Your in-office lab can be a significant profit-generator.
However, to keep it running profitably requires an on-going game plan for its
efficient operation. This article focuses on three key management areas that
can make a difference in productivity and quality: 1) staff training; 2) lab
organization, and 3) cleaning and maintenance.
Staff Training
Today’s newer edgers incorporate sophisticated digital
electronics and computerized systems that are easy to use. But to maximize the
benefits and minimize spoilage, employees must use the equipment properly.
Manufacturer Training: Take advantage of the training provided by edger manufacturers at installation.
Have all involved personnel present and allow a generous amount of time to
learn how to run various lens jobs, especially features like drilling and shape
modifications available with newer technology. Make sure staff members learn
how to perform daily machine calibrations and understand maintenance
guidelines.
Help Lines, Manuals and Web Sites: Designate at least one technically-competent
employee to be the point person familiar with equipment manuals and company Web
sites, and who can interact with manufacturers when necessary via phone help
lines. This is the go-to person who can assist employees in using
the equipment properly.
Seminars and CE: The
more knowledgeable your lab personnel are, the better equipped they are to keep
your lab running efficiently. Support their attendance at local seminars that
provide updates on lens processing and lab procedures. Encourage them to take
CE courses online provided by lens and equipment companies and
in trade publications like 20/20 magazine. If possible, enable them to attend
state or national shows like Vision Expo East and West.
Lab Organization and Goals
Employees are empowered and motivated when involved directly
in setting up their job responsibilities and goals. Rather than telling them
what to do, have them participate in the process with your oversight.
Tasks and Schedules:
Work with employees on defining their specific lab responsibilities, and share
this with all lab staff members so each person’s role is clear. Your lab may
include full-time people who multi-task, part-time people who work on edging
basic jobs, opticians who do the mounting and fitting, technicians who edge
high end jobs, etc. Whatever the mix, get the group’s buy-in to a lab work flow
plan that optimizes each person’s lab time.
Lab Set-Up: How your
lab is laid out can affect both efficiency and spoilage. Equipment should be
lined up in a logical work flow sequence. Newer multifunctional edging systems
simplify lab set-up by eliminating separate tracers, blockers, hand edgers and
polishers. These functions are performed with one or two machines. One
efficient lab configuration is the U-shaped work area, with a lensometer and
edging machines on one side, tinting equipment and add-on accessories on the
other side, and a mounting station at the end. Edger manufacturers can help
with this task.
Performance Goals:
The purpose of setting goals is to “catch people doing things right,” not to
penalize them. Your approach should set this tone and involve employees in a
constructive way. Goals can relate to redos, finishing time, maintenance or any
area important to your group’s efficient performance. If reducing redos is a
goal, have the group discuss the causes together; was the problem prescription
or machine related? To avoid finger-pointing, establish that lab output is a group
goal and have all participate in finding ways to improve it. Be sure to share
positive customer feedback and provide simple rewards like dinner certificates
to reinforce good work.
— Compiled by the editors of 20/20 and Vision Monday