Département amélioration
des méthodes pour
l'innovation scientifique
Ci rad-amis
Consultancy Mission Report
on the Philippine Coconut Authority (PCA) Quezon City, Manila, Philippines
17 -29 October 1999
Establishment of a Plant Tissue
Analysis Laboratory at
The Philippine Coconut Authority
PCA Report mission October 17-29, 1999 pl/17 .
Paul·FALLAVIER
Programme AGRONOMIE
Département AMIS
5 Novembre 1999
N° 46 /99
Ordre de mission 40 08 9126Consultancy Mission Report
on the Philippine Coconut Authority (PCA) Quezon City, Manila, Philippines
17-29 October 1999
Establishment of a Plant Tissue
Analysis Laboratory at
The Philippine Coconut Authority
PCA Report mission October 17-29, 1999 p 1/ 17
Paul FALLAVIER
Programme AGRONOMIE
Departement AMIS
5 Novembre 1999
N° 46 /99
Ordre de mission 40 08 9126Summary
This visit is the third and last one planned in the consultancy contract for the modernization of the PTAL.The objectives of this visit are i) to check the state of the project about the building and the analytical equipment, ii) to give some suggestions about the organisation of the lab and the data management, iii) to propose some complementary services to the leaves analysis, i.e. soil analysis, fertilizer analysis, methodology.
i)According to the pending items listed in the previous report mission (May 1999), the installation of the analytical equipment can be considered as completed. The problem observed for the CFA analyser can be solved. The replacement of the sampler of the AA300 Perkin Elemer AAS is expected very soon. Some adjustements - by the supplier - are still necessary to make the EA 2410 (N analyzer) fully operationnal.
The building is operationnal; some minor water leaks are still visible, this problem should be solved during the installation of the aflatoxin and microbiology laboratories on the third floor. A special attention has to be paid to the electric installation (incident on the 26th of October), and the safety has to be improved.
ii) In order to be able to analyze 800 samples per month, the laboratory has to be organized. Using flowcharts for describing the main activities in the lab, the main process and the tasks, it is concluded that a 15 people staff is necessary, corresponding to 4 levels of competence. An agronomist should be assigned to the PT AL to take in charge the recommendation .. The data management will be done with the help of a database. For implementation, it is necessary to list and to describe the data and their relations in order to define the suitable tables. A software has to be choosen, at the PCA level. Some trainings are necessary for this purpose.
iii) Presently, the free time should be used to introduce and calibrate some basic soil analyses in accordance to the available glassware and the SEALNET recommendations. Other
analyses, depending of the needs of the agronomists could be carried out as a research work (methodology).
In conclusion, we suggest to take into account these proposals inside a Quality Assurance System. A specific training at CIRAD in France is proposed to start this action.
Key words: laboratory, plant analysis, quality, data management, laboratory organisation. Coconut, Philippines.
Introduction
An urgent need to modernize the existant Plant Tissue Analysis Laboratory (PTAL) of the Philippine Coconut Authority was identified to support the Small Coconut Farms
Development Project (financed by the World Bank)
Three missions were planned along the process of the establishment of the new PTAL: 1-31 October 199 5 ( defining the means, i.e. staff, scientific equipment, premises ), 11-31 May 1999 (installation and operation of the lab), - available mission reports to PCA- and 17-29 October 1999 (final check and planning). This report is related to the last visit. The objectives are i) a quick final checking, , ii) to make some proposals about the general organisation and data management, iii) to plan some further activities (training, assurance quality).
All the suggestions are made for a 800 leaf samples per month hypothesis
1. State of the project
According to the pending items listed in the former report mission (May 1999), the progress of the installation is the following :
1.1.
Equipment
Equipment Observation Corrective action Result
Atomic absorption Delivered sampler out of To be repaired or changed The problem is identified.
order The sampler is expected
soon.
CF A continuous flow Data transfer problem Corrected on May 14, but Must be definitively
analyzer colorimeter occured again corrected while under
guarantee ( ?)
Muffle furnace Door isolation defect Change it OK
Hot plate Rounded plate when Inform supplier OK. No more problem in
heated normal use.
Bench top centrifuge Max speed not reached Check by the supplier OK.
Water purification system Missing cartrides Not yet delivered
Security Extinguishers Install one in each room In process
lab
Medicine cabinets, Install one in
eyewash stations mineralisation rooms
Table 1 : The pendmg equipment problems noticed m May '99 and their resolut10n
Some comments :
• the results ofN delivered by the elemental analyzer PE 2410 are reproducible and steady, but around 7% higher than the expected value for the reference sample. It is suggested to use the reference sample as internal standard for an immediate corrective action, but the supplier has to correct this problem as soon as possible.
