Raw Materials & Consumable Laboratories – Why A Push-Based Operating Model Does Not Work

Raw Materials & Consumable Laboratories – Why A Push-Based Operating Model Does Not Work

Raw Material and Consumable Laboratories occupy a critical position within manufacturing organisations, yet they are often among the most pressured and reactive parts of the operation. Their core purpose is straightforward: to ensure that materials are tested and approved in time to support production. However, in practice, these laboratories frequently find themselves trapped in a cycle of urgency, constantly reprioritising work and operating in what feels like a permanent firefighting mode.

The Volatility Trap: Why Incoming Deliveries Break the Lab

• Deliveries arrive unpredictably, influenced more by procurement strategies than production requirements.
• Large numbers of diverse materials require testing, each with different specifications and methods.
• Testing is fragmented, with small run sizes and specialist requirements
• Scheduling is dynamic, frequently shifting to respond to “urgent” requests

This all contributes to an environment that feels inherently unstable.

This volatile environment is driven by push-based model in place in most raw materials laboratories, where testing is largely driven by the order in which materials are received. While priorities may be adjusted along the way, the underlying logic remains focused on inputs rather than outputs. As a result, laboratories spend significant time and effort reacting to changing priorities, interrupting work, and managing excessive work-in-progress. In this system, volatility is not simply present—it is amplified by the way the lab operates.

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A more effective approach is to manage the volatility by aligning with production demand. Rather than asking which material arrived first, the laboratory should focus on which material is needed next by production. This reframing changes the operating model entirely, moving from a chaotic reactive system to a demand-driven system.

In a demand-aligned laboratory, priorities are determined by the gap between production requirements and available approved stock. Materials that are needed to meet upcoming production are tested first, while those that are not immediately required are deferred. Testing is effectively paced to match the rate of consumption, ensuring that the laboratory supports continuity without creating unnecessary workload.

This alignment brings a number of tangible benefits:

• Productivity Increases as analysts spend more time completing work and less time switching between materials and priorities.
• Scheduling becomes simpler, particularly when supported by ERP systems that integrate production plans with inventory levels. Testing queues become predictable. Urgent items are clearly defined, reducing subjective decision-making.
• Work-in-progress is naturally reduced because only necessary materials are actively being tested.
• Reprioritisation becomes far less frequent, allowing analysts to complete tasks without interruption.

Ultimately, best-in-class performance in a raw materials laboratory is achieved by not importing delivery volatility into testing, but by aligning with business demand. When this is achieved the chaos that once defined the environment gives way to stability, flow, clarity, and control.

• How much of your lab's 'urgency' is actually just unmanaged delivery volatility?
• Are you ready to stop testing what arrived and start testing what is needed?