Continuous Improvement (CI) is a fundamental component for driving impactful and long-lasting changes within a laboratory setting. Through a dedication to understanding processes, identifying improvement opportunities, and nurturing the ongoing development of people and their skills, Continuous Improvement can transform the way a lab operates and delivers results.
As an on-site scientific services provider, Impellam Project Services deploys teams of skilled professionals directly into our customers’ labs. By working alongside our customers’ staff on a daily basis, our teams are uniquely positioned to contribute to the CI activities of the laboratories in which they are based. With a dedicated Head of Quality and CI, as well as a dynamic Learning and Development programme, Impellam Project Services ensures that our teams are equipped to take an active role in fostering a CI culture within their workplaces.
This article explores how Impellam achieves effective Continuous Improvement outcomes by leveraging lean six sigma methodologies to establish high-performing lab support functions and optimise processes.
Understanding Continuous Improvement and Lean Methodology
Continuous Improvement is an ongoing process of evaluating and optimising workflows and outputs. It often involves setting up a CI pipeline to prioritise and implement necessary changes over time.
There are many CI approaches and methodologies available, each offering unique pathways to success. However, this variety can also make it challenging to choose and implement the most effective strategy for specific processes. One method that Impellam Project Services has found particularly effective in a laboratory setting is lean methodology. Although initially developed for manufacturing, lean principles are highly adaptable to Good Manufacturing Practice (GMP) environments and various other industries.
By applying lean methodology in a laboratory context, efficiency can be significantly improved by optimising workflow, controlling costs, and allocating resources more effectively. Ultimately, CI seeks to eliminate time wastage, reduce operational inefficiencies, and maximize workforce potential—resulting in higher levels of laboratory performance.
Impellam Project Services’ Approach to Continuous Improvement
Impellam Project Services adopts a people-first approach to Continuous Improvement by integrating the lean six sigma methodology. Rather than imposing CI processes on teams, Impellam embeds CI principles within our teams, starting with awareness training and progressing through structured Yellow and Green Belt certifications.
Our CI Mindset training sessions introduce new team members to the fundamentals of Continuous Improvement. This is followed by Yellow Belt training to encourage incremental improvements and then Green Belt training for leading larger projects and cross-functional initiatives. Through this approach, Impellam equips our teams with the necessary skills to continually enhance processes and add value to our customers’ operations.
To stimulate innovation, critical thinking, and problem-solving, Impellam trains our staff in lean six sigma tools and techniques. This empowers them to thrive in any scenario and drive successful outcomes for the clients they support.
Examples of our Continuous Improvement Initiatives
Impellam Project Services’ commitment to driving improvement through expert-led lab solutions is exemplified in several successful projects. Below, we outline our work with a leading pharmaceutical client to enhance process efficiencies within a Quality Control (QC) environment—demonstrating how we can enhance laboratory effectiveness and productivity.
Example 1: Streamlining Sample Information Management
Quality Control workflows can be complex, involving varied sample types, diverse analytical methodologies, and intricate production cycles. Samples may pass through multiple teams and stakeholders, with the risk of delay or error at each handover point.
The Impellam team identified inefficiencies in the sample booking process—from warehouse to archiving/disposal—across multiple labs. By standardising procedures and implementing best practices, accuracy improved to 96% right-first-time, and sample throughput increased by 100%.
One specific improvement was capturing Inspection End Dates earlier in the process and incorporating this information into sampling reports. This change significantly reduced time wastage, eliminated potential errors, and enabled the Lab Support team to better prioritise tasks.
Example 2: Improving Documentation Archiving
Accurate archiving of laboratory documentation is essential for regulatory compliance, including adherence to defined retention schedules for different classes of hard-copy records.
During a structured A3 problem-solving project as part of Yellow Belt training, the Impellam team used 5S optimisation to streamline the documentation flow, declutter workstations, and improve communication between analysts and archivists. The result was:
- 50% reduction in archiving turnaround time
- Elimination of backlog issues, thereby improving KPIs
- Removal of identified compliance risks
Impellam Project Services’ approach to Continuous Improvement and lean methodology drives meaningful improvements that directly benefit the laboratories in which we work. In the examples outlined above, our solutions extended beyond initial implementation: our teams continue to collaborate closely with our customers’ scientists and lab owners, playing an active role in ongoing process improvement initiatives.
To date, over fifteen A3 problem-solving projects have been completed by Impellam teams working in partnership with our customers. Additionally, five Green Belt specialists are currently deployed within our on-site scientific teams.
Our commitment to professional development ensures our teams have the recognised CI expertise necessary to support our customers’ success and deliver high-impact results.
With thanks to Amer Gerges, Rabia Nadeem, and Govind Barhey of GSK, whose CI work forms the basis of this article.
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