• For the CF A analyser, the problem seems to be solved by the software : the reinitialization of the logical link between the analyser and the computer is sometimes necessary (the reason is not clearly identified). The procedure is described in the user's guide.
• I encourage the staff to use intensively the equipment before the end of the guarantees, as the breakdowns occur rather at the beginning of their life. In case of problems - as for
example the simultaneous and identical damages of the Ohaus balances - it is important to inform the suppliers by a letter to identify with them a preventive action.
1.2. Training
Most of the planned trainings are completed. The need of training for the use of the computer
network is now urgent, as the server is installed. The objective is to make one person (and
another one as substitute) able to administer the network. It is different of the data
management which is described farther in the report.
Training Supplier Completion Comment
CFA use Bran & Luebbe Yes (August 1999) Elemental Analyzer Perkin Elmer Yes (June 1999)
lmprovemnt & evolution CIRAD, France Planned second semester Granted by french
(2 people) 2000 administration
Network management Local Data base management Local
1.3. Building
Some water leaks are still visible in the boron mineralization room ; this problem should be
solved with the installation of the aflatoxin and microbiology laboratories on the third floor. Some
rain water is going down via the ducts for the fumes extraction, probably because of the
combination of rain and wind. It should be easy to improve and modify the duct exit on the
roof. An important leak remains on the third floor, just above the mineralization room,
without consequence for the moment in this room.
During my visit, on October 26, the destruction of a circuit breaker, producing a lot of fumes, reminds
the security concerns. The acquisition of additionnal extinguishers is in progress. The staff will be trained to use properly the different types of extinguishers. Some fire drills have to be at least yearly organized. Maps showing the emergency ways and exit should be posted to guide the staff and visitors in case of evacuation.
PCA and PTAL have to comply with the local regulations about safety and security.
2. Organisation
The general objective of the laboratory is to deliver accurate and reliable analytical results in
short time. The translation of results into recommendation is made by the laboratory under the
responsability of another service. A such service requires polyvalent, qualified and responsible staff.
According to the good laboratory practices a set of documents (general procedures,
operationnal procedures, instructions ) have to be written. The use of tables, flowcharts, ... is
a convenient way to establish them.
These whole documents will be the manual quality of the PTAL (see§ 4).
Beside the quality system, the staff (number and qualification) is an essential part of the
organisation. To approach these two connected points, I propose to examine the activities and
the main processes in the lab in order to identify the operationnal tasks, the level required to operate and finally the number of persons and the nominative organizational flow chart.
2.1.
The main activities
As shown in figure 1, three types of activities are necessary in the laboratory to synchronize and manage the means (staff, equipment, premises, chemicals) for the acomplishment of analyses of plant tissues (and soils in the near future). The following discussion supposes that the average number of leaf samples is 800 per month. Some other data are taken from the report« Sustainable operation of the Modern PCA- Plant Tissue Analysis Laboratory» (July 1998).
The recommendation is to not mix in the same procedure some information or instructions
related to different type of activities.
As a matter of fact the management activities (including data managemeent) will be described by general procedures, the analytical activities by operationnal procedures (the methods) and the maintenance activities by instructions.
The methodology activity is closely connected to the analytical activity, as included in this one. However, this activity in not permanent, so it will be discussed separately(§ 5).
Figure! : Schematic layout of the principal activities of the laboratory MANAGEMENT ADMINISTRATION CLERICAL ACTIVITY ADMINISTRATION STAFF MANAGEMENT DATA MANAGEMENT TECHNICAL ANALYTICAL ANALYSES (PLANT TISSUE, SOIL, .... ) A 'v METHODOLOGY RESEARCH
I
MAINTENANCEI
EQUIPMENT GLASSWARE CLEANINGQUALITY ASSURANCE AND PTAL MANAGEMENT
2.2. The main processes
We can identify two main processes: the analytical process and the data management process.
It is necessary to describe the process to enumerate all the required tasks, their
relationships and the responsability levels leading to the final results. These will make easier the writing of procedures and the establishing a list of the tasks.
To do this work, a useful method is based on a flowchart with three columns to i)describe the successive steps, ii) identify who is performing the corresponding action , iii) show how each action is carried out (very briefly).
An example of process flowchart is shown on the following page. It has to be completed by the PT AL responsibles.
