Measurement

Traceability
Uncertainty

Validation
Quality Management System

Figure 7: Measurement uncertainty is one of the three pillars for dependable measurement results in quality management system

Calculation of measurement uncertainty provides a confidence range for the measurement results. In regulated
environments, the ability for calculating measurement uncertainty must be proven and documented (ISO 17025).

Prerequisites for achieving dependable measurement results – or in other words a certain uncertainty – are
▪ Instruments well maintained with validated methods
▪ Instruments certified with traceable reference materials
▪ Instruments familiar to employees
▪ Well trained/educated employees

As such, the evaluation of the confidence range allows retroactive conclusions on the lab’s quality management system.
To support titration users, METTLER TOLEDO offers the ‘MuPac’ service for the calculation of measurement uncertainty.
Other examples that shall not be discussed in detail are:
▪ Automatic result validation through feasibility checks or tolerance levels.
▪ SQC (Statistical Quality Control) for long term monitoring of results, early detection of trends.
▪ Security while carrying out the analysis: Self-controlling automated systems, that is, performance
check of pH-sensors, automatic calibration, and error notification.

18 METTLER TOLEDO
Lean Lab Guide
2.6.2 Avoid device errors, test equipment monitoring
METTLER TOLEDO offers equipment qualification packets (EQPac) for the qualification of instruments (devices).
This includes necessary documentation to operate a device as per the specification.
For the routine checking of specification-based function, relevant documentations and tools are provided. The EQPac
documents comprise all necessary forms for a proper device qualification (IQ/OQ) that shall be carried out by qualified
persons. METTLER TOLEDO takes care and efforts to train and qualify all its service technicians accordingly. Around
the world, they are ready locally.

Each certified lab with quality management uses a system of test equipment monitoring which also includes the
regular maintenance of lab instruments. METTLER TOLEDO supports the customers with service solutions that in-
clude performance verification, calibration, precautionary maintenance and repair. This support is also in line with
the Good Measuring Practices, a program which includes a variety of measurement techniques such as weighing,
titration, thermal analysis, and more. See also chapter 6.

MQ
5. Routine 1.
Operation Evaluation

4.
PLC 2.
DQ
Qualification Selection

3.
Installation

IQ/OQ

Fig. 8: Care for analysis devices: METTLER TOLDEO covers the entire life cycle (PLC, Product Life Cycle) right from evaluation until routine function checks

Tips for optimization

• Perform regular maintenance on your equipment.
No or fewer unplanned breakdowns!
• Make sure any necessary accessories are also stored on site.
• Automate existing systems whenever possible (such as an
autosampler and quicker data transfer).
• Reduce sources of contamination (such as water baths).
• Practice active obsolescence management.

METTLER TOLEDO
Lean Lab Guide
19
 2.7 Skills of laboratory personnel − release untapped potential
Lean Lab Guide

XPE205
XPE205

Is there an overview stating which employees can perform which Yes No

activities at what level?

Is staff employment flexible enough? Yes No

Is enough time and money being spent on staff training? Yes No

Untapped potential
Calling on untapped employees’ potential is a complex social, economic and human topic and cannot be solved
technically only. It shall not be dealt with in greater depth in this guide despite its importance. Around the topic
of staff training, METTLER TOLEDO offers many customer seminars, live or on demand webinars and provides
numerous guides, handbooks and whitepapers on a broad range of products and applications. For further infor-
mation or to contact your closest METTLER TOLEDO representative, check out www.mt.com.

Tips for optimization

• Keep skill matrices, not only stating yes/no, but including
details on skill levels of each employee.
• Determine how many cross-skills are necessary.
• Make enough time and money available.
• Make regular fitness checks, for example, for HPLC.
• Monitor unplanned absenteeism.

20 METTLER TOLEDO
Lean Lab Guide
2.8 Chemicals and auxiliary material − manage your inventory

Are laboratory chemicals and other materials re-ordered systematically, Yes No

immediately and without great expense?

