This page contains a Flash digital edition of a book.

came some of the many hurdles when relocating their working o new premises.

backed-up, industrial scale water purification plant in the building, with sufficient capacity for all floors for over a days’ worth of activity.

SUPPLIER PARTNERSHIPS HSL worked closely with a consolidated pool of suppliers on a number of areas but most significant is the GLP sample reception solution, which is unique to HSL. It will be the only fully automated sample reception delivery system in existence with the GLP system. It took a great deal of collaborative working and a detailed understanding of HSL’s workflows to create it.

This approach has also been vital in customising HSL’s IT products. To ensure the greatest efficiencies and build in the ability to expand, HSL and their providers have developed several custom software packages that will interact with the GLP tracking system, giving it great flexibility. It’s another feature that is unique to the project - as is the tablet-based technology and custom dashboard for recording and monitoring lab performance throughout the organisation.

HELLO TO HALO The Halo building’s 11 floors, when fully functional, will contain a wide range of specialist departments and disciplines. Broadly this includes automated blood sciences, manual blood sciences, automated infection sciences, infection sciences and molecular suites and genetic testing areas which combine molecular and genetics testing platforms for over 20 individual specialities.

HAS IT ALL BEEN EASY? A project of this magnitude and complexity is never

going to be easy – but the eventual benefits to clinicians, researchers and patients will make all the careful planning and execution worthwhile. So what are the lessons they learned from the experience?

There have been many, but part of HSL’s culture is to be a learning organisation – it’s what they believe will keep them at the forefront of the sector. They also believe in always pushing for the best solution to any situation.

A noteworthy part of the early planning process was to agree a solid set of principles, which everyone bought into from the outset. In a project involving hundreds of people with a wide range of views and opinions, these principles proved invaluable in resolving many of the practical issues facing heads of departments and those responsible for making the project happen.

The planning process also took a different approach, focusing on workflow rather than just the separate disciplines. Sharing the same equipment has encouraged greater interaction between formerly separate disciplines and departments. Bringing together and concentrating considerable levels of expertise has also resulted in developing new pathways and assays in a shorter time frame. The molecular unit, for example, has scientists, consultants and molecular biologists working side by side on common developments.

NEARLY COMPLETE The final transition of people and equipment into the Halo building is due to be completed in the autumn. For those who have already made the move, it has proved to be a truly life-enhancing experience. Tomorrow’s Laboratories | 19

Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32