Lab Procedures And Tool Use Innovation
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Wikipedia
A laboratory (UK: /ləˈbɒrətəri/; US: /ˈlæbrətɔːri/; colloquially lab) is a facility that provides controlled conditions in which scientific or technological research, experiments, and measurement may be performed. Laboratory services are provided in a variety of settings: physicians’ offices, clinics, hospitals, and regional and national referral centers.
The organisation and contents of laboratories are determined by the differing requirements of the specialists working within. A physics laboratory might contain a particle accelerator or vacuum chamber, while a metallurgy laboratory could have apparatus for casting or refining metals or for testing their strength. A chemist or biologist might use a wet laboratory, while a psychologist’s laboratory might be a room with one-way mirrors and hidden cameras in which to observe behavior. In some laboratories, such as those commonly used by computer scientists, computers (sometimes supercomputers) are used for either simulations or the analysis of data. Scientists in other fields will still use other types of laboratories. Engineers use laboratories as well to design, build, and test technological devices.
Scientific laboratories can be found as research room and learning spaces in schools and universities, industry, government, or military facilities, and even aboard ships and spacecraft.
Despite the underlying notion of the lab as a confined space for experts, the term “laboratory” is also increasingly applied to workshop spaces such as Living Labs, Fab Labs, or Hacker spaces, in which people meet to work on societal problems or make prototypes, working collaboratively or sharing resources. This development is inspired by new, participatory approaches to science and innovation and relies on user-centred design methods and concepts like Open innovation or User innovation,. One distinctive feature of work in Open Labs is the phenomenon of translation, driven by the different backgrounds and levels of expertise of the people involved.
The emergence of Big Science during World War II increased the size of laboratories and scientific equipment, introducing particle accelerators and similar devices.
The earliest laboratory according to the present evidence is a home laboratory of Pythagoras of Samos, the well-known Greek philosopher and scientist. This laboratory was created when Pythagoras conducted an experiment about tones of sound and vibration of string.
In the painting of Louis Pasteur by Albert Edel felt in 1885, Louis Pasteur is shown comparing a note in his left hand with a bottle filled with a solid in his right hand, and not wearing any personal protective equipment.
Researching in teams started in the 19th century, and many new kinds of equipment were developed in the 20th century.
A 16th century underground alchemical laboratory was accidentally discovered in the year 2002. Rudolf II, Holy Roman Emperor was believed to be the owner. The laboratory is called Speculum Alchemiae and is preserved as a museum in Prague.
Laboratory techniques are the set of procedures used on natural sciences such as chemistry, biology, physics to conduct an experiment, all of them follow the scientific method; while some of them involve the use of complex laboratory equipment from laboratory glassware to electrical devices, and others require more specific or expensive supplies.
A computer lab is a space where computer services are provided to a defined community. These are typically public libraries and academic institutions. Generally, users must follow a certain user policy to retain access to the computers. This usually consists of rules such as no illegal activity during use or attempts to circumvent any security or content-control software while using the
computers. Computer labs are often subject to time limits, this is to allow more people have a chance to use the lab. It is also common for personal login credentials to be required for access. This allows institutions to track the user’s activities for any possible fraudulent use. The computers in computer labs are typically equipped with internet access, scanners, and printers and are typically arranged in rows. This is to give the workstation a similar view to facilitate lecturing or presentations, and also to facilitate small group work. For some academic institutions, student laptops or laptop carts take place of dedicated computer labs. However, computer labs still have a place in applications requiring special software or hardware which are not easily accessible in personal computers.
While computer labs are generally multipurpose, some labs may contain computers with hardware or software optimized for certain tasks or processes, depending on the needs of the institution operating the lab. These specialized purposes may include video editing, stock trading, 3-D computer-aided design, programming, and GIS. Increasingly, these have become the main purposes for the existence of traditional desktop-style computer labs, due to rising ownership of inexpensive personal computers making use of the lab only necessary when the expensive, specialized software and more powerful computers needed to run it are required.