Are the expiry dates of laboratory chemicals and reagents Yes No

systematically checked?

Are the inventories of reagents and consumables managed effectively? Yes No

Inventory

The inventory type of waste in a laboratory typically refers to

▪ Overstocking of chemicals
▪ Stockage of expired chemicals
▪ Keeping of obsolete equipment

Yet it includes information such as documents, files, datasheets, results, reports which easily pile up in a laboratory.
Then documents wait to be proceeded further. Result delivery may be delayed or datasheets become outdated.
See also chapter 3.2 about data integritiy. Once cleaned and discarded/deleted, overviewing and managing of the
remaining materials and data stocks is much easier and faster. No time spent anymore on searching for the right
item. And: Information proceeds in a timely manner!

Inventory waste accounts also for buying the right lab equipment, balances and analytical instruments. Unsuitable,
too low performing equipment and instruments cannot meet requirements but have caused investment costs which
are wasted. An example: To meet the user’s weighing uncertainty requirements a balance of higher performance
(i.e. repeatability, minimum weight) may be needed.

Depending on the sample’s water content, requirements of result accuracy and precision, acceptable measurement
uncertainty, feasible time to result, compatibility with historic data and compliance with regulations, the best fitting
measurement technique is selected.

This may be a halogen moisture analyzer, a volumetric or coulometric Karl Fischer titrator or the loss on drying method
with an analytical balance. The application of the wrong technique ends in inventory waste.

METTLER TOLEDO
Lean Lab Guide
21
Lean Lab Guide

Figure 9: Overstocking of reagents as inventory type of waste

In eastern USA, an electroplating company acquired an ion chromatograph (IC) for determining nickel in electro-
lytic baths. Such baths have a very high concentration of nickel and a highly saline sample matrix. They require
complex sample preparation, which, together with the comparatively long sample measurement, made the entire
IC analysis process longer and more complicated. Or in other words, the IC method was more susceptible to
faults, and hence required more intensive maintenance.
As an alternative, the complexometric titration, a robust and approved method that is very simple to automate,
was recommended. In the end, this company was able to reduce quality control efforts by at least factor of
two which made both lab operators and company management happy and highly satisfied – a very much ap-
preciated consequence.

Tips for optimization

• Use an appropriate laboratory labeling system.
• Manage your materials using the KANBAN method (see page 35).
• Avoid excessive inventories.
• Reduce the number of articles to be used.

22 METTLER TOLEDO
Lean Lab Guide
2.9 CIP activities − trust your staff

Are systematic methods such as value flow analyses, used for process Yes No

improvement?

Yes No
Are staff sufficiently involved in these processes?

Are there dedicated staff who have been trained in systematic Yes No

process optimization?

Tips for optimization

• Train staff in root cause investigation methods.
• Motivate your employees to get involved with CIP/KAIZEN activities.
• Measure the progress.
• Be good to yourselves and talk about it!

2.10 Checklist analysis and feedback

Count the number of questions you answered with a 'Yes' and add them up.

1-15 Yes

Start a Lean project in your laboratory. Start with small steps. 5S is an effective way to start. Assign a project
leader who can dedicate approximately 20-50 % of their time to this project. Analyses are also good to see
where the greatest deficits lie.

16-28 Yes

You are on the right track, but there is still room for improvement. You may want to reclarify the question
of resources or assign priorities differently.

29-35 Yes

Congratulations! Your LAB is lean. Keep it up. Continuous improvement and follow-ups are crucial.
Share your knowledge with your colleagues. Your efforts should be visible in terms of costs, quality and lead times.

METTLER TOLEDO
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23
 3 METTLER TOLEDO Solutions
Lean Lab Guide

3.1 Automation

3.1.1 Simplification and standardization

In this section, we deal with standardized solutions in the lab made possible by METTLER TOLEDO‘s products. Many
instruments that are used for routine analysis in R&D, quality control and production labs belong to the device group:
Balances, titrators (including Karl Fischer), density meters and refractometers for liquids, spectrophotometers and
measuring devices for melting point, dropping point, pH, conductivity, dissolved oxygen, and ion-selective electrodes.

