l l
I nis IS m e rirst in a series of N C INTERFACE articles that Will ad-
dress the issues of analytical laboratory management with particular emphasis on integrating information technology. We wil look at changing corporate man agement styles and certain tech nological forecasting issues an( examine changes in benchmark ing, work flow, operational re search, total quality managemeni information distribution, and implementation strategies. The f u ture is a foreign country-things are done ditferently there. Some fear of change is normal, but rejection of needed change is lethal. Previous NC INTERFACE articles have often focused on the technology itself. This series will examine the changes and benefits that technology can bring to the laboratory. The intent is to expose managers to new trends and tools so that they may better develop or defend scenarios suitable to their environment. Articles will be written by individuals with considerable industrial experience in a respective area and will provide background information, pertinent vocabulary, and literature references for further reading. This article will demonstrate why these topics were selected, explain the bonds connecting them, and address t h e first topic area: “The Analytical Laboratory as Factory.” Raymond E. Dessy Series Coordinator
k laboratory manigement. publications on chemical science, which have URS” call numbers. They seldom visit the sections with call numbers “HD,” “HE,”and “T.” These categories deal with business and management science, which can contribute equally to success. Increased sample load, the need for great precision and accuracy a t low concentrations, regulatory and fiscal imperatives, work force reductions, and increased automation place tremendous pressures on laboratories. In addition, laboratories must become more proficient i n scheduling and using both personnel and instrumentation, in converting data into information and knowledge, and in relaying results in a timely, simple manner to customers. New instrumentation and automation are not enough to meet these challenges. The laboratory manager needs to understand and introduce the tools of project management, information
802 A * ANALYTICAL CHEMISTRY, VOL. 65. NO. 18, SEPTEMBER 15,1993
The new LlMS Currently available laboratory information management systems (LIMS) are merely laboratory data management systems. What they do not snpply, but should, are data on sample preparation and analysis time a s well as data on instrument and personnel use. These systems should also have the ability to present the status of a project in various ways and to analyze report distribution and use. This information can be used to model laboratories after factories; then performance ean be evaluated and future operations can be improved. Such statements immediately engender animosity among most scientists because they feel that laboratories cannot be treated as pmduction environments because of the nature of the work. This is not true. PERTICPM and beyond. The tools for analyzing compiex laboratory operations are available (1-4). Most scientists are familiar with the 0003-2700/93/0365-802A/S04.00/0 0 1993 American Chemical Society
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A Metaphor '
iaboratory problems by tradikg off time, cost, and resources. Suitable mainframe packages exist, and numemus microcomputer packages are available (Io, IC). The concepts of project management are simple. The most familiar form of representing a complex project is the Gantt chart, which is a histogram that illustrates the length of time and, perhaps, the money and energy involved (Figure la). Limited information is available about the synchronicity among the various operations. To show the complete interconnectivity of the operations, each task is broken down into subactivities, represented by arrows. Figure l b shows nodes, representing significant event markers, that are connected by arrows indicating the sequences and pathways involved in reaching the goal. The most revealing project representation is a timescaled network (Figure le). This pre-
diagnosis, gas-liquid chromatogra-
responsible for several instruments.