In some settings, traditional desktop computer labs are impractical due to the requirement of a dedicated space. Because of this, some labs use laptop carts instead of desktop setups, in order to both save space and give the lab some degree of mobility. In the context of academic institutions, some traditional desktop computer labs are being phased out in favor of other solutions judged to be more efficient given that most students own personal laptops. One of these solutions is a virtual lab, which can allow users to install software from the lab server onto their own laptops or log into virtual machines remotely, essentially turning their own laptops into lab machines.
Innovation management is a combination of the management of innovation processes, and change management. It refers to product, business process, marketing and organizational innovation. Innovation management is the subject of ISO 56000 (formerly 50500) series standards being developed by ISO TC 279.
Innovation management includes a set of tools that allow managers plus workers or users to cooperate with a common understanding of processes and goals. Innovation management allows the organization to respond to external or internal opportunities, and use its creativity to introduce new ideas, processes or products. It is not relegated to R&D; it involves workers or users at every level in contributing creatively to an organization’s product or service development and marketing.
By utilizing innovation management tools, management can trigger and deploy the creative capabilities of the work force for the continuous development of an organization. Common tools include brainstorming, prototyping, product life cycle management, idea management, design thinking, TRIZ, Phase–gate model, project management, product line planning and portfolio management. The process can be viewed as an evolutionary integration of organization, technology and market by iterating series of activities: search, select, implement and capture.
The product life cycle of products or services is getting shorter because of increased competition and quicker time-to-market, forcing organisations to reduce their time-to-market. Innovation managers must therefore decrease development time, without sacrificing quality or meeting the needs of the market.
Innovation management (IM) is based on some of the ideas put forth by the Austrian economist Joseph Schumpeter, working during the 1930s, who identified innovation as a significant factor in economic growth. His book “Capitalism, Socialism and Democracy” first fully developed the concept of creative destruction.
Innovation management helps an organization grasp an opportunity and use it to create and introduce new ideas, processes, or products industriously. Creativity is the basis of innovation management; the end goal is a change in services or business process. Innovative ideas are the result of two consecutive steps, imitation and invention.
By utilizing innovation management tools, management can trigger and deploy the creative capabilities of the work force for the continuous development of an organization. Common tools include brainstorming, prototyping, product life cycle management, ideation, TRIZ, Phase–gate model, project management, product line planning and portfolio management. The process can be viewed as an evolutionary integration of organization, technology, and market, by iterating series of activities: search, select, implement and capture.
Innovation processes can either be pushed or pulled through development. A pushed process is based on existing or newly invented technology that the organization has access to. The goal is to find profitable applications for the already-existing technology. A pulled process, by contrast, is based on finding areas where customers’ needs are not met and finding solutions to those needs. To succeed with either method, an understanding of both the market and the problems are needed. By creating multi-functional development teams, containing both workers or users plus marketers, both dimensions can be solved.
Innovation, although not sufficient alone, is a necessary prerequisite for the continued survival and development of enterprises. The most direct way of business innovation is through technological innovation, disruptive innovation or social innovation. Management of innovation, however, plays a significant role in promoting technological and institutional innovation.
The goal of innovation management within an organization is to cultivate a suitable environment to encourage innovation. The suitable environment would help the organizations get more cooperation projects, even ‘the take-off platform for business ventures’. Senior management’s support is crucial to successful innovation; clear direction, endorsement, and support are essential to innovation pursuits.
Innovation is often a technological change that outperforms a previous practice. To lead or sustain with innovations, managers need to concentrate heavily on the innovation network, which requires deep understanding of the complexity of innovation. Collaboration is an important source of innovation. Innovations are increasingly brought to the market by networks of organizations, selected according to their comparative advantages, and operating in a coordinated manner.
When a technology goes through a major transformation phase and yields a successful innovation, it becomes a great learning experience, not only for the parent industry but other industries as well. Big innovations are generally the outcome of intra- and interdisciplinary networking among technological sectors, along with combination of implicit and explicit knowledge. Networking is required, but network integration is the key to success for complex innovation. Social economic zones, technology corridors, free trade agreements, and technology clusters are some of the ways to encourage organizational networking and cross-functional innovations.