Many of these instruments can be operated easily in similar ways using the One Click® function. They can also
be controlled via LabX®, the common laboratory software.

3.1.2 Lab Automation: Do not aim for too much

The desire for laboratory automation can be overdrawn with exaggerated and expensive measures.
In the 1990s, as the topic laboratory automation had temporarily enjoyed a boom, a German pharmaceutical
company decided to install a laboratory robot for parallel determination of all quality parameters of a “large” product.

„After a long establishment phase and first five years of routine application, the economical result was astonish-
ingly sobering: The quality of the results was indeed higher than before, lesser retests were necessary and the
results were available quicker. However, the expected dramatic cost reduction could not be attained. It was quite
the contrary”.

Figure 9: Custom-built laboratory automation: Attained economic efficiency only with difficulty. Savings were spent on
additional expenses [9]

Although through automation, the number of laboratory technicians involved could be reduced, the complex
system required new and specialized employees at engineering level to ensure essential system accessibility.
High investment costs therefore needed even larger number of batches to be more economical.

24 METTLER TOLEDO
Lean Lab Guide
 The economical balance of the system was positive only after a good decade, as the investment was considered
largely as written off.[10]

When compared to this, automatic sample changers and modular analysis instruments are inexpensive. They can be
implemented with low investment risk. They are optimized for simple dedicated operations and are paid off very quickly.

3.1.3 Integrated “Monoblock” vs. modular automation

It may appear attractive when the integration in a “Monoblock” involves integration of multiple steps of analysis
into one automated system. As described above, such systems are complex in maintenance and troubleshoot-
ing. A failure paralyses the whole system.

An effective alternative is the single position automations via independent, compact instruments to be uniformly
operated. Such an automated system becomes advantageous with respect to susceptibility to failure and down-
time periods. It can be integrated into a flexible network, controlled and managed via an intelligent laboratory
software, e.g. LabX.

This combination is also largely a still more cost efficient alternative in purchasing, maintenance and qualification.
The probability that simultaneously all instruments in this network fail is far lesser than that of a highly integrated system
whose hardware is dependent on each other. Through individual substitute devices, bottlenecks in sample throughput,
which can hinder the sample approval, can be avoided.

3.1.4 Cost of automation

The period after which an investment is actually paid off (=ROI, return on investment) can be easily estimated to an
approximate value. The so-called payback time calculates the time period required to compensate the system purchase
costs with the achieved savings thanks to this system including miscellaneous expense reductions (e.g. economical use
of chemicals, waste disposal, etc). The savings are converted into annual savings. Then, the procurement costs are di-
vided with the annual savings to obtain the payback time.

Depending on sample throughput, degree of automation and labor cost savings, ROI of titration systems can
occur typically in a few to several months.

Calculation example: The determination of water hardness

Work steps: Preparation of a 50 mL sample, addition of indicator and buffer, entry of sample
ID, titration, cleaning of sensor (here: the mirror of the phototrode), rinsing and sample change.
Required labor time: For the manual execution it is estimated at 39 minutes for 10 samples.
Time saving thanks to the automated variant: 34 working minutes for 10 samples.
Thus, for 40 samples/day at 200 working days per year about 450 working hours can
be saved annually. At average labor costs of 45 USD/hour, an annual saving of 20,250
USD is achieved. Procurement costs: Between 20,000 and 40,000 USD.
Hence, the automation solution is compensated in less than 1–2 years only by savings on
labor costs. For this, the gain in quality of the results and economic use of chemicals and
reduced waste has not been considered at all.

Although this calculation holds a few uncertainties, it is accurate enough to justify the investment.
External consultants too, cannot be more accurate.

