CONSTRUCTIQN ana DESIGN
T”
ivisiOn of Industrial and Engineering Chemistry frequently p-ts groups of papers on subjects of ourrent inmest. In the ease of a technical presentation, such as would pertah to an engineerhi project, unanimity is the rule. In the cases of other typea of papem, however. private opinion and personal judgment are taken into mideration. There is an increasiOg tendency to pmvide epeeidzed building facilitiesfor chemists despite the fact that many of the profmion are continuing to work in improved or converted buildings. In deakniw these new facilities, it is obvious that the oonnsel of the architect is d e d . In addition. however, it would be well to have the ideas and mggestim of the workem themselves in planning this building. The ideas of these men are the core of o m d j e a in this sympceiwn. because the authors of the following papers are veterans of typical chemical w o r k mndih, and have assisted in the d-, construotion, and equip ment of dfadities. The Industrial RhInstkute, sponsored by the National Research council,erpects early publication of a monograph on Research Organizstion and Management. Thia work will include a treatment of the area covered hy the papers of this sympahm. which was presented before the Division of Industrial and Engineering Chemistry at the 110th Meeting of the A X E ~ C A N b C A L k E T K in Chicago
At the present time industry is more inthan ever before in in& faoilties and reseamh & n e . In making these incmasea. mdmtry in faced aith two g m e d que+ t i m : Should an isolated location be chosen or sbould additions be made to existbg units? Should the f d t i e a be an entirely new constmotion, a converted building, or an eorpansion of tbe present f d t i e s ? At the eame time educators obviously are hding a meapmding need to incream their own facilitiesand reaeumb pmduotiVity. I?ducators me finding that original facilities, or even &one which were expanded some years ago,are quite inadequah Some believe that we should have had a p a p in tbia a ~ m &urn. to deal with a phynice laboratory, and we also have visualiaed the de&* of d 4 i Oertain f u n c t b d laboratariea, prhapa even those fitted with a vatiety of equipment for application mearch and technical service. Howevex. it was n w a r y w by-paap came of these subjects for another s y m p sium. For the present we are attempting,* in the following articles, to locate a labonrtory and deal with an over-all basic d.-
LYNN A. WATT MONUNTO CHmMICAL COMPANY. BT.
LOUIm. YO.
SELECTION OF LABORATORY LOCATION R. W. CAIRNS
T
HE functions of research laboratories may vary quite widely. Likewise, tbc many extraneous factors influencing those funetiona will show a corresponding variation in their effects and significance. An ideal environment for creative work on the frontiers of science may be quite objectionable for practical reBearch on plant manufecturing operations. Conversely, it may he most difficult to explore new scientific fields in a location favorable to development work on established products and processes. The purpose and objective of tbe new laboratory must be established before the question of its location can be satisfactorily answered. This paper deals witb industrial reseakh laboratorics. Althougb similar general principles may apply in the selection of locations for institutional and academic laboratories, the details will differ considerably. An industrial Iaharatory creates or collecta new ideas and reduces &em to practical form. The general location should be in reasonable proximity to other pmta of the business organization which should inhence or be influenced by the workings of that Laboratory. Too often it is felt that geographical isolation is in itaelf a good thing for any research laborstory. The thought here is that practical demands made of laboratory men working in close proximity to plants or sales organizations willinterfere witb
CIKRCULBS POWDER COMPANY. WILMINQTON. DEL.