2.3. The tasks
When fully operationnal, the PT AL will deal with delivery time of the results. The number of different tasks to be made is very large. So it is necessary to list these tasks, then identify the required level for correct operation and distribution among the staff. The principle is that each task can be operated by at least two people, and that each people is able to do several tasks. The objective is to never stop an analysis or an activity because of the unavailability of an operator ( vacation, illness, training ... )
Two types of organisations are possible. On one side, we can consider that the one - or the team - in charge of an analysis does the extraction, the measurements, the calibration and the current maintenance (mainly cleaning) of the equipment used for this analysis. On the other side, the analysis is cut in elemental tasks (extraction, etc, the same as above), each task is made by a different operator. The first organisation is better to give the sense of responsibility to the staff in charge of a whole process, including a first level quality control. The second is easier to implement if the range of the staff capability is large. I recommend to stucture the laboratory according the first solution, if necessary with small teams ( around 3 persons). To simplify this work, it is proposed to define only 4 levels of competence, with a possible correspondance with the administrative definitions :
Level 1. ... 1 : Division chief
2 : Supervising Science Research Specialist Level 2 ... 3 : Senior Science Research Specialist Level 3 ... .4: Science Research Specialist II
5 : Science Research Specialist I Level 4 ... 6 : Science Research Assistant
8 : Laboratory Aide II
A better fit is to be find. The very specific tasks of the clerk are· not included here. We can give approximatively as level definitions the following :
Level 1 : it is the genaral managment level, including the management of the quality. Level 2 : the person is able to do all the tasks in the lab, including the use and primary maintenance of the analytical equipment;
Level 3 : the person is able to do alone some analytical tasks and use some analytical instruments under control ;
Level 4: the person is able to do alone simple tasks (grinding, glassware cleaning, ... ) or simple analytical tasks as extraction under control ;
Figure 2 : An example of analytical process ) Request of \ Clients
l ..
Analyses ...•....•... J··· --- 0 Sample reception Receiving section no Reject or correctionAssignement of samples for analyses Yes Chemical analyses Quality control Validation Integration Consolidation
I
FERTREC run...
.l. ...
:
no Letter.Form, ... Who? How? Who? How?Lab chief How ?
procedures
l
ARMD check ;--··· ARMD manager ~...
:Release of the results and recommendation
End
PCA Report mission October 17-29, 1999 p 8/ 17
Lab eh;ef ···-··· -
D
Legend of the boxes :
...
.
.
.
.
.
.
.
.
Parts of the process out of the lab.
.
...
Analytical tasks
Managerial/organisationnal tasks
According to this discussion, the analytical tasks and general tasks could be ideally assigned as follows:
Table 1: An example of tasks assignement table
Tasks Lt ;a Lt ;b Lt ;c Lt; ... L2;a L2;b L2;c L2 ; ... L3;a Ll;b
...
totalTI I 0.5 0.5 ~2 T2 I ~2 T3 0.5 0.5 ~2 T4 I ~ 2 TS 0.5 1 0.5 ~2 T6 1 I ~2 T7 ~2 T7 ::: 2 T9 0.5 0.5 1 ~2
...
~2 Ti ~2...
~2 T last I I ::: 2 total ~2 ::: 2 ~2 ~2 ~2 ~2 ~2 ~2 ~2 ::: 2 ~2Example of table tasks x persons : each task is acomplished by at least 2 people, each people is able to perform at least 2 tasks. Different levels (LI, L2, L3, ... ) and several people per level are considered. Tasks can be done full time or half time, ....
Taking information from the report« Sustainable Operation of the Modem PTAL », completed with some tasks identified previously, we would arrive to the following table, which has to be filled in:
Table 2: Detailed tasks assignement table
..
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u 1A ·, ·,""'.,'.';.s;_ ' -.,_-,.,e<,: '~'l""' rt -i,~.t:a~"'ti~ a~ 6 4'a 4b 5~ ~~~ 6ti~ _c~ 7~ 8ai.8li'N extract ll measure
"
quality control p extract"
ll measure"
quality control K,Na extract ll ll measure"
quality control Ca, Mg extract ll"
measure"
quality control Fe, Cu extract"
ll Mn,Zn measure ll quality control B extract"
measure ll s extract ll measure"
quality control Cl extract"
measure"
quality control }·, · ,, :( ,·,;' It D i;t~;l' ,, ~.