A / i INrERFACE phy, and colorimetric analyses, direct labor or attention is not required 60-75% of the total time (5).An analyst's efficiency is increased if other tasks are scheduled for this time. Industrial engineers have produced successive generations of helpful programming techniques and languages for project management. Graphic, modeling, and simulation programs (such as GERT, Q-GERT, SLAM,TESS, and GPSS) led to the introduction of logic elements into the project network diagram to handle complex interrelationships. These include functions, such as
One instrument is a highly automated sample preparation unit that requires loading samples into an input tray, filling an output tray with empty aliquoting vials, and unloading diluted sample vials. The instrument sounds an alarm when it is either empty or filled and then stops operating until it is serviced. How long can the unit be left at a standstill, while the operator tends to another task, without adversely affecting the efficiency of the operator or the unit? This case was modeled by discrete simulation computer tools using ani-
ANALYTICAL CHEMISTRY, VOL.65, NO. 18, SEPTEMBER 15,1993
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m/e INTERFACE long enough to allow the operator to service another instrument. This type of time and motion study is seldom performed in analytical laboratories, except by guess. Yet, easily used PC tools based on the classic general purpose simulation system (GPSS) package were used i n this I example (6,7). Time Multidimensional structures, technological forecasting, and scheduling. The modem laboratory is often complex. It is possible to envision many networks that lie on interacting planes. In some cases the planes are parallel and are connected only at one or two p i n t a by junction lines. Some planes intersect, creating many juncture points. These situations are often encountered in tech. nological forecasting. They have been handled by what is called a semiMarkovian approach (8).This method is based on the assumption that sequential technological processes involve an uncertain sequence of development and a n uncertain length of time between successive steps. Software is also available t o handle the scheduling of analytical service laboratories where new samples are constantly being added to the input stream. Unilever (The Netherlands) has achieved a 30% throughput increase by using ssheduling software. Long-, intermediate-, and short-term rescheduling is necessary to optimize throughput of samples. Such programs may also take into consideration sudden losses of re. sources. One software program, Flgure I. Various ways of viewing the CLARA, has been designed to work same project. with either human Or robot Operators (a) Typical Gamt Chan Shows a Collectionof tasks and is robot hardware-independent cornwising a pmiect. The horizontal bars reprisentieldtivi completion times. me (Figure 2b, 2 4 (9). t h i m s s of the ber representscost estimates. Linked integrated manage1M Pmiect network diaaram with activities ment syetem. For most applications i e p r e s & d on the braich iina interconnecting of project management the concepts the nodes that represent significant event markers. The interdepndency of the tasks is are simple, the tools are available, more evident than in the Gann chart. E can slart and the terminology is easy to learn. as soon as B is finished. The last p r t of E cannot Professionals are available to adapt begin until El, A3, C, and D2 am finished. the LIMS to the laboratory. So, why Numbers under the a r m s represent relative completion tlma. The “dummy” line represems a are they not being used? The explasynchronizingconstraint. (c) A time-scaled nation lies in the traditional belief network showing doned lines that represent slack that the previously mentioned appaths requiring less time 10 p*rm than allowed proaches cannot satisfactorily be ap( f b a time). Activities 81, C. and D3 have no slack components and representthe critical path plied to pure research operations. (CP). (d) Rewunx, alleation diagram. (Adapted However, environmental analysis, with permission from Reference la.) quality control, drug metabolism, and pharmacokinetics laboratories a r e not Monte Carlo situations. mated visual icon images of all comThese methods are therefore applicaponents (Figure 2a). I t was found ble and essential. that the operator could leave the A good LIMS would provide mansample preparation unit idle for as agers with a view of their existing long as 15 min. Any less and the opsystems as well as the facts and tools erator was being used inefficiently; to improve them (IO).Such a LIMS any more and the sampler was being would incorporate information about used inefficiently. The 15 min was 804 A
ANALYTICAL CHEMISTRY, VOL. 65i, NO. 18, SEPTEMBER 15,1993
time, energy, synchronicity, and resources. It would allow direct access to the proper project planning, operations research, and simulation/ animation software. Expert system and automatic knowledge extraction tools would be readily available. This would lead to a true information age for the analytical laboratory, or what Alvin Toffler has called the “third wave.” Combining operational, logistic, and strategic tools, this entire package might be better called a “linked integrated management system”-a true LIMS for our times (Figure 3). We will explore this concept i n more detail i n a n article planned for the future.
