LIMSzine
The following case study highlights many of the issues surrounding
lab connectivity, with interviews of key personnel at Digital Equipment,
U.S. Bioscience, Perkin-Elmer Nelson, and more. Topics covered include building
the lab computing strategy, determining information sources, hiring consultants,
collaborating with MIS, setting connectivity parameters, establishing good
vendor relationships, managing the network, outsourcing the network management,
and planning for the future.
Information demands are becoming more intense. Market competitiveness
is becoming more cutthroat. Corporations insist that more products be brought
to market in less time. Increased productivity in the laboratory is no longer
a goal, but a requirement.
In the highly regulated pharmaceutical arena, where the patent life of a
wonder drug is short and the introduction of a new drug ousts last year's
favorite, product development must be streamlined as much as possible. In
the past, even if pharmaceutical research wasn't productive, older products
survived. This is no longer the case. Developing innovative new drugs as
cost-effectively and as quickly as possible is now an imperative.
Connecting analytical instruments and personal computers (PCs) with peripherals,
mini-computers, and mainframes has long been viewed as a promising gateway
to enhanced laboratory productivity. But where do you start? A number of
different service manufacturers and pharmaceutical laboratories with a range
of needs and requirements offer their advice.
Building a Laboratory Computing Strategy
"The dynamics of the laboratory are changing," asserts Dan Scofield,
Channel Systems Manager for Desktop Services at Digital Equipment Corporation.
"In the past, scientists tended to have all the data themselves. The
data wasn't shared. You had many people working on the same information
over and over. But the economies of scale that allow laboratories to take
advantage of work that's already been done now drives the need to use networks."
The design and implementation of a successful system must incorporate strategies
covering network management, training, security, and maintenance. According
to Paul Batchelder, Product Lines Manager at PE Nelson, "There are
no hard and fast rules for configuring a laboratory network. The trick is
to develop and adhere to a laboratory computing strategy that can manage
the continuing explosion of hardware and software. You also want to configure
your network to serve not just a single work group but one that can grow
to include other computers and networks."
A network can be as simple as two PCs sharing data acquisition software
or as complex as a laboratory information management system (LIMS) with
a mainframe, multiple hardware interfaces, a relational database, together
with support and training from the LIMS supplier. The issues are the same
regardless of size. The key elements in developing an effective network
management strategy are:
· Assigning a network champion.
· Determining your departmental information sources and needs.
· Setting your connectivity parameters and select system elements.
· Establishing good vendor relationships to understand all your network
options.
· Managing the network during and after implementation.
This strategic framework is applicable to companies investigating networking
for the first time as well as firms who are expanding their networks. In
order for this strategy to work, a network champion needs to be assigned
to manage the project and be accountable for its implementation and ongoing
success.
Assigning a Network Champion
Network management can be a major factor in encouraging profitable, effective
use of the network. Careful attention to staffing and supporting the role
of network champion, which covers service, training, and support, will do
much to deliver the promise of productivity inherent in networking.
The long term success of a networking system will depend on the talents
of one or more individuals who administer and manage the project. A network
champion can be a department manager, a senior scientist, or a systems analyst:
whoever is most appropriate for your organization.
While the network champion's role may be full or part time depending on
the size of the organization and its network, the type of persona and the
functions of the position will be similar. On one level, the champion must
develop a technical understanding of the system. On another level, however,
the job calls for a person with strong interpersonal skills since they will
need to work closely with all levels of the company, from users to top management.
Determining Information Sources and Needs
Most organizations have a laboratory network in place and know what features
and services they need in order to increase their productivity and keep
pace with current technology. As information management continues to expand,
it has become important to anticipate future needs and build in the flexibility
to accommodate those needs.
If you're starting from scratch, as U.S. Bioscience did, you've got a different
set of decisions to make. A rapidly growing company, U.S. Bioscience recently
opened a new laboratory in Lionville, PA. Since their inception in 1987,
they have used contract laboratories to perform all drug testing. With the
successful introduction in 1991 of Hexalen, a cancer therapy drug, they
were ready to move to the next level.
"The three key issues for setting up the lab were control, cost-effectiveness,
and timeliness," remarks Michael Kolpak, Senior Scientist for Pharmaceutical
Operations. "By handling drug testing internally, we assure ourselves
that everything is being done properly, and we have more control over the
timing and how thoroughly the investigation is being done."
