Worcester Business Journal

22 Worcester Business Journal | June 10, 2019 | wbjournal.com W hen planning to build a cleanroom, companies may not realize they have a choice: a tradition- al stick built constructed on site or a modular facility largely constructed inside and then transported to its final location. While one type isn't necessarily better than the other, each has pros and cons. Space use. e space's intended use can help determine whether modular or stick built is best, particularly if your company is on the smaller side and has only one location. If your goal is to set up long-term manufacturing operations, a more permanent facility may be your best bet. If your cleanroom will need to be considerably customized, stick built will typically provide you with much more flexibility than modular units, particularly in accommodating design changes. However, if there is a likelihood the cleanroom's designated use will change in the future, modular will offer you more flexibility in that aspect. Compo- nents can easily be relocated and recon- figured, or removed from the building altogether. Being able to anticipate future needs can help you make the best decision in the long run. Construction schedule. is one really depends on the size and complexity. Even though a stick-built facility is much more permanent than a modular one, that doesn't necessarily mean it will take longer to build. is route may be more advantageous in terms of schedule. Some modular systems may have long-lead times. ese delays can cause a domino effect in the overall sequence of work, delaying other tasks. However, once on site, modular systems oen take less time and labor to build than permanent cleanrooms, which not only benefits the schedule, but the project's budget. Subsequently, any periods of disruption to building occupants during construction – noise, vibration, distractions, alternate traffic patterns – are reduced. e amount of construction debris generated tends to be less, which is obviously critical when dealing with a cleanroom. Cost. Last but not least, is cost. For many organizations, this is the most important factor when deciding to go modular or stick built, but it shouldn't be the only factor. A modular facility may be less costly, as savings can be recognized through a quicker installation process. ere are tax advantages to modular systems, too. ese facilities are typically not considered part of the building and are viewed as capital equipment, which can be depreciated at a faster rate than a stick-built facility. Companies may recoup some of their initial investment by selling the modular components if the cleanroom is not needed in the future. Upfront cost shouldn't be the only cost consideration, though. It's important to evaluate cost over the facility's lifecycle. Building it is one thing, but maintaining it is another. Regardless of cleanroom type, building materials higher in quality and provide a high level of cleanliness can cost more upfront, but over time, the cost to maintain these materials is low. If you're not sure which is the best route to take, weigh the pros and cons against your company's unique needs. If you know you need a cleanroom right now, but aren't sure you'll need it in the future, modular may be your best option, particularly if your schedule can accommodate long lead times for the materials. If, on the other hand, your business needs require a highly customized facility, stick built can give you more flexibility and can accommodate changes on the fly more easily than modular. 1 0 T H I NG S I know about . . . ... Staying secure By Michelle Drolet Michelle Drolet is CEO of Towerwall, a Framingham data security services provider. You may reach her at michelled@ towerwall.com. 10) Establish a risk baseline. What level of digital risk are you willing to tolerate? Know what key risks will damage your business, then address them based on the threat-level each one poses. Take a triage approach. 9) Capture a complete picture of your network. The number of exploitable endpoints (laptops, printers, phones, etc.) is growing. Take full inventory of devices on your network, especially unmanaged ones. 8) Install a user awareness program. People are the weakest link to your company's data security. Train your staff to spot security risks, teach how best to respond. After training employees on secu- rity pitfalls, test to ensure your program is working. 7) Assess and patch vulnerabilities. It's critically important to say yes to all requested software updates since these will fix known weaknesses and bugs. Consider employing a tool to flag existing vulnerabilities. 6) Deploy real-time automated protection. Real-time tools can scan for issues and resolve them automatically. There's often a time lag between a security alert and its fix; new tools exist to automate fixes, filter and prioritize. 5) Craft an incident response plan. Limit damage to your business by having a response plan making role assumptions clear. Follow a step- by-step playbook. Mock stage an attack to practice your plan. These exercises look good in front of regulators. 4) Get comfortable with your security software. Ask yourself if you are extracting the most value from your existing investment. Sometimes a tweak or reconfiguration will improve usage and utility with little effort and cost. 3) Include security in meetings. Your head of data security should never be left in the dark in matters pertaining to new projects, tech purchases or new applications of existing technology. 2) Don't forget third-party risk. Know which partners/vendors have access to your data and hold them accountable to the same high standards you practice. Test their own security procedures – don't take their word for it. 1) Be vigilant. Data security is an ongoing process requiring constant attention. Your strategy should continually evolve for best results. Don't hesitate to consult outside expertise; responsibility should never fall to one person, it must be ingrained in all people and processes. The risk of a data breach never sleeps and can prove disastrous for any business. K N O W H O W Is a traditional or modular build better? 10 1: H I R I N G O L D E R E M P L O Y E E S BY BRYAN CLARK Special to the Worcester Business Journal BY SUSAN SHALHOUB Special to the Worcester Business Journal A ccording to the U.S. Department of Labor, the number of people in the workforce who are 65 or older is expected to grow by 75% by the year 2050. By way of comparison, that number is expected to grow by 2% for the 25-to-54-year-old age range. ere are benefits to hiring older workers and retaining them. Older workers can save your company money. While some costs, like insurance, might increase, the long-term outlook shows savings. Older team members can start a role and be effective immediately, says Maryalene LaPonsie of U.S. News & World Report. "ey also may have advanced critical-thinking skills that can help them make good decisions quickly," she writes, especially when changes need to be made in the organization. Older workers can serve as mentors to younger workers, adding a beneficial workplace dynamic. The overqualified mindset is outdated. Tenure is difficult to predict at any age, points out the Society for Human Resource Management (SHRM). It's wise to steer clear of stereotypes. "Instead of assuming someone is overqualified, ask all applicants, 'Where does this position fall along your career path?' is … gives the interviewer a better idea of the candidate's goals," advises SHRM.org. ey may be moving to a new career field or improving their commute, for example. Consider creative, flexible schedules to keep older workers on staff. CVS of- fers a snowbird program where employ- ees in Northern states can temporarily transfer to stores in warmer climates in the winter. "Suzanne Fontaine, 66, a certified pharmacy technician at a CVS in Richmond, R.I., said she would have retired years ago if the company had not let her work the winter months at a CVS in Naples, Fla., where she and her husband have a second home," writes Steven Greenhouse of e New York Times. Bryan Clark is an estimator at Maynard construction management firm JM Coull, Inc. W W W

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