Lab managers are continually faced with the challenges of rationalizing a roster of vendors servicing the equipment in the lab. A more efficient strategy is to designate a dedicated account manager—either remote or on-site, depending on the program—which designates one person to call, one person to rely on, one person to fix the problems, and one person to follow up with regarding repair and maintenance of the lab equipment. Renovo adopts an “It’s not our fault, but it’s our problem” philosophy that builds trust—if it’s not right, we’ll address it. You can go back to the other million things you need to do today.
Another useful strategy is to employ PM and corrective maintenance scheduling, to build the schedule based on the lab’s criteria and get the vendors in and out on-time. Service contracts and warranty tracking are utilized to ensure no double coverage, no lapse in coverage, and the optimal level of coverage. Customized metrics and reports offer data-driven decisions, making it easy to build ROI and business cases for approval from line management, and keeps data all in one place for audits. Equipment lifecycle management and disposition strategies will keep the instruments living longer, to provide greater flexibility with shrinking capex budgets, and enable lab managers to make data-driven decisions about end of life as well as decisions about items with low utilization.
An ultimate goal of lab managers is to increase productivity and utilization without increasing cost. Keep the critical instruments working, and use the savings in the coverage of the items you must protect to expand coverage to the items you wish to protect. Our speaker will explain how lab managers can move the admin work of asset management from lab leadership to Renovo, to ensure more instruments are working longer and working better to yield higher productivity.
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