Chaos Currently there is interest in planning systems in which small isolated changes produce large impacts or in which total system behavior cannot be determined by combining models of subsystems (2).This area is called spatial dynamics. It recognizes that technological, political, and societal pressures induce nonlinear evolutionary patterns, bifurcation, and chaotic behavior (8). Information chaos. Chaos can come from many sources. Each form can be suppressed in unique ways. A previous article in A/C INTERFACE (11) focused on computers that created data faster than they could be used or stored properly for future retrieval, and an analogy to chaos theory was drawn. Look around your laboratory. You may already have access to a LIMS, a n electronic library, and online corporate reports. Examine what is available externally. Sources for information could include the traditional Chemical Abstraets Service or Dialog services, Citation Index, and the National Library of Medicine databases. Less traditional sources include WorldWide Web (WWW), Wide Area Information Service (WAIS), and the Gopher functions. In many cases the computer may unleash a “sorcerer’s apprentice” that drowns us in a deluge of watery facts. The heterogeneity of the material, ita transient value, poor presentation, and irreconcilable formats lead to information that cannot be used. This problem must be solved before those who desire to convert institutions into an “electronic village’’ succeed. Windows Online, an electronic bulletin board, is an excellent example of what a good user interface can do. It is essential that systems in the industrial laboratory reflect what cus-
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tomers want, not what implementers desire. Bringing order out of the chaos of unpalatable implementations is an essential step. Structural chaos. Laboratories have traditionally relied on collecting data in a horizontal domain and feeding a muddle of middle management. Middle managers condense the data into information that is passed on to those in higher management. Operational, logistic, and strategic systems are separated by a vertical corporate structure and by bamers that distort communications within the organization (Figure 4a). Computers have made it possible to convert this “inverted-’I”’decision structure into an “A-frame” that assumes a more horizontal architecture (Figure 4b). The goal is to bring those who collect data and information and those who run operations and logistics closer to those who use the knowledge and make strategic decisions. This compression eliminates management levels that add “noise” to the system or subvert the flow of information for their own interests. This is another step in bringing order out of chaos. Societal chaos. The rapidly changing nature of technology and politics poses a problem to institutions not prepared for change. Fear of change is endemic, but it is possible to learn how to cope and take advantage of the swirl of events. The recent pressures on pharmaceutical firms by governmental bodies, citi-
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Figure 2. Modeling, simulation, and scheduling approaches. (a) A single frame from a sirnulafed animafion series of a d i n i d laboralcfy. Real time is s h m in each frame (mrlesy of Wolverine SoRware. Vancouver General H&M, and Andmnic Devices, LM.). (b) Robotic setup menu m n for anaiysis of a sample requiring sequential W i i o n of five different reagena whh a lime delay W e e n each addillon (counesy of sdtek). (c) Individual and wllectlve sample aclivlties suggeaed by a scheduling aigorithm. Each sample bar r 6 p m n l s sequedal dispensing of five reagents into lhe minure (each reagenl is represented by a dilferenl color). Time oftsets for each addnion are determined by the dremistnes of the systems Starting limes for samples are staggered by a scnsduling algonmm O I optimize me r~sourcas of tne mbotic system Tne solution shown w l d p m w y not be ObnOJS 10 the human schedubr (COuneSy of Scitek)
Figure 3. Linked integrated management systems. The xdimension displays levels of available facts: the ydimension. levels d corporate planning: me zdirecllon. levels of corporate funcbioning. Highlighledam the bation of classic LIMS, electronic notebooks. and a powerfuldedsion support system at the intersection of knowwe. reprts. and strategy (upper I&). In moa installations. onb the lawor righl-handcomer and pmdudon operations resesrch 1w18 (In the center) have been imptemented (io).
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zens, and political action committees have been acute. Some industries are rapidly responding by increasing efforts to create common access structures to databases, using expert systems to capture knowledge that is disappearing as a result of early retirement and downsizing, and introducing techniques to accommodate a work force declining in technological
ability. Scientific electronic notebooks, automatic knowledge aquisition tools, and a new focus on project planning methods are being funded. This positive response is akin to the flourishing of mammals as the dinosaurs died out. Of the almost 50 prescriptions that Tom Peters recommends in Thriving on Chaos (19), his book for the busi-
ness community, at least half apply directly to analytical laboratories. A few that are immediately evident include using multifunctional, selfmanaging teams for all R&D activities, supporting fast failures to encourage innovation (i.e., permitting short-term, high-risk ventures), designing some human slack in the system to allow prototyping and exploration, reducing vertical layers of management, increasing the span of control of supervisors, encouraging supervisors and managers to be facilitators and boundary smashers, sharing virtually all information, and decentralizing strategic planning. Chaos as a positive driving tom. Analytical laboratories should use chaos advantageously and allow it to drive change. Yet we see computers emulating established manual systems or robots mimicking the human worker. Blind or politically expedient adherence to tradition, stagnating government regulations, or misuse of technology cannot be tolerated. For companies to survive, they must evolve, not revolve. Current pressures in the pharmaceutical industry a r e forcing desirable changes that make the organization more efficient and capable of manufacturing products in a shorter time frame. Pressures t o meet the demands of European Community competition have led petrochemical and instrumentation firms to adopt IS0 9000 standards (12, 13).People and companies benefit from change. As chaos increases it is important that effective communication pathways exist in the human or corporate brain to &ect new responses. The trilogy by Alvin Toffler, Future Shock (I4),Third Wave (15),and particularly Powershij4 (16), is essential reading for the chemical manager. Of equal interest is the trilogy by Tom Peters, In Search officellence (17),A Passion fir Ercellence (18),and particularly Thriving on Chaos (19).Another book of interest by Peters is Liberation Management (20). Less known, but most enlightening, are Management in the Third Wave (21)and Infirm a t h A& (22). Communication-then and now
Figure 4. Types of organizational structures. (a) Classic vertical "lnvened T-square" S~NCIUW with long COmmuniCation pathways. (b) Evolving '"A-frame" horizontal StmCture with more efflclem communication.