1~1~ 8~-'b-~ J~ u,~48J; 4D f~@~ u ~·vl-.,!' ~-.,-;·~Cf;;l8.;\:tUa·~.GDi ICP management AA management CFA management EA management network administration clerical activitiessupervising, planning, monotoring activities
"
ll"
soil analysis and calibration of procedures ll research & methodology"
quality assurance, planning qualitydata management
standard/reagents, equip.maintenance
"
"
calibration of lab instruments a"
cleaning glassware, general maintenancestock inventory
Codes
1 division chief
2 supervising science research specialist. 3 senior science research specialist 4 science resarch specialist II 5 science resarch specialist I 6 science resarch assistant 7 clerk 8 laboratory aide II PCA Report mission October 17-29, 1999 p 10/ 17 ll
"
"
ll" "
ll"
ll"
ll"
a ll"
a a ll a a aIt is possible to simplify this kind of table considering teams instead persons. In this case the
distribution of general assignements is made to each team, the detailed distribution of tasks is
managed at the team level. For example we can define a major-minor elements team, a
N-B-S-Cl team, etc. With this hypothesis, the team manager would be at the level 2. So we could
propose a pyramidal structure, but the organigram has be simultanously well defined to make
clear the role and responsibility of each one, flexible to fit the analyses requests (type of
analyses at a given time), and evolutive to face the increasing number of samples in the next
months. Finally, we arrive to a structure very close to the one shown in the « Sustainable
Operation of the Modem PTAL » p.9, the main difference is introducing the mobility of the
staff to promote the multi-tasks possibility depending on the present needs. In other words,
that means that the staff can join an other team if necessary, at each level.
Figure 3 : Proposal of a flexible organigram
Level I Level2 Level3 Level4 Legend SUPV
--r. -
- ,
I
team managerI I
I
Soil, method.I
Major/minorI I
N, B, S, ClI
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onepeople- - -
-
-
Limit of the leaves analyses teamsLimit of the soil analysis and methodology team
Means the possibilty of shift from one team to another
The number of required people (13) is based on the experience of equivalent laboratories, the
equipment, and the capacity of the muffle furnace as an estimation of the number of samples
which can be mineralized at the same time, as detailed in the first mission report of November
1995 which proposed 15 people to be more comfortable. A--such p..,rramidal organisation leads
to the following estimation of the positions :
Chief of the lab (level 1) 1 Division chief
Chief assistant (level 1) 1 Supervising Sc. Res. Specialist
Team manager (level 2) 2 Senior Sc.Res. Specialist
Analyst (level 3) 4 Science Res.Specialist
Assistant/aide 4 Science Res. Assistant, Lab. aide
i.e. 13 people including the clerk
This 13 people staff should be completed by two laboratory aides for the glassware cleaning
and other general tasks of an equivalent level, who are not identified in the former diagram.
3. Data management
A very short inventory of the data transmitted to or produced by the laboratory during the whole process is as follows :
Figure 4 : Different types of data in the laboratory
Data from the field: General information ( name of the farmer, location, sampling date) DB
Environment information (type of soil, topograpraphy, rainfall) DB Crop information (fertilizers rate, yield, variety) DB
Sample information (rank, leave color) DB
Data from the lab Analytical results DB
Intermediate data (traceability of the quality) LN (calibration, raw data, ref sample results)
( control charts, verification)
~
Recommendation
DB (agonomical database) + LN (laboratory notebooks, computer printouts) = LIMS
Some other data, as the costs of the analyses, will appear also in the database if we
automatically produce the invoices.
DB
We suggest to make an exhaustive list of the data, associated and classified according to
figure 4. In front of each data should appear :
• A description of the data
• The number of the data (occurrence per year)
• The use of the data (why do we need to store this data?)
for the recommendation, to produce an invoice, to compute the recommendation, etc . ...
The second step is to organize these data, identifying the relations between them. At the end
of this step, it should be possible to define the main tables of the database, and their relations.
An example of data base structure is shown in figure 5. At this step, this work shall be
independent of the software which will be used. The choice of this one should be done at the
PCA level to insure the compatibility with other databases and to help the PT AL in
developping its project. However, as the network is operating under Windows NT®, a
Microsoft@ product, the choice seems only between Access® and Visual FoxPro@.
A data flowchart , as the one displayed about the analytical process, will be helpful to describe the flow of the data and their relations.