"Once we made the decision to set up the laboratory," he continues,
"the next step was deciding how to handle the information we would
generate. We choose early on to hire a consultant who was familiar with
the laboratory information systems available in the marketplace. This way,
we could assure ourselves that we were choosing from among the best systems
available."
Hiring a Consultant
Many organizations hire a consultant who has an understanding of the analytical
chemistry marketplace and a thorough knowledge of computing and network
options. U.S. Bioscience contacted Jim Pratt, a consultant with over 25
years experience in the computer field, early in the decision cycle. Asked
how a consultant should best be utilized, Jim suggests, "Consultants
should be brought in to the process in the beginning. Look for one with
computer knowledge since knowing the lab equipment per se is not a requirement.
It is important to have knowledge of both, but the people using the equipment
have the lab knowledge, so the consultant needs to help them integrate their
system and project their needs into the future."
At Searle, Monsanto's pharmaceutical unit, the Product Development Analytical
Department's main responsibility is to develop analytical methods and specifications
for new pharmaceutical products. Their current laboratory data system, created
in-house, was no longer sufficient to meet their needs. Alan Wickman, Group
Leader of Stability and Automation, was given the task of finding a new
data system. "Technology changed and our needs changed with it,"
he explains. Instead of making the decision by themselves, an outside consultant
was brought in. Alan states, "We used an outside consultant because
we wanted an objective evaluation of our needs and what the best solution
would be."
Many companies opt to do the analysis in-house. Whether the work is outsourced
to a consultant or performed by in-house staff, collaboration between MIS
and the laboratory needs to occur.
Collaborating with MIS
Most laboratory networks are small local area networks (LANs) which service
just the immediate laboratory. As a result, MIS currently plays a minor
role. At the rate information management is expanding, however, this won't
be the case in the future. In anticipation, network champions are establishing
open systems with the flexibility for future communication needs and receiving
MIS's blessing.
At U.S. Bioscience, MIS was involved from the start. Mike Kolpak advises,
"Coordinate your decision making with all the parties that are going
to be involved. There was a lot of interaction between the lab and MIS when
it came to the nuts and bolts of the system."
David Chamberlain, U.S. Bioscience's Manager of Computer Operations, explains
what
his department brings to the decision process. "I know computers. I'm
not a chemist. I look at the support and maintenance issues to make sure
the chemists have the tools they need. I provide the means for them to use
the tools."
Because Searle's MIS team had a full plate, "we were looking for a
turnkey solution," Alan Wickman states. "Our MIS department has
a large client base; they service more than the laboratory. They had been
involved in the decision process from the start, looking at data systems
with us. They saw the benefit for the lab to move in to the new environment
and it fit in with MIS's strategy for end-user computing."
Setting Connectivity Parameters
Over and over, network champions emphasize flexibility when choosing the
different elements that go in to their system and their network. You will
need to make a list of specifications and not be sidetracked by whiz-bang
technology that offers a capability which doesn't really advance laboratory
productivity or requires a configuration that negates some of your original
requirements.
"Clearly the first thing is to develop a set of generic specifications
for what you want a data system to do and use that to evaluate data systems,"
emphasizes Alan Wickman. "Identify what you want your product to do,
and evaluate it, keeping in mind the compliance aspect of the company you're
purchasing from. Look at the viability of that company over the lifetime
of the product. Look at the ability of the product to meet technical and
regulatory needs."
Whether you evaluate a dozen network vendors or just two, concentrate on
your requirements. "Once you have the specifications, narrow the focus,"
Alan suggests. "Determine who could provide you with the product and
whether you feel comfortable with the company. It's a long-term decision.
We looked for stability in the company and stability in the product. That
weeded out a lot of players."
Establishing Good Vendor Relationships
When selecting a network system, take a close look at the vendors you have
worked with in the past. Consider how pleased you were with their product,
service, and support, and what you would expect from them in the future.
Network implementation is a long-term relationship with both the product
you purchase and the vendor who supports it. To ensure that this relationship
is productive, there are several questions you may want to ask.
Jim Pratt suggests that you ask "Would this do the job for me? Would
the vendor support me? Can it validate the information for me?"
"Pick products you're comfortable with," advises David Chamberlain.
"Go with tools that have a good track record."
For many companies a key issue is service and support. "System reliability
and customer service are important. We looked for an established reputation,"
states Mike Kolpak.