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25
 3.2 Data Integrity
Lean Lab Guide

3.2.1 Data transcription

In the lab world “data integrity“ means that
▪ The analytical results are recorded properly and gap free
▪ The reports are correctly transferred to the next higher instances and also archived
▪ Results and reports are securely and sustainably archived.

Integer results and data may be used at a later time for various purposes, e.g. for audits, evidence in case
of an incident.

In pharmaceutical industries the requirements for optimal data integrity is extremely high and can be achieved
only with high effort. The measurements of samples have to be done properly. Automatic lab instruments gen-
erate well reproducible results and print records that prove the data integrity and validity of data. However, the
transcription of those results in many labs is still performed manually. This takes a lot of time and is acutely
error-prone.

The list of stories about transcription errors is long. Often heard comments are „In our lab we need 10 minutes
to record a pH value and 60 minutes to transcribe the result to LIMS or ERP software“ or „The manual data tran-
scription takes 40% of the lab technician‘s time“. Also high cost for unusable batches, call back actions and
employees who got fired because of improper error handling are reported.

Manual transcription is expensive and no longer state of the art because there are more efficient solutions avail-
able. There is a high potential for process optimization on the way to a lean lab. The connection of analytical in-
struments and meters to LIMS or ERP systems avoids transcription errors and reduces the transcribing workload
probably more than any other lean measure in this relation.

The data flow in many labs looks like this: The analytical instrument generates results. The data are printed on
paper records. These records are used to transcribe the numbers into reports. Reports are double checked for
errors and maybe results are recalculated just to check if the result is plausible. Some records require a second
person to check again („4 eyes principle“). Reports may also be transcribed into the LIMS or ERP system.
The paper records are stored for a while and then get scanned and stored as pdf on a server for up to 50 years.

Modern data flow solutions provide automated, safe and fast data transfers. Thus, they can contribute sub-
stantially to “Lean Lab“ setups.

Analytical
Printer Lab Journal
Instrument

Report Report
Server Manual data transfer
PC Screen
Approval
Automatic data transfer

ERP
Approval
LIMS

Figure 11: Data workflow in a lab. Green: Modern solution. Blue: Conventional solution

26 METTLER TOLEDO
Lean Lab Guide
3.2.2 Automatic data transfer
Before data can be transferred automatically from an instrument to a LIMS or ERP, a suitable software has
to be installed. The automatic data transfer has to be set up in a way that avoids errors and has to be validated.
This is a remarkable effort and requires IT department resources. Intensive testing is required. Hence, the process
is rather expensive.

If a single transcription error might ruin one result and maybe one batch, a systematic error in a data system
could in worst case destroy the whole data base – a much higher impact. That‘s why each software package
is well tested before it is allowed to get connected to ERP.

A lab has many different instruments. Even in a modern lab, some of theses instruments have no software at all
or one that is not safe enough to exclude manipulation (e.g. „drop at cursor“). Nevertheless, persons in the lab
would like to connect them to a computer for easier control and data capture. As much as 50 instruments and
other devices may add up in a lab. This creates a gigantic workload at the IT department for initial installation
and validation as well as for later updates. All software updates have to be reconsidered with a risk assessment.
In worst case, the whole setup has to be revalidated.

3.2.3 Simplify the setup

Third party software companies offer data integration solutions. The software collects data from all instruments and
transcribes them automatically to the LIMS or ERP. This is tailor made software developed and built in special cus-
tomer projects. The customer has only one software package to maintain which sounds like a simple solution.

In reality, such kind of projects need high efforts: The customer has to evaluate requirements carefully and the
software company has to implement them. The programmers need to become experts in all analytical tech-
niques and reengineer the algorithms. They need to have good contact to all instrument suppliers in order to get
the data protocols. And this not only for the first version: Any change has to be reflected in new protocols. A large
number of system testers has to test each release and each technique for valid results. The scope of work justi-
fies (almost) any high price.