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1
Studies done before the computer age indicate that there are different modes of accessing "messages" leading to technical ideas relevant to problem solving in the laboratory (23).Tecbnologista tend to rely about equally on customer and vendor contact and on analysis and experimentation time (-30% each). Scientists place a heavy emphasis on the liter-
ature (-50%) and previous experience (-20%). The ratio of literature use to total communication time reveals that technological problems involve relatively more communication with colleagues than do scientific projects. This difference in contact with others is not merely quantitative; it also involves interaction with diverse types of people and distinctive ways of communicating. These studies also reveal that in most organizations there are information gatekeepers who are used heavily as internal contacts and consultants. The cost in time and energy to the gatekeeper is obvious. In addition, it is estimated that each PC used in industry requires $2000$4000 per year of hidden internal consulting support. The cost engendered by inefficient approaches to asking any technical questions internally is equally hidden. Fear of appearing ignorant and losing one’s reputation within an organization leads to a reluctance to communicate openly or to use external consultants. Other strategies involved in asking questions are selfdenigration to appear humble and reading manuals or contacting neutral acquaintances to obtain information. Even the physical layout of the laboratory and office space is critical in face-to-face encounters. When territorial or building boundaries need to be crossed, or steps need to be climbed, communication efficiency drops. The electronic laboratory age offers a plethora of new communication pathways, such as voice-mail, e-mail, fax, and video and audio conferencing, which require changes in work habits and communication styles. The electronic library necessitates even more drastic changes. Few organizations recognize the need to analyze how scientists should and will use the new communication links. Some interesting questions to ask yourself are: Does your laboratory routinely save or discard old e-mail messages? Is the distribution list capability of e-mail used too much or too little? Do users tend to treat e-mail as a low-resolution media, with informal chatter and misspellings commonplace? Have users learned to use voice-mail properly? Do engineers and scientists use teleconferencing as efficiently as a group meeting? How has library use been changed by computers and networking? Is internal fax transmission of library articles in use? Are multimedia CD-ROM materials available over the network? Does the labori
munication efficiency. This can happen only when users are receptive to using tools and are championed by a chief information officer (CIO) who has technical mastery, empathy for t h e user, and power-a “white knight.” The most effective CIOs report directly to the CEO. Laboratories might well look to Bane One and Kmrut as examples (24). If electronic communication begins to change how we ask, what we ask, and who we ask, then a new group of gatekeepers arises. They are the scientists, information technologists, expert -system builders, or management information systems personnel who may be far removed from the work group management. As such decentralization occurs, management must restructure itself and its reward system.
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tory electronically access external library materials? Are external and intemal special interest group bulletin boards utilized? Are you permitted to use Internet-type contacta? In short, does your organization have a long-term plan for effective electronic communication, are you using the new technologies, have your work habits altered, and has the change been pmductive? Chaos resolution. In many companies computerization and networking have led to a glut of material that no one knows how to use effectively and to a network communication pathway that is not used or is misused. Effective networking should dissolve boundaries within the organization and increase com-
inverted pyramid of management It is common to look to Japan as an example of effective response to stress. We now know that the highly touted industry, university, and government consortia controlled by the Ministry for International Trade and Industry (MITI) have been highly overrated. MITI’s focus on fifthgeneration computers and the steel industry was misguided. Industry, not government, focused on consumer electronics, photographic devices, and the automobile. Neglect of the telephone, pharmaceutical, and PC arenas has left Japan far behind in many important areas. The United States should now be taking advantage of the chaos created by this situation. -~
Table 1. Japanese view of the management culture in Japan and the United States’
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Relations with suppliers, distributors. clients Rivalry with competitors Resource deployment Organizational structure Link between Derformance end reward’ Hierarchy
