E-News for September 2002
Greetings ALMA Members,
Analytical laboratories typically have several types of alarm systems such as hydrocarbon and smoke detectors, oxygen deficiency sensors, low flow on fume hoods, etc. However, our staff members are sometimes placed in circumstances where they are exposed to these same hazards but the tasks are in an area that is not monitored. For example, field collection of samples, sample staging areas, or tasks transferred to different area of the lab may not be within the coverage of the alarm systems. For these situations, the use of personal monitoring devices should be considered. These small devices are worn by the individual and sound an audible alarm when a hazardous condition is detected. There are personal alarms that detect the presence of hydrocarbons or carbon monoxide or collar devices that warn of low oxygen when entering a confined space. Some devices even monitor temperature and warn of conditions that can lead to heat stress. The safety planning for any job should include consideration of the work environment with identification of potential for exposure to harmful conditions. If there is a risk, it can be mitigated by including one of these individual monitors in the personal protective equipment required for the task.
The laboratory manager has a financial impact on the business beyond just control of the cost of providing services. Testing results used to measure product quality determine whether additional costs are incurred for rework and whether the product can be sold at market price or must be discounted. Laboratory investigation of product failures can determine payment of claims and test results can influence the future course of critical projects. In fact, there is usually at least one interested party that has some financial or personal stake in the outcome of most laboratory tests and, occasionally, may pressure the lab manager to produce the “right” result that is most beneficial to them. Rarely are these pressures a direct request to falsify a result but are more subtle ethical situations such as requesting selection of most favorable results from a group of replicates while omitting others, altering test conditions to produce a more favorable result, or simply withholding unfavorable results. Conflicts between loyalties and ethical behavior can be very stressful so that the lab manager may be tempted to test the boundaries in these situations to avoid confrontation or to appear as a “team player.” Or, the manager may choose to ignore these same situations when staff members are involved. These are the tests of character that measure a managers performance as a leader. Do you pass the test?
There’s still time to register for the 23rd Annual Conference in St. Louis on October 16-18. The program includes presentations on benchmarking, chemometrics, and outsourcing in addition to the round table discussions on these topics. For more information, visit the ALMA website at www.labmanagers.org or call Miquela at 505-989-4683.
If you have any comments, cost saving suggestions, opinions, etc. let me hear from you .
Wayne