Alternatively, there are “off-the-shelf” solutions available. Usually they are better tested, cheaper and carry
a lower risk. For the world of chromatography there are a number of software solutions that integrate most chro-
matography instruments on the market. They are written by chromatography experts. It makes a lot of sense to
standardize all chromatography applications to one of these packages. This also reduces the efforts consider-
ably. Typically one third of the instruments in a modern laboratory are chromatography instruments.

Most labs also use balances, titrators, meters for pH, conductivity and dissolved oxygen, as well as instruments
for density, refractometry and melting point. This instrument family makes roughly another third of the lab equip-
ment. Also spectrophotometry is frequently applied.

The METTLER TOLEDO Software LabX has the capability to connect them all to the LIMS or ERP system. It is well
tested for each release and it is an affordable „off-the-shelf“ solution. However, LabX does not support other sup-
pliers‘ instruments.

The data transfer work either via an .API, .CSV or xml format*. Many IT experts will not allow the communication
via API. However, ERP software often has .xml transfer interfaces which makes the data transfer easy to program.

(*) API = Application Programmable Interface

CSV = comma separated value
XML = extensible markup language
LIMS: Laboratory Information Management System

METTLER TOLEDO
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27
 Hence, data transfer from LabX via .xml to the LIMS or ERP for all supported instruments is our recommendation
Lean Lab Guide
for lean data integration:
▪ Save lab technicians‘ time
▪ Increase data quality (eliminate transcription errors)
▪ A system that is easy to maintain for the IT department.

3.2.4 LabX® network

With LabX software the setup can be even more simplified and leaner. LabX can be installed in a network that
is connected to multiple different instruments. With such an arrangement the lab needs one PC for up to 10 in-
struments in one network. The connection can be setup in a way that up to 30 instruments are connected to the
same business service.

Figure 12: Possible network setup with LabX for three labs

LabX is only sold by instrument licenses. Hence, many terminal servers can be installed in the lab without extra fees.
• There is only one connection to LIMS or ERP to maintain for many instruments.
Thus, also the IT process is made lean.

28 METTLER TOLEDO
Lean Lab Guide
3.3 Good Measuring Practices

METTLER TOLEDO’s risk-based guidelines for weighing, titration and all other analytical techniques empower
you to take the right decision when and where it really matters. The five steps of Good Measuring Practices
cover the entire lifecycle of your instruments and provide you with practical guidance to implement a sound
quality management system.

1. Evaluation
Analyze your process flows and its associated criteria to consistently assure the highest quality of your
application and your data.
2. Selection
Choose the ideal combination of instrument and measuring technology to best match your process needs.
3. Installation & Training
Enjoy every confidence in your new device and master it with full professional skills right from day one.
4. Calibration & Qualification
Trust the manufacturer-trained METTLER TOLEDO Service Team when it comes to calibrating and qualifying
your instruments.
5. Routine Operation
Benefit from tangible recommendations for optimal performance verification, calibration and maintenance.
Good Measuring Practices.

METTLER TOLEDO’s Good Measuring Practices are available for weighing, titration, pipetting, electrochemistry
(pH), density, refractometry, thermal analysis, melting point, dropping point and UV/VIS spectroscopy.

www.mt.com/gp

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 4 Conclusions
Lean Lab Guide

4.1 Lean: a matter of budget?

“Lean laboratory” improvements go beyond just an iterative procedure. In feasible steps, the processes shall be
improved. Therefore, for this, no budget or only a low budget is necessary and granted. The process shall be
self-financed thanks to increased efficiency.

In pharmaceutical laboratories, which work under GLP and GMP rules, such changes are not always easy. If the
process is validated, the equipment qualified and described in the approval documentation and SOPs, changes
can induce high costs and extra work which cannot be recuperated in due time. In such cases one can only
hope that enough scope for process customizations and improvements were given. As an example, to a specific
device (analytical instrument, balance, etc) the supplement “or equivalent” shall not be missed, in order to allow
for later replacement by improved devices or other enhancements.