Remote
Close
Strong Short term Formal, centralized Direct
Somewhat cooperative Long term Organic Weak
Self-contained divisions with vertical control
Organizational process
Task-oriented leadership
Less self-contained divisions with horizontal control Information-oriented leadership Consultation Group consensus Generalists with interpersonal skills
Conflict resolution Personal disposition
Individual initiative Specialists, entrepreneurs
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m/c INTERFACE book RiV Pymmiderna! (26)focuses on the need to flatten the traditional pyramid of management (Figure 5 ) and to invert its orientation. Management supports the operating unit by providing proper training and resource centers and by eliminating cross-functional bottlenecks. Management should spend more time in horizontal communication than in verticd communion. This is possible with the computer tools and networks available. This compression actually increases information exchange within t h e organization. Pathways become shorter and more immune to noise. Benchmarking. The first step in restructuring involves examining yourself by benchmarking the laboratory and its use of technical and human resources. I n addition to comparing your laboratory with others and auditing the performance of your operations, you should ask yourself the following: Is there good internal communication? Do internal divisions coordinate their work? Are there redundant tasks? Are there excessive manual d a t a validation steps? Are tasks requiring good synchronization really coordinated? Are personnel rewarded in human and fiscal ways? Has a common database descriptor approach been considered? Have IS0 9000 standards been developed? Is the infrastructure for automation and networking in place? Is a useful compound document architecture standard in use? (Compound document architecture consists of mixed text, graphics, and chemical formulae that are created, stored, and shared electronically.) Figure 5. Changes in organizational structures. (a)Top and side v i m of the pyramiw organizationalstwclure. (b) Inverting and
Rattening the old authoritarian management pyramid and redudng the layers of midk management to give the lab a new supponive s~NUC~IIR with improved communication llow.
Table I gives the views of Japanese strategists on the contrasts between the two societies (25). Recognizing that each society's approach is appropriate for certain conditions, what mixture of qualities would make your laboratory better able to adapt to the chaos that surrounds it? Experience suggests that attempts to walesce older management styles with uncoordinated technical center automation have led t o a tangle, resembling the Vatican sculpture of Laocoon and his two sons entwined in the mils of serpents. Jan Carlson's
Networking Binding together all of this change is the network infrastructure. The software and hardware of today's networking technology is a prime example of chaos. Real standards do not exist. Excessive hype permeates the field. Most systems that have been installed are rapidly approaching a critical point. When a n Ethernet uses 20% of its bandwidth, the system response will begin to deteriorate and new technology must be installed. The telephone companies and new network vendors are competing for a large and important part of the corporate budget. Observers face vexing worries that short-term marketing and political solutions may lead to a dead end (27). Transmission over copper wires is being pushed to higher speeds, but wires have a finite bandwidth. Digital telw switches also are a potential
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bottleneck. Optical fiber offers speed and bandwidth that promise to make communication costs insignificant, allowing distributed computing to become a reality. Some see wireless digital signal transmission techniques as the new wave. However, are the necessary standards really going to be developed? What w i l l the actual installed wsts be? Cost overruns during installation of distributed processing are commonplace (28).Will communication or computer costs be the limiting factor? Can we train people to think in a distributed fashion even if automation permits it? Conclusion As this series develops it will hewme obvious that the major problems are not technical in nature. Difficulties arise from the rapid changes bombarding us, our reluctance to change, and power structures that refuse to evolve to meet corporate needs. The question is: Can scientists and management concurrently adapt fast enough to meet the challenges? Major contributions to this work were made by Malmlm Cmok (Roeess Analyais and Automation), William Godolphin (Vancouver General Hospital), Steven Hamilton (Seitek, USA), Robert MeDowall (McDowall Consulting), Greg Paris (Ciba Geigy), and Scott Stauffer and Harry Krie (VirginiaTech). U n n a d , but vital and not to be forgotten, are the -ms of scientiets in induhial laboratories who provided me with opporhlnities to learn of the unique pmbIem facing analytical hemistry 8s we worked tagether to solve their problems.