longer-range objectives. While isolation will undoubtedly overcome some of these difficulties, it also acts aa a distinct obstacle when the time come8 to translate laboratory results into large scale operations. Furthermore, eome familiarity with practical conwideratiom may frequently he of value in shaping the course of fundamental or scouting research. Hence, before selecting an isolated location perhaps it is best to consider first whether certain organizational changes could achieve the end in view, without intraducing the disadvantages inherent in geographical separation of diEecent units that ultimately must work hand in hand. By the close relation it bears to present bueiness objectives, the classi6cationof researcbinHerculesPowderCr?mpany (service,development, and exploration) furnishes a good b& for discussion of this question of isolation v8. proximity to pmtical operations. SERVICE
service work &to do with p r m n t products and markets. It represents the minimum effort required to stay in business and meet competition. The location of laboratoriea deaigned solely to meet these requirements depends almost wholly on convenience to operating and d e s personnel. The prqcess service laboratory should be adjacent to a manufacturing plant. The sales service
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of RESEARCH LABORATORIES latmratory should be strategidy located with reference to the market or sales orgmiaatiou Centpbation of eervice labom tones in a diversified industry is usually not practical. For instace, this wmpany operstea 12 plant laboratories at which service work is carried out; each cover# a m e r e n t type of poperation and is located adjacent to a major pmduction unit. Although thers is greater latitude and more opportunity for centdimtion of sales service work, a considerable portion of it is carried out a t certain msuufwturing locationa which are closer to the markets served than is our central laboratory. In a typical p m e a eervice laboratory (Figure 1, pege 443) purely functional-type architecture is the usual style, in harmony with the plant ellmmdn ’ ga Such buildings are deaigned to h o w 4pnd intermediate-scale modeh of important large scale operatiominuse at the particular plant location (Figure 2). EXPLORATION
On the other extreme is exploration, or long-range research aimed Ultimstely at entirely new pmducte and new applicationa. It seems to he a gm?rd trend in industry to separate this type of nark from the direct h~Iuenceof exkting industrial operations. Whether this separationshould be admlniatrative or geographical is lar& a mattar of personal opinion. certsioly the physical
wmtion must be distbict enough to avoid the wnabt intrusion of Operating problems, which will interfere wihh proseoution Whether this degree of of leee pmwing 10np;rsnge -oh. aepare-tion @an be achieved by locating the laboratory a c m tbe street froman operating unit or whether it is necBB8&Tyto put tiie hboratory milea away from plants and 05cea w i l l depend on how the rmaarch is msnaped. It should he empllaai5d that &eographical isahtion b a poor substitute for strength and independence of remy& management. On the other hand, there are nome strongly positive factors which may dictate that the exploratov m h be h t e d at a point m o v e d from any manufacturing plant. b’inca plant l o w tiona are u s d y selented for their pmximity to rsilmada and
other industrisl operstious, the prevalence of noise, dirt, and f u m e may be deleterious te ream-&. For a few edollars invested in pleasant surroundings it is possible to inoresse e5ciency, improve morale, and enhance advertising value markedly. The author hae carried out exploratory reeaemh in the dirt and din of a factory laboratory, and in the campdike 8urroundinga of the Hercules Expariment Station. There is no question in the author’s mind regarding the desirability of a quiet and olean environment for this type of research. Pioneeriug reeearch usually demands costly facilities, apecisliaed techniques, and the best direction. Unleee a wmpany is very large, the desirability of centmJiz3ng such -h at one locatim usually is apparent. If a aompsny is already largely centralized, thin problem does not arise. In-y companies of intermediate rise with several operating unite it is usually b e ficial to wncentrste longer-ran@ reeearch a t a central laboratory. Our own organization in this category, and many phaaes of our reaeamhwere concentrated at Wilmingtan, Del., ahout 6fWn years ago. The selection of a location for thin laboratory is aign i h t in that the home 05ce of the company is only 6 milesdis tant, wherean the Q W tplant is h o s t 100milea away. DEVELOPMENT
Thi intemdiate phaees of research, bere called development, include work on new manufacturing processes for existing products, major prcduat improvemente, and the search for broader markete for eatabliahed prcducte. Since it is much more cl& related to present business than to exploratoq r e a c h it must be tied in more closely with operating unite. Hence, Borne development work is done at the Experiment Station, mme at the plant locations. The central laboratory is gem.raUy the p m fened location for lgsearcb on new product applications hecause of the diveraity of specialists and apeaialired evaluation teohniquen available there. Pmcess development, oathe other had, must he shared. It can benefit from the more deta5hed Bnvironment of the central laboratory and the wncenhtion of mien-
Air vlew of Hercuies Exprlment %tion
442
INDUSTRIAL AND ENGINEERING CHEMISTRY
Vol. 39, No. 4
*E:LEC'I'ION of r( proper laborator? location must be I*e?ed i n with the research objecti\es to be pursued. Pioneering research usually thrites best in a setting isolated from practical pressures of plant or sales organization. i t the other extreme in type of research-service w ork on established products and applications-proximit? of thelaboratory to the plant or sales service unit is a prime necessity. In a large company both purposes are served h p dividing research among several locations-process qervice laboratories set up at key plants; technical sales laboratories located where the? can best serie major sale. outlets; scouting and fundamental research, and new de\ elnpment H nrk concentrated at a central laboratory.