When knowledge about “Lean Lab” is missing, one can try to acquire expertise via consultants. However, ex-
ternal advisors and consultants often lack the detailed knowledge of lab workflows, internal requirements and
company regulations[10]. Careful selection of the consulting persons and a strict cost control are a must in order
to stay with the “lean” idea and keep budgets low.

4.2 Lean Lab in small steps

“Lean Lab” can be initiated even in small steps. Contributions result module by module and can be extended
anytime. The main focus is on technical aspects such as
▪ Standardized operation of several different devices
▪ Modular device combinations
▪ Standardized network-compatible software
▪ Competent services

4.3 The instrument manufacturer's viewpoint

The Lean Lab concept is primarily a task of process optimization with the objective to improve the economic
efficiency of the organization (i.e. company, factory, laboratory, etc). This is mainly an internal organizational duty.

With respect to the organizational parts of a Lean Lab concept, METTLER TOLEDO can help only to a small
extent. However, products and solutions such as automated analytical instruments, LabX software, universal
One Click operation and many features of modern balances and analytical instruments contribute considerably
to Lean Lab concepts and help implementing them sustainably.

30 METTLER TOLEDO
Lean Lab Guide
Lean Lab Aspect
– Eliminate wastes Selected METTLER TOLEDO contributions

Invest in the right ▪ Consultancy for design qualification (DQ) or user requirements specification (URS)
instruments and ▪ Good Measuring Practices: Five steps to improved measuring results.
equipment Go to: www.mt.com/gp

Shorten transport and ▪ LabX® for data transmission

distances ▪ Smart Sample™: consolidate sample weight and ID on RFID tag at balance
(RFID = radio frequency identification)
▪ Multiparameter solutions
▪ Dedicated workstation solutions
▪ Automatic sample changers

Eliminate waiting time ▪ Workflow automation

▪ Notification (LabX® Mail)
▪ LevelSens™ (Level indicator for solvent utilization)

Simplify complex ▪ Simple methods

processes ▪ Easy operation (One Click®)
▪ Standardized operation (“common interface”)
▪ Standardized software (LabX®)
▪ Modular systems with standard automation solutions
▪ User guidance

Movements of persons ▪ LabX®: Test data stored on server instantly available

▪ Multiparameter solutions

Elimination of errors ▪ Electronic data transmission (Printer or LabX®)

▪ Feasibility checks (e.g. Bubble check for density meters, automatic multiple mea-
surement with maximum allowed standard deviation)
▪ Secure sample data flow with SmartSample™
▪ Safe automatic method selection with SmartCodes™
▪ Instrument check (monitoring test equipment, EQPac)
▪ Calculation of measurement uncertainty (MUPac)

Waste disposal ▪ Warning messages to Smartphone (LabX® Mail),

allows the early intervention in case of errors
▪ Level indicators for solvent utilization (LevelSens™)
▪ Optimization of titrant utilization
▪ Fine dosing through precise burette unit
▪ Automatic cleaning (pulsed, 1 or 2 solvents)

Table 3: Contribution of METTLER TOLEDO to eliminate wastages

METTLER TOLEDO
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31
 5 Lean Lab Product Examples
Lean Lab Guide

Titration Lean Lab setup – example 1

Titration Excellence
InMotion autosampler
™
▪ Titrator T70 including burettes and burette drives
▪ Complete setup including electrode,
▪ Propeller stirrer,
▪ Rinsing pumps,
▪ Rinsing bottle,
▪ Waste bottle
▪ Connection cable to titrator

Titration beakers
(e.g. 100 mL polypropylene beakers)
Safety gloves (1 box)
Soft tissues (1 box)

Titration Lean Lab setup – example 2

Titrator EasyPlus pH ▪ Complete setup including burette,
▪ Reagent bottle,
▪ Electrode,
▪ Titration stand / magnetic stirrer