Managing the Network
With regard to specific responsibilities that must be performed on a day-to-day
basis, some of these tasks may be delegated to outside vendors or internal
assistants, but the network champion must feel accountable for the total
success of the network. Managing the network includes the following: data
management, resource utilization, software applications, back-up systems,
training, and data security.
Providing this kind of support in-house has become increasingly difficult.
As laboratory computing equipment from different vendors becomes more prevalent,
it requires a greater degree of support than before. Technical MIS, often
already strained, are asked to support the growing population of end-users
with the same or fewer resources. To satisfy end-user needs, many MIS departments
must coordinate a myriad of smaller vendors. Managing these vendors can
be challenging. When problems arise, fingerpointing can result. Unfortunately,
it is often the laboratory that suffers the most.
Turning the Information Services operation over to an external supplier,
i.e., outsourcing, is one strategic approach that some companies adopt.
That way the organization deals with a single vendor, but through the outsourcing
contract, can enjoy the benefits of technology from many sources. For many,
it is the best of both worlds.
Outsourcing Your Network Management
One outsourcing option is a bundled computing solution from Digital, Novell
and PE Nelson. PE Nelson combines the expertise of these partners in to
a single package called Integration Services. No more multiple phone calls
to different vendors or multiple hardware maintenance contracts. Instead,
analytical chemists now have a single point of contact worldwide to access
a full range of turnkey data handling, networking, and laboratory computing
services.
"Utilizing the expertise of each partner, PE Nelson will provide complete
account servicing," Paul Batchelder emphasizes. "This includes
in-depth planning expertise, turnkey integration of chromatography lab workstations
with other computing systems, and on-going system management."
"This strategy is the culmination of the talents, resources, experience,
and industry expertise of each organization," he continues, "and
is the direct result of listening to our customers and to their needs for
more efficient information control."
Integrated Services offers a range of choices, from planning, design, network
integration, and system training and support to network maintenance services.
You can utilize as much or as little of the service as you need.
U.S. Bioscience chose to utilize the total package. "Starting out as
a new lab, it's not easy to define all your objectives. With this system,
we have lots of flexibility, lots of expandability," avers Mike Kolpak.
David Chamberlain is to the point. "I could have purchased all the
equipment separately for less. But what I didn't want to have happen was
fingerpointing between vendors when problems arose. It was not worth it
to save a few dollars. I needed comprehensive support more."
"We were not necessarily looking for a turnkey solution, just a solution.
PE Nelson had the best all around answer to our questions on the product,
the support, the track record. The chemists got the answers they needed.
I got the answers I needed," adds Mike Kolpak. "Because we've
got just one lab, we can't afford downtime. We're bringing our area of expertise
in-house and hiring the experts to handle other activities."
Searle also felt strongly about utilizing a single vendor. According to
Alan Wickman, "We were specifically looking for a turnkey solution.
From a management perspective, choosing a single vendor would make the system
easier to control and expedite troubleshooting."
Planning for the Future
While each of these companies suggests building in features to address potential
future needs, just what can you expect? How can you anticipate changes in
technology that haven't yet taken place?
The best advice is to select an open system architecture that offers flexibility
and upgradability. Look for a system that handles multiple protocols. If
you're not considering linking to a LIMS immediately, build in the capability
to set one up.
For U.S. Bioscience, "the hardest thing was to predict our needs, both
present and future. When you build from scratch like we did, you need to
build in flexibility for the future," states Mike Kolpak.
Dan Scofield keeps close tabs on what happens in the computing and networking
marketplace. Based on his observations, he offers the following perspective.
"The future of computing is going to be one of alliances and partnerships
with competitors and customers. It is no longer a closed issue," he
predicts. "The biggest thing will be mobile computing: the ability
to get to your information and communicate globally. It's the power thing
of the 90's."
"Companies that will be successful," Dan stresses, "will
be those who develop partnerships and leverage those partnerships to strengthen
their core competencies. PE Nelson is the precursor of what's to come. They
really play off Digital's strengths in a very complementary relationship."
Built in flexibility. Extended information access for greater productivity.
The partnering of knowledge and expertise, both internally between MIS and
the laboratory, and externally between vendors with bundled offerings. These
trends are happening now and will continue to happen in the future. Flexibility
and open systems are the key to taking advantage of what you need now and
what's to come.