Geographical aeparation ill thib case -hould be compensated by liberal interchange of personnel and thorough liaison. F i t h smaller companies one laboratorj location may s e n e all purposes, but di\ ision of research objectives should be accomplished through grouping of staff and facilities. In this case lack of geographical isolation of exploratory research can be compensated bj separation o f laborator: administration from direct control by production or sale- organization. Benefits of a central research laboratory in a moderate-size chemical company are dearribeti. Data presented on distribution of research, a(.cording to the nature of the objective, amoiip plant and c*entraIlocation., follnw principles outlined i n this paper.
titic specialists, anti the i.ehiilts Iiiiirt t)e etfectively tr:insl:itid i:ito plant operations. T h e latter can usually hePt be :icconipli~~lieil through participation of a n active plnnt In1mr:itor.y -t:if'f i*oiir('rwrit n-ith prnctical reqiiir.ement~.
pt,o,ii.i.tsby too ni:i~iyinfiuc*iic,t..c\;tcbrii:il I 1 1 t I K I,(,.-I,LLI.(.II l J l ' g L L I 1 i Z : l tion. .iltliough pro\;iniity of the 1at)nratiJrJ' t o a major sales 01' production unit may intc,n.;ify tliia prolilem, tlistanrti alone will not solve it, t m l i t i h 1iettt.r t u seek a solution thl.(JUgh a d r q u a t i ~ organization t h n tlirnuglr 1:iboratory location. \\'lien there is a choice possible, cent ralizatiori of ri on(' location has definite advantages in comparison to a decen1r:tlized plan. Thus it, is possible a t a single central location to liuilil up groups of specialists in a variety of lines of work, t o aid i ii !)rosecution of ninny difforent types of coniplex phy,4cal anrl i*hi~iiiiral research. Ilewlopment costs can thus be ?upported on rnaiiy -pccializcd tcxchniques which a group of smaller 1:rhoratories iwiil(I not pnssihly maintain. The proximity of so many sp+ f,i:di>ts :iIso c'ncourages the iiiterc-t of all the research WOrlieI', iii n r , iiic.*tliod~ ~ of solving their oivn p r o b l r m ~ . The morale i n 1 he l:ltitJr:tr,)I'?.is: c,nhancetl, arid t h e w is a conipetitivr: ui'ge toward jye:itt>r ri.it.ntific vsix,llrnce. In udtlit inn t o I scicntific advantages of a centralizoil locat ion, t h e w art' niinic'roiis o id vantages possible through a variety of t ypcq nf l:L)XiI'&tfJl.\- iii*tnllations ranging from conventional buildill:.. \r.itli pl(>:i D I S T R I B U T I O N OF RESEARCH A C T I V I T I E S
liuuylily tn-o third. of tlic. rewirch \ v o r k vf t l i i - ei)ni11:111yirnrried out a t the central Ialioratory. Tiit:il e\-prwtlitlircs for this latioratory exceed two million dollars 3nnii:illy. Tlie K i l niirigton laboratory is fnirly rwll centralized v-itli rr-~iwt t o t l i f . varioiis p h n t Ialmr:itor.ies--a point of con~idcralileimportnnrr. T h e approxiinate distribution of different types of wnrl;--.cn.ice, development, :tnd exploration---at tlie different 1oc:itions f ~ l lnm the principles already outlined. Development ivork teiid. t o predominate because of the conip:iratively high cost of pilot 1i1:mt xvork on iniproved processes and product;. Sprvice ~ - o i , l < i- important at plant lnl,or:itories, whereas explor;ition raiils higli :it t h e Experiment Station. Sales service and development i(illite active in p h n t lalmrntories in the intlii-trial sections n i i t l virtually nil in t h e mort' ivniote locatioii~. Pr(~riniityto til(, markets served in t