Titration beakers
(e.g. 100 mL polypropylene beakers)
Rising bottle (deionized water)
Safety gloves (1 box)
Soft tissues (1 box)

Density Lean Lab setup

Density Meter ▪ DM40, DM45 or DM50 depending on required
resolution and measuring range
Barcode reader
Waste syringe and waste bottle
1 or 2 Rinsing bottles: Depending
on required rinsing solvents
(e.g. deionized water, ethanol)
Safety gloves (1 box)
Soft tissues (1 box)
Waste box

Refractive Index Lean Lab setup

Refractometer ▪ RM40 or RM50 depending on required resolution
and measuring range
Barcode reader
1 or 2 Rinsing bottles: Depending on
required rinsing solvents
(e.g. deionized water, ethanol)
Safety gloves (1 box)
Soft tissues (1 box)
Waste box

32 METTLER TOLEDO
Lean Lab Guide
Helpful Lab Weighing Solutions, Training and Services
from METTLER TOLEDO

Data integrity, data recording and transfer

• Balance with remote function
• Paperless using external software
• Easy connectivity with a range of interfaces and data connections
• Data input/ouput accessories eg. barcode, readers and printers

Automation of repetitive workflows

• Automated liquid and solid dosing systems
• Semi-automated liquid dosing systems
• One Click weighing solutions
TM

• Configurable infrared sensors and footswitches

• ErgoClip tare container holder for direct weighing

Harsh or difficult conditions

• Wall-mounted display
• Fast and stable weighing using unique grid weighing pan
up to six decimal places
• StaticDetect technology, AntiStatic kits and SmartPrep
TM TM

weighing funnels
• Optional draftshields, MinWeigh Door for accurate dispensing
TM

Reliable results
• Accreditated calibration services
• Qualification, maintenance and repair services 24/7
• Global reach – local presence, specialists in more
than 140 countries

Skills improvement
• Extended training programs with eLearning
• Internal and external courses and seminars
• Free expertise eg. white papers, checklists, SOP templates
• On-demand webinars and videos
www.mt.com/balances
www.mt.com/lab-accessories
For more information about lean laboratories and lean production www.mt.com/service
with METTLER TOLEDO solutions visit: www.mt.com. www.mt.com/Lab-eLearning
www.mt.com/webinars

METTLER TOLEDO
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 6 Recommended literature
Lean Lab Guide

Lean Lab Checklist, White paper, METTLER TOLEDO, 30249603, ©02/2015

Titration Automation Guide, METTLER TOLEDO, ©11/2014
Data Integrity Guide: Secure your measuring processes with LabX software, METTLER TOLEDO, ©06/2015
Safer Food Production – Lean Manufacturing and Due Diligence, White paper, METTLER TOLEDO,
Safeline SLMD-UK-WP-EN, ©08/2013