Figure 5 : Example of data base structure
Requests table
Request# Client Date Nrof First Last N p
samples sample# sample#
I 123 3 I 3 3 ~ 2 65 4 4 7 4 4
-
0 ::s ..., (1) §I" o· ::s ,-.. ::rSample ide11tificatio11 table(s) (1) ..., (1)
Request# Sample# Identification ::s II
l I AAAAl23-54-TYUI-A .... ' - ' \,) I 2 AAAA135-54-TYUI-A ~
....
~ I 3 AAAA342-54-ZERT-B ~ I to 1 relation ... . .... . ... 2 7 BBBAOOO 1-23-WWWW Results table Request# Sample# N% P% K% ... Bppm . .... I I I 2 I 3 ··· ... 2 7Optionnal tables, depending on the use of the data :
Clients table
Code Name Adress Phone# Fax#
123 65
Cost of analysis table
Analysis Govemement Private
Total N 250.00 300.00
Total P 250.00 300.00
Total Zn 350 .00 400.00
These tables are used to establish the invoices and to transmit the results. A specific table could contain the sample# and the recommendation : type of fertilizers and rates of
fertilization. A set of tables could be conceived to make easier the introduction of field data when taken by selection among a list of options.
PCA Report mission October 17-29, 1999 p 13/ 17
--The required trainings are :
• Windows NT@, to be able to administer the Network;
• Access®/visual F oxPro@, to be able to developp the database application ;
• Visual basic@ prograrnrnation, to be able to program macros or equivalent.
These trainings can be followed localy.
4. Quality assurance
The Quality of the analyses is the main permanent objective of the laboratory. The quality assurance is the general organisation in place to reach this objective; it is based on a set of stated and systematic arrangements required to give confidence in the laboratory results. That means it is necessary to write progressively some documents to describe all the type of
activity and the tasks. Typically, according to the ISO guides, a quality system includes 6
types of documents :
Table 3 : Overview of the Quality documentation.
Documents Contents
Assurance Quality Manual General description of the system; it is like the lab's curriculum vitae General pocedures Description of general process ; data and documentation management,
purchase process, staff training, traceability, management of non conform results and clients' complain, establishment of the recommendation.
Operationnal procedures Analytical methods
Instructions Instructions on the use and maintaining the equipment
Forms Inventory of all the forms used in the lab: request of analyses, result and recommendation, laboratory notebooks, ....
Quality records When some forms are filled out, they become quality records (assure the traceability)
The objective of a quality management is to continuously improve the quality, according to
Deming, following the quality wheel :
Figure 6: The Deming wheel: Plan, Do, Check, Act.
Act Plan
Check Do
This wheel shows that the effort to reach the quality is never finished ; if it stops, the wheel goes back. This effort is also progressive, that means the quality is progressively reached step by step. It is a good opportunity to start this approach because the laboratory is new. Then, it will make easier the accreditation or certification process, which are important to get contracts from the private sector.
The training we are trying to plan in 2000 should focuse on this point, getting profit of the experience of the CIRAD laboratory.
5. Other analyses, methodology
5.1. Soil analysis.
Presently, the free time should be used to introduce and calibrate some basic soil analyses -pH, mecanical analysis, organic matter, exchangeable cations, cationic exchange capacity, available phosphorus - according to the available glassware, the SEALNET
recommendations ( expected in December 1999) and the procedures which are already used in Philippines. Other analyses, depending of the needs of the agronomists could be carried out as a research work
The need of micro-nutients analysis as well as heavy metal and toxic element is rising. Most of them could be analyzed by ICP spectrometry and/or by flame atomic absorption depending on the content level ; Hg and Se can be analyzed with the hydride kit with atomic absorption. In not contamined soils, Cd has generaly to be measured with a graphite furnace AA
spectrometer.
5.2. Methodology
Methodology will mainly deal with the dynamics of elements in the system soil/water/plant. It is often based on the fundamental process in a such system : exchange,
adsorption/desorption, precipitation, dissolution, complexation. Each one can be described with simple but efficient models. A methodological work will start when the need of a better understanding of phenomena is required ; it is generaly revealed by the poor significance ( and so, poor interpretation) of analytical data obtained with usual methods.
A methodological study should be carried out as a project ( clearly identified objectives, an agenda, a deadline, a final report). It could be a good opportunity to receive some students from the university to participate to this kind of work, as a complement to the laboratory staff for the duration of the project.
The link between analytical activity-recommendation-methodology could be improved by the permanent position of an agronomist in the laboratory. Actually, when PTAL will be fully operationnal, the recommendation work will become a full-time work which will no longer be compatible with the present organisation.