h e detcrniining factor. We were particularly fortiinate in the .election of a locatioii fiii. our central research 1:itmr:itory. From a lirond geoyrap1iic:il l,ien.point, TTilmingtori is reiitr:il with respect t o our principil manufacturing plants and plant lahorntories. This is n faetot, of prime importance. For its ultimate siicce tory depends on cooperation with operating units. Cooperatinil (Iepends on effective liaison, and Iiakon herome? ninre diffirult ti! niaintain as distance increases. I n the second place, the immediate locnlity prorides an ide:il environment for lahorntory x ~ o r k . The \-:due of these pleasant qiirroundings on morale, and lienee o n rewnrcli output nod quality, is quite significant if dificiilt t o cstini:ite acciirately. .ilthough the lahoratory is lehs acce..eible tlinn :i city locntioii, niost of t h e staff proyicle their own trnnsportation gladly. Gn. : ~ n dtire shortages diiring the war required rise of qiecinl Iniie>, vihich are being dispensed with as private transportation becomes more available. Initial investment required t o establish wsential services (water, gas, electricity, heating fuel) is iisunlly offset b y reduced real estate costa in a rural area. In the third place, proximity of important phases of rcsearch activities t o the central headquarters of the company has proved of considerable value. The resulting convenience in cooperativc endeavor has been particularly helpful in stimulating close cooperation with other company departments. Thus in the search for new product applications, cooperation i$ obtained from t'lie sales research division and the technical service representatives of several operating departments. I n pilot plant projects the progress of larger scale dewlopmcnts is facilitated by frequent contacts with engineering and production persorincl. Sales service work is expedited because of the close tie n-ith customer rcquirements through the home ofice salcs departments. ;\gainst such substantial advantages, there is a potential disadvantage-the, posqihle intchrference with lonpcr range rt>scardi
SUMMARY
The sr~lectionof a suitable 1abor:itory locatiun mu>t )its most ,-trongly influenced by the purpose n-hich t h a t laboratory is to vtrve. The environment for progressive research in nen- fields iiiiist be selected to stimulate progressive thinking; this usually i,csquires a location not dominated by more immediate requirements of production and sales. Too much isolation can be a great handicap, since physical proximity is essential t o the most i'ffcctive cooperation, =Z high degree of cooperation is needed in iitilization of the ultimate results of long-range research. Rewarch aimed at serving a production or sales unit should be located where that unit can make most convenient use of the research, usually at a plant or near the sales hradquarters. Where such on-the-spot service is not required, centralization a t a itrategic location is advantageous in many Tv-ays, chiefly t'hrough stiniulation of research thinking along progressive and creative lines, through better material aids t o complex research, and through better planning and integration with ultimate practical oh j w t ives.
INDUSTRIAL AND ENGINEERING CHEMISTRY
April 1947 Figurel.
A p l a n t laboratory
Figure 2. Pilot p l a n t for chemical cel I u lose
Figure 3.
Pilot p l a n t area for new product development
Figure 4.
Pilot p l a n t building a t t h e central laboratory
443