7 Literature references
[1] Masaaki Imai: Kaizen. Der Schlüssel zum Erfolg der Japaner im Wettbewerb. 7. Auflage. Ullstein,
Berlin. 1996, ISBN 3-548-35332-0 (Ullstein 35332 Ullstein-Sachbuch Management)
[2] High Performance Automated Ion Analysis, METTLER TOLEDO, 30019126, ©12/2012
[3] Density, Refractive Index, pH and Color Multiparameter Analysis, METTLER TOLEDO, ©06/2012
[4] Efficiency & Convenience, A Refreshingly New Concept in Juice Analysis, METTLER TOLEDO, ©06/2012
[5] Titration Automation, Fully Automate your Titration Processes for Maximum Efficiency and Security,
METTLER TOLEDO, 51724170, ©02/2009 Replaced by: Put Your Lab InMotion™, METTLER TOLEDO,
30100369, ©10/2013
[6] Titration Automation, Automatic Dosing and Pipetting, Versatile and Reliable, METTLER TOLEDO,
51725153, ©02/2009
[7] LabX Titration, Vollständige Übersicht und Kontrolle, Raffinierte Softwarelösung für Titratoren,
METTLER TOLEDO, 51724360C, ©04/2011
Replaced by: Power Your Titration Bench with LabX, METTLER TOLEDO, 30100354, ©10/2013
[8] LabX Software, Simply Powerful, METTLER TOLEDO, 30037208, ©01/2012
[9] Bernd Renger, Privat
[10] Bernd Renger, Consultant, Lean Lab Präsentation, METTLER TOLEDO Customer Seminar, Jungholtz, May 2012
[11] Hasan Yorukoglu, Your time is limited – Kaizen, www.hasanyorukoglu.com/blog, December 11, 2009
and November 17, 2009 and November 17, 2009
[12] Julia von Flotow, Kaizen Lifestyle Management, www.kaizenlifecoach.com/5S.html
[13] Rick Ruzga, Downtime, http://leanvisualblog.bradyid.com, June 2013
[14] Markus Schubnell, Validation in Thermal Analysis, METTLER TOLEDO, 51725141, 12/2008
[15] H. Singer, Kanji A Systematic Approach, 1994, US Library of Congress 94-92402
[16] Debashis Sarkar, 8 Wastes of Lean Manufacturing in a Services Context, www.processexcellencenetwork.com
[17] Lean Manufacturing, e.g. Wikipedia, Oct 13/2015
[18] Kaizen, e.g. Wikipedia, Oct 13/2015

34 METTLER TOLEDO
Lean Lab Guide
8 Abbreviations
5S/5A Workplace organization method, Japanese: Seiri (sort), seiton (set in order),
seiso (shine), seiketsu (standardize), and shitsuke (sustain)
CAPEX CaPital EXpenditure
CIP   Continuous Improvement Process
CpK The process capability indices Cp and CpK are parameters used in statistical evaluation
of a process in production technology
DLZ   Lead time, German: Durchlaufzeit
ERP   Enterprise Resource Planning, eg. SAP
GEMBA Japanese term meaning `the actual place' or `the real place': the place where manufacturing
takes place or a service is provided
KANBAN scheduling system for lean and just-in-time (JIT) production
LIMS   Laboratory Information and Management System
MES   Manufacturing Execution System
MUDA Japanese word for a pointless activity = waste
Obsolescence Ensures that discontinued components of products
Management are replaced promptly with suitable alternatives, or otherwise are specifically stockpiled
OEE   Overall Equipment Effectiveness
OLE   Overall Laboratory Effectiveness
OOS   Out of Specification
OPEX   Operational Excellence (a term of Lean Laboratory and Production),
OPerational EXpenditure (a term of business economics)
POBOS  Pharma Operations Benchmarking (McKinsey & Company)
Poka Yoke Prevention of unfortunate errors
RCI  Root Cause Investigation or Analysis
RFT Right First Time
Six Sigma A set of techniques and tools for process improvement
SMED Single Minute Exchange of Die = set-up time optimisation
TPM Total Productive Maintenance
TPS  Toyota Production System
WIP  Work in Process

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35
 9 Acknowledgments
Lean Lab Guide

Our thanks go to all the internal and external Lean Lab experts who contributed to the creation of this comprehen-
sive and helpful guide.
In particular, we would like to thank Christoph Jansen, Market Manager at METTLER TOLEDO, and Erwin Studer,
consultant and partner of PROFACT AG, who have provided invaluable content and some real life examples.

36 METTLER TOLEDO
Lean Lab Guide
Special Notes
 LeanLab – Workload

Laboratory

Production

LeanLab – Workload LeanLab – Workload

Laboratory Laboratory

Production Production

www.mt.com
For more information

Mettler-Toledo GmbH
CH-8606 Greifensee, Switzerland
Tel. +41-44-944 22 11

Subject to technical changes

© 04/2016 Mettler-Toledo GmbH
Global MarCom Switzerland, 1895 JB