References (1) a. Moder, J.,J.; Pbilli s C R Project
Management wrtb CPM, €!EkT;and Precedence Diagrammi , 3rd ed.; Van Nostrand Reinhold%ew York, 1983; b. Awani, A. Project Management Techniques; Petrocelli Books: New York, 1983; e. Kliem, R. m e Secrets of Succesrlzll Fmject Management; John Wiley and Sons: New York, 1986. (2) Pritsker, A.A.B. Papem Experiences, Penpectiues; Systems Publishing: West Lafa ette, IN, 1990. (3) elst, ' J. D.; Le F. K. A Man e ment Guide to PERT/$M; Pmntice-H% Englewood Cliffs, N J 1969 b. Woodworth, B. M.; Willie, 6. T.Dicision Scienccs 1975,6,525. (4) D*nefe Event mlc Sysim; Ho, Yu-
a.b
Chi, Ed.; 1 E E E z s : ' N e w York, 1992. (5) Richmond, C. Lab. Pract. lss8,37,31. (6) Godolpbin, W. Presented at the 2nd
International Conference on Robotics in Laboratory Medicine, Montreux, Switzerland, Feb. 1993. (7) The work uses GPSSlH and ProofAnimation software from Wolverine,
Inc., Annandale, VA. Inex ensive tutorial versions, Getting &arted with GPSS/H and Using Proof Animation, are available; cf. Schnber T. An Infroduction to Simulation Ustng d P S S / e John Wiley and Sons: New York, 1991. (8)Kamann, D. F.; Nijkamp, P. Technolog-
ical Forecasting and Social Chawe lBSl, 39,45. (9)CLARA is available from Scitec SA, Avenue de Provence 20, 1000 Lausme 20, S w i t z e r l a n d Scitek Consulting USA, Suite 105,harksdale Rd., Newark, DE. (10)Robert McDowall, McDowall Consulting, personal communication, 1993. (11) Dessy, R. E. Anal. Chem. lSS2,64, 733 A. (12)Tbayer, k M. Chem Ew. News 1SS3, March 1,12. (13) Mathrie, 0. B.; Hunt, 0. R.; Barefoot, A. C.; Conaway, J. E. ACS short course “Good Laborato Practices and IS0 9000 Standards”;%!S Washing: ton,DC 1992. (14) Tofher, A. Future Shock; Random House: New York, 1970. (15)Toffler,k llrird Wave;Morrow: New York, 1980. (16) Toffler, A. Powershifl, Knowled e Weulth,Violenceat the Edge ofthe 21s d n : tuv,Bantam Bwks: New York, 1990. (17) Peters, T. In Search ofExcellence; H er and Row: New York, 1982. ( 1 8 3eters, T. A Passion for Excellence; Random House: New York, 1985. (19) Peters, T. Tbrivin on Chaos Hand-
book Jbr a Management fim1ution;karper
Perennial: New York, 1987. (20) Peters, T. Liberation Management; k A. Knopf: New York, 1992. (21) Raymond, H. A. Management in the llrird Wave: Scott Foresman: Glenview. IL, 1986. (22) Wurman, R. S. Information Anxiety; Bantam Books: New York, 1990. (23) a. Allen, T. J. Manw’ng the Flow of Technology:Technolo Transfer and Dis-
semination of Technic#I&nation &thin the R&D Organization; MIT Press: Cambrid e MA, 1979; b. Williams, F.;Gibson,% V. Technology Tmn&: A Communication Perspective; Sage Publications:
Newbury Park, CA, 1990. (24) LaPlante, k Forbes W ,1992, December l,32. (25)Kagano, T.; Nonaka, I.; Sakakibara, K; Okomura, k Stra c vs. EvolutionaQ Management; North I % a d New York, 1985. (26) Carlnon, J. Riu Pymmiderna! (English translation Moments of Truth);Ballinger P u b l i s h y New York, 1981. (21) a. Gil er, G. Forbes ASAP lSSB, December l, 111;b. Forbes ASAP lSS9, March 29, 96. ( 2 8 ) LaPlante, A. Forbes ASAP lSB3, March 29,22.
Raymond E. Dessy is emeritus professor at Virginia Polytechnic Institute and State University ond the first recipient of the ACS Computers in Chemistry Award in 1986. He inaugurated the A/C INTERFACEfeature in 1982and edited the series through 1986.In collaborntion with many of his 100 pre- and postdoctoral associates, he has taught ACS short couIses on labornto?y automation to more than 5000 students worldwide since 1970. His current research group focuses on the develop meit of biomicrosensors, chemical applications of expert systems and neural networks, and devicesfor separation of biomammolecules. He also lectures and consults on technical center computer integration technology.
October 1- 2.1993 -
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his comprehensive short course covers the latest techniques nd advances in HPLC and rovides you with: L
Step-by-step recipes for developing adequate isocratic and gradientelution reversedphase separations. Specifics on how to develop methods for routine samples. oversee method development by others, and upgrade your own method development skills as new techniques become available. Instructions on how to troubleshoot column problems An extensive manual filled with valuable separations, diagrams, nomographs,
correlated approaches, and procedures. A A copy of the book Practical HPLC Method Development, written by the course instructors. . . . and MUCH, MUCH MORE!
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