Running 12–24 sections of a single A&P lab in one week is more like running a small restaurant than running a class. Same dish, different sittings, with prep time in between. This grid is the first artifact you fill out at the start of each unit.
Unit: ______________________________ Week of: ____________________ Coordinator: ____________________
| Day | Time slot | Section | Room | TA | Setup needed (by 30 min before) | Specimens / models / slides | Reset time before next session | Notes |
|---|---|---|---|---|---|---|---|---|
| Mon | AM 1 | ______ | ______ | ______ | ______ min | |||
| Mon | AM 2 | ______ | ______ | ______ | ______ min | |||
| Mon | PM 1 | ______ | ______ | ______ | ______ min | |||
| Mon | PM 2 | ______ | ______ | ______ | ______ min | |||
| Tue | AM 1 | ______ | ______ | ______ | ______ min | |||
| Tue | AM 2 | ______ | ______ | ______ | ______ min | |||
| Tue | PM 1 | ______ | ______ | ______ | ______ min | |||
| Tue | PM 2 | ______ | ______ | ______ | ______ min | |||
| Wed | AM 1 | ______ | ______ | ______ | ______ min | |||
| Wed | AM 2 | ______ | ______ | ______ | ______ min | |||
| Wed | PM 1 | ______ | ______ | ______ | ______ min | |||
| Wed | PM 2 | ______ | ______ | ______ | ______ min | |||
| Thu | AM 1 | ______ | ______ | ______ | ______ min | |||
| Thu | AM 2 | ______ | ______ | ______ | ______ min | |||
| Thu | PM 1 | ______ | ______ | ______ | ______ min | |||
| Thu | PM 2 | ______ | ______ | ______ | ______ min | |||
| Fri | AM | ______ | ______ | ______ | ______ min | |||
| Fri | PM | ______ | ______ | ______ | ______ min |
Block out sections by room first, then assign TAs. Note reset time between consecutive sections in the same room — this is what tells you whether the schedule is feasible or whether you need extra prep staff. A reset of less than 15 minutes between specimen-heavy labs is almost always too short; budget 25–30 if you can.
The lab week begins on the prep day before the first section, not on the morning of the first section. This is what separates programs that finish each week composed from programs that limp into Friday in crisis.
One row per major equipment item (or per bench station, depending on your size). Used for rotating high-wear items across stations so that no single station carries the whole load, and for catching equipment failures before they accumulate.
Term: ______________________________ Coordinator: ______________________________
| # | Item / station | Wk 1–4 | Wk 5–8 | Wk 9–12 | Wk 13–16 | Damage / service | Notes |
|---|---|---|---|---|---|---|---|
| 1 | Microscope # | OK / NY | OK / NY | OK / NY | OK / NY | ______________ | |
| 2 | Microscope # | OK / NY | OK / NY | OK / NY | OK / NY | ______________ | |
| