Lab Manager July 07
Lab Manager July 07
Lab Manager July 07
MAGAZINE
INSIDE:
Identifying and Selecting the Best Managers High Purity Water for Inorganic Analysis Bar Codes as a Powerful Automation Tool
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Preprogrammed methods for IMAC (native and denaturing), GST, and desalting applications Large, informative touch screen interface allows easy navigation through protocol steps Optimized kits and reagents match the methods and the instrument for greater reproducibility and reduced preparation time Automatically calculated run data includes protein yield and concentration
Automated Purification: 30 Minutes Profinia system affinity and desalting
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Manual Purification: 0.5 4 Hours Gravity-flow affinity (time for dialysis not shown)
Visit us on the Web at discover.bio-rad.com Call toll free at 1-800-4BIORAD (1-800-424-6723); outside the US, contact your local sales office.
2007 Thermo Fisher Scientific Inc. All rights reserved. All trademarks are the property of Thermo Fisher Scientific Inc. and its subsidiaries.
If you work with proteins, youve relied on Pierce reagents. For gene silencing, youve depended on Dharmacon innovations. In cell culture nutrition, HyClone is likely a good friend. For PCR, ABgene has helped you along the way. And for high content screening, youve trusted Cellomics and BioImage. Now these top names in life science are sold under the Thermo Scientific brand. You'll still find the same technical support and application expertise that you've come to expect. Only now, we can develop new ways to integrate technologies to accelerate and improve your results even further. So yes, there's a new brand name Thermo Scientific. But you can keep your trusted relationships and high level of service as we unite to help you pursue new possibilities. Moving science forward Learn more at www.thermo.com/LSR.
contents
LabManager
Where Science and Management Meet
MAGAZINE
HIGH PURITY WATER FOR INORGANIC ANALYSIS Various possibilities exist to address the specific water purity requirements of each laboratory and field. Some of these solutions are in relationship to the needs of various laboratories.
Stphane Mabic,* Beatrice Gerion, Elodie Castillo, and Ichiro Kano
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In every issue
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Real-Time Adaptability
Liquid Handling for Your Real-Time Present and Your Dynamic Future
You work in real time. Thats how the JANUS Automated Workstation works too.
Its unique Modular Dispense Technology (MDT) provides hands-off, on the fly adaptability in volume range from nL to mL and microplate well density up to 1536-well formats. And its modular design lets you adjust throughput and capacity simply and easily, or integrate with other accessories or instrumentation for true walk-away automation. Never compromise your flexibility, performance or methodologies again. JANUS redefines automated liquid handling for your real-time present and your dynamic future. See for yourself. Visit www.perkinelmer.com/janus3 or call 1-800-762-4000.
2007 PerkinElmer, Inc. All trademarks or registered trademarks are the property of PerkinElmer, Inc. and/or its subsidiaries. 400089_03
(800) 762-4000 (U.S. and Canada) (+1) 203-925-4602 For a complete listing of our global offices, visit www.perkinelmer.com/lasoffices
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JULY 2007
Special Product Section
THE PRODUCT ISSUE
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Analysis Instruments Chemicals and Reagents Chromatography, HPLC, and Separation Systems Filters/Filtration, Water Purification General Lab Equipment Laboratory Software Liquid Handling Meters and Monitors Microscopes and Imaging Other Lab Products and Services Spectrometry/Spectroscopy
23 HOW IT WORKS:
Automating Microbiology Specimen Set Up
24 HOW IT WORKS:
28 HOW IT WORKS: 31
Accelerated Analysis
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Lab Manager Magazine (ISSN: 1931-3810) is published monthly by Vicon Publishing, Inc., 4 Limbo Lane, Amherst, NH 03031. Application to mail at Periodicals Postage Rates is pending at Amherst, NH 03031. A requester publication, Lab Manager is distributed to qualified subscribers. Non-qualified
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Visit www.beckmancoulter.com/detectors
Scheduled to ship 2nd quarter of 2007.
Genomics Proteomics Cell Analysis Centrifugation Lab Tools Particle Characterization Bioseparation Lab Automation
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EDITORIAL
MAGAZINE
Author Guidelines
Lab Manager Magazine is a printed publication of resources, products, and information for todays laboratory manager. Articles should address some aspect of laboratory management from the perspective of a professional who is both a scientist and a manager. Topics areas would include: managing budgets, personnel, technology, information, funding, training, safety, risk, expansion, building or renovation, among others related to the role of a lab manager. The article review process should begin with a query by email or phone followed by a brief abstract or outline. Please state your topic and objective, and indicate your perspective as well as your professional relationship to the topic. Content must be unbiased and cannot promote a particular product or company. Article length may range from 1500-2500 words. All manuscripts must be submitted electronically by email or disk.
To submit an article query contact: Patrice Galvin Editor in Chief Lab Manager Magazine pgalvin@labmanager.com 603-672-9997 x112
PATRICE GALVIN - Editor In Chief pgalvin@labmanager.com | 603-672-9997, x112 BARBARA VANRENTERGHEM, Ph.D. - Science Editor bvanrenterghem@labmanager.com LIZ STITT - Editorial Assistant lstitt@labmanager.com | 603-672-9997, x109
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2007 Thermo Fisher Scientific Inc. All rights reserved. All trademarks are the property of Thermo Fisher Scientific Inc. and its subsidiaries.
In the market for a new GC/MS system or planning an upcoming expansion? Your timing couldnt be better! Thermo Scientific GC/MS systems offer more sensitivity, reliability, robustness, and flexibility than any other GC/MS product in the market. Worried about how change will affect your productivity? Don't be! Our suite of Productivity Solutions integrates the hardware, software, consumables, with SOPs, validation data, and methods to ensure productivity in days, not weeks.
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With the power of the newly formed Thermo Fisher Scientific, now is the best time to move to Thermo Scientific GC/MS products. For more details visit www. thermo.com/gc Tel: +1 800-532-4752 Email: analyze@thermo.com
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upfront
Management Material
n this issue, the feature article by Ron Pickett, Identifying and Selecting the Best Managers, addresses how to spot potential managers in your lab. Succession planning is the formal term and despite the association with royalty or CEOs of Fortune 500 companies, not all succession planning takes place at the highest echelons. In fact, for organizations or labs of any size, there is a tangible value in making sure that there is some leadership potential that is being recognized and developed at all levels. Done correctly, succession planning is more than training someone to take over your job. A manager who sees something in a staff member is not merely training that person to step into his/her shoes. While that is a good idea, it also helps to throw in some bigger picture goals. Succession planning is more about knowing where the company is heading and making sure that the skills and talents of the management pool can bring your organization closer to the goals it has set out to achieve. There are plenty of tools and even software to help track and chart the potential and progress of internal candidates for key supervisory or executive roles. A succession strategy does not have to be complex but there should be something in place in every organization that is looking to grow. And what company isnt? Are you thinking, This type of planning is great but who has time? Why not just hire the management talent we need? Hiring from the outside has value in certain situations. But like firing an employee, a new hire can be expensive. The recruiting expenses alone can add up significantly. There are cost savings in spotting potential in your staff. For every employee you invest some time in, whether all of them make the cut or not, its still cheaper than hiring and potentially firing someone from the outside. Its worth measuring up current employees before the decision is made that a search has to go outside the company. Succession planning is not a lonely task. A staff member who is looking for advancement can position themselves to learn and show off a few valued qualities. Its not only about how well you identify and groom them, its a collaborative effort that can lead to positive career results for all involved.
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This ensures that all the products you use are completely traceable and are of the highest quality for your application. Because were listening, we understand that your time is precious. We have created state-of-the-art warehouses, a global logistic network and unrivaled technical support to deliver our products on time and under the proper storage conditions in order to meet your needs.
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managing staff
When you need to select and promote someone from your laboratory into a management role, the first thing to do is examine what makes a good manager. Many of the characteristics that make a great technical staff member will also lead to excellent managerial skills; however, many others do not exist in great technologists, or if they do we have not had the opportunity to observe them. In his book, The Competent Manager, Richard Boyatzis uses a Competency Model to guide hiring personnel through the management search.1 He emphasizes problem solving, interpersonal influence, leadership, and personal/corporate effectiveness. I have provided a detailed explanation of some of the more salient characteristics laboratory personnel should be specifically evaluated on below (if you would like to see descriptions of full list of competencies, please visit http://www.gov.sk.ca/psc/MgmtComp/Mcdhmpg).
Think back to your first few days as a manager. How were you selected? How did you make the transition from the bench to your different responsibilities as a supervisor? What would have helped to ease the transition? What would your advice be to someone contemplating the change? What strengths did you bring what skill deficits were the most challenging to fill?
Conceptual Thinking Innovative Thinking Strategic Orientation Demonstrates a working knowledge of the capabilities, goals, and vision of the department. Takes calculated risks based on economic, mission, and political issues, trends, and processes as they relate to the strategic objectives of the department and its linkages with the direction of the organization. (Some of these competencies are naturals for technologists!) Interpersonal Influence Cluster Impact and Influence
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Ronald B. Pickett
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Listening, Understanding, and Responding Networking Establishes and maintains a network of contacts to help understand emerging issues and make informed decisions. Identifies who to involve and when and how to involve them to accomplish objectives and minimize obstacles. Teamwork (As you continue to review this list, think about the people
ent from the ideal managerial profile.) Personal and Corporate Effectiveness Cluster Results Orientation Commitment to Learning Client Service Orientation Concern for Political Impact Is aware of how departmental issues, program policies, and decisions impact others while being sensitive to the differing needs/agendas of various stakeholders. Flexibility Organizational Awareness Acts with an understanding of the department and organizational purposes and processes and makes departmental changes to resolve issues or problems. Planning and Initiative
who work for you and which of the competencies they have demonstrated.) Leadership Cluster Change Leadership Sharing Responsibility Shares responsibility with individuals and groups to increase their sense of commitment and ownership. Assists in the coaching, learning, and development of others. Holding People Accountable Team Leadership (The personalities of the ideal technologist maybe quite differ-
WHAT TO OBSERVE
Watch for the individuals level or intensity of involvement Observe nonverbal communication (such as body language indicating involvement, resistance, doubt, closure, etc.) Pay attention to the questions they ask. Set up challenging situations. Ask them what they think about management.
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Do they coach or teach new skills to others? Do they take a leadership position? Do they ask productive, facilitative Why questions?
EVALUATING POWER
Management involves the ability to get others to do something, but power is the attribute necessary to convince other people to do what you want them to do. It is important that you evaluate how your employees respond to and command power among their colleagues when deciding on their management potential. A few specifics to ask yourself: What is their attitude about power? Do they question authority? Is it done in a positive or negative way? Can they differentiate power that is necessary to be an effective manager from power that is purely for self-aggrandizement? If you decide to evaluate your staff on their managerial abilities, it is wise to be clear about what you are going to do before the process actually begins. Keep in mind the following suggestions: Tell your staff that you are observing and assessing their management potential.
Ask them if they want to be considered. Be particularly careful in your assessment of people who look a lot like you. Research shows that we tend to favor individuals who share a lot of our characteristics from a physical, cultural, and personality perspective more highly than others of equal capability and performance. Mistrust glibness. Remember that the most articulate people in the world are con artists. Be wary of the hungry person. If they want the position too much, it may very well be for the wrong reason. Dont overvalue technical skill, but dont accept individuals with poor technical orientation.
PUTTING IN A COACH
Good coaches have a model of behavior that they drive others toward the perfect golf swing, the correct serve, etc. Management coaches need a similar model, but a lot of executive coaches keep their model unstated, hidden, and obfuscated. That is unnecessary. Here is my model of a good managerial coach: Explain and coach your employees toward the management competency model.
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Gold standard SpectraTest instrument validation package for optical validation IQ/OQ/PQ guidelines and performance certification SoftMax Pro GxP data acquisition and analysis capabilities with 4- and 5-parameter logistic fit, weighting, and parallel line analysis Electronic signature, audit trails, and FDA 21 CFR Part 11 tools for full compliance Software validation package with templates to validate built-in calculations Whether youre screening at high throughput or developing and testing bioassays in cuvettes or 6- to 384-well microplates, SpectraMax high-efficiency, dual-monochromator, single- and multi-mode microplate readers are the industry-leading choice. Expect more. Well do our very best to exceed your expectations.
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Be objective site specific examples of behavior and areas for improvement. Reward achievement. Expect slow progress (it took us a long time to get the way we are). Describe what employees can expect if they do become a manager.2-3 Hold rehearsals and practice sessions. Use performance appraisals to focus on future development.
egate tasks effectively even prior to selecting a new supervisor so that they can see their employees display necessary managerial characteristics.
References
1. Boyatzis R. The Competent Manager - A Model for Effective Performance. New York; John Wiley and Sons: 1982. 2. Pickett R, Kennedy MM. The Stages of a Managers Life, Part I. Clin Leadersh Manag Rev. 2003;17(4):224-227. 3. Pickett R, Kennedy MM. The Stages of a Managers Life, Part II. Clin Leadersh Manag Rev. 2003;17(5):283-285. 4. Peter L, Hull R. The Peter Principle: Why Things Always Go Wrong. New York; William Morrow & Company, Inc: 1969.
SUMMARY
So getting back to the original scenario, which employee should you choose to promote? Thats up to you to decide, but it is important to keep The Peter Principle in mind when considering promotions. It reads, In a hierarchy, every employee tends to rise to his level of incompetence.4 People are often promoted into positions that require skills and personality traits that they lack. There is much more to selecting an appropriate candidate for a management post than at first appears. Good managers develop a pipeline they can use to evaluate and nurture potential candidates; it not only makes the selection process easier, but it also helps them del-
Ronald B. Pickett is a Management and Organization Development Consultant with over 25 years of experience. His areas of specialization include: leader development, organizational politics, attitude and opinion survey development and analysis, and succession planning. Mr. Pickett received a bachelor's degree in engineering science and master's degrees in Counseling and Leadership and Human Resource Development. He can be reached at 3415 Avenida Sierra Escondido, CA 92029; 760-738-8638; RonP70000@aol.com.
www.siemens.com/water
labproducts.water@siemens.com
Water Technologies
Its clear to us
Water purity depends on thorough, routine Laboratory water system maintenance. Thats why Siemens developed the most comprehensive water service offering for your total piece of mind. Whats in your water? Call 800-875-7873 x7302 and receive a FREE on-site water analysis, because expert preventative care is crucial for consistent lab results.
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managing quality
The amount of water added is so important that the presence of any water contaminants may generate interference in the detection range of the sample.
Stphane Mabic,* Beatrice Gerion, Elodie Castillo, and Ichiro Kano labmanager.com LabManager 17
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25 C.1 This value ensures that the overall concentration of ions is below 1 ppb (1g/L), in Type-I water. Other parameters also are important to monitor. Bacteria, which can release ions and behave as particulates, should be minimized because they can spoil the nebulizers and ionization chambers. The organic contamination also needs to be controlled for avoiding spoilage of the instruments. Additionally, organics can make complexes with metals. Water degrades very rapidly on storage not only due to carbonic acid formation but also because ions and organics from air and containers readily dissolve in high purity water. Bacteria quickly start growing when water remains stagnant in a container and bring additional contamination and issues. Therefore, it is crucial to use freshly produced, high purity water and minimize the storage time.
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for analysis in the low detection range. In addition to the resistivity, other parameters, such as the organic level (total organic carbon TOC), become significant when water is used for chromatography purposes. The overall purity of the water (particulates, organics, ions, and bacteria) may affect the performances of IC and CE for example, and even more so if the chromatography instrument is hyphenated to MS. These contaminants also would affect ICP instruments by spoiling nebulizers, generating deposits on CCD imaging systems, or creating interferences. The selection of purification technologies requiring low maintenance over a long period of time is recommended for laboratories requiring large volumes, whether it is for sample preparation, dilution of standards, or instrument rinsing. Expected levels of some elements in water produced by a purification chain combining reverse osmosis and electrodeionization followed by ion exchange resins are reported in Table 1.
SAMPLE PREPARATION
The selection and the rinsing of good filters used to clean the samples are particularly important. All filters need to be cleaned with a few milliliters of water. Elements typically released by plastic filters include sulfate, chloride, calcium, potassium, and sodium.
STORAGE OF STANDARDS
In an experiment, Ca and Na standards were prepared using freshly produced Type-I water. The plastic vials containing the standards were installed onto an automatic sampler and IC was run. Standard curves were obtained (520 ppb) with high correlation coefficient for both elements. In both cases, the line goes through the
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As one can see, very straight standard lines were obtained with high correlation coefficients. However, both the Ca and Na standard curves were off and no longer going through the origin anymore. Overnight, Na and Ca from air had dissolved in the vials (it was checked independently that the vials were not the source of the contamination). The concentrations measured are off. This is a common phenomenon that usually is hidden when an autozero is applied on the IC before starting the measurements. Concentrations measured are not accurate, yet frequent. Reducing water storage, the standards, and samples after preparations should be a constant focus in the analytical process.
REAGENT SELECTION
In the course of IC experiments, we have been confronted with the presence of extraneous peaks on the chromatograms. In searching for the source of the contamination, it appeared that the ACSgrade methane-sulfonic acids used to prepare the mobile phase were not as clean as expected. Two well known brands
origin. The vials containing the standards were left as is, and 18 h later, the calibration curve was built again (Figure 2).