5.3. Fertilizers, manures
The main objective of analyses of fertilizers which could be performed by PT AL is to check the composition of the fertilizers. As these analyses are close to an official control, it is
necessary to use the official procedures used in the Philippines for this purpose, if available. If
not, we can use procedures largely and commonly accepted (the ones of AOAC for example).
However, the AOAC or equivalent procedures don't take into account modern analytical
techniques ; it is possible to comply with the extraction part of these procedures and then use
the modem available techniques of the laboratory for the measurements. In this case, the
complete procedure has to be written, to serve as reference.
6. Training
To be clear, we summarize here suggested trainings discussed above in the different
paragraphs.
• Network management/administration: at the end of the training the network manager
(level 2) has to be able to use command utilities or menu utilities. The current tasks are
granting and revoking trustee rights of the users. He will be in charge of the back-up of
the database too. It is not necessary to have a detailed knoledge of the hardware , but a
minimum information could be useful. A one week training should be sufficient.
According to the general recommendation above, two persons should be involved.
• Database training: at the end of the training, the trainees (level 2) will be able to conceive
the structure of the database, implement it using the interactive commands, prepare the
forms, requests, printouts. A two weeks training is probably required, for two persons.
• Macro programming : to automatize some operations (for example, directly copying of the
analytical data into the database), macros programming is required. Probably, the
language will be Visual Basic@ (it is the one used in Access® and FoxPro@). This training
is more complex, because some prerequisites are necessary and should be acquired at the
same time: object oriented language, programming technique. A four weeks training
seems suitable. Level I or 2 is required.
• Quality assurance : we propose a one month training at CIRAD to know more about the
basic principles of the Quality Assurance and to define the genral layout of the Quality
Assurance System of PTAL. The objective is to give enough information to developp
further the whole system of PT AL. Some procedures could be written during the training.
• Soil science : during the same visit to CIRAD, an overview of soil process modelling
would permit to start quickly some methodology researches in PTAL ( exchange,
adsorption/desorption, precipitation dissolution). We suggest that two persons (level I
and/or 2) follows these two trainings
The trainings about computers will be in Phillipines. The trainings in soil science and Quality .
Assurance in France. A financement has to be identified with the help of the Delegation Aux
£changes Scientifiques Internationaux of CIRAD . As soon as the forms are available, the request will be established to organize these trainings in the early weeks of 2000.
7. Budget
The revenues of the analyses will be an important part of the balanced budget of the
laboratory. With the help of the accounting service, the exact cost prices of the main analyses and measurements have to be calculated, and then realistic selling prices will be established, according to the policy of the PCA Adminisration regarding the budget of the PT AL. The question is to know what will be the use of the analyses revenues (general operation, purchase of equipments, ... ).
The costs proposed in the report« Sustainable Operation of the New PTAL » are high, but they include the recommendation. Generally, the clients complain about the costs of the analyses, but they are ready to pay a reliable recommendation. The level of the costs shall take into account the selling prices of competing laboratories.
Conclusions
The process of establishment of the new Plant Tissues Analysis Laboratory is now finished. That does not mean there is no longer something to do to maintain and improve the quality of the services supplied by the laboratory; this evolution is part of the normal life of the
laboratory, as the breakdowns of equipment for example.
The high qualification of the staff, the modem equipment and the new modern building guarantee the successful operation of this laboratory.
Some additionnal training will make it fully operationnal and able to deliver a set of complementary services : leaf analysis, soil analysis, recommendation and methodological research to improve these services. Later, trainings could also be delivered by PT AL. To reach the quantitative objectives, a staff of 15 people and an agronomist in charge of the recommendation is a realistic goal. In this situation, some additionnal equipment (washing machine for glassware, hydride kit for AAS for example) will be required.
A GLP or ISO based management will guaranty the quality of the PTAL services and, eventually, its permanence.
Acknowledgements and thanks
At the end of the consultancy, I want to thank the staff of the PCA and PT AL who welcome me very kindly during the three visits I did since October '95. In despite of the disturbance I introduced in the laboratory, Carmelita Pabustan and her colleagues were always very friendly and patient with me.
I hope this collaboration will continue, beginning with some visits in Montpellier, France, during the first months of the new millenium. The PT AL shall feel to be free to contact the CIRAD Analysis Laboratory of the Agronomy Program for any questions or information requests (phone number 33467615822, fax number 33467615642, or e-mail
paul.fallavier@cirad.fr, daniel.babre@cirad.fr, alain.aventurier@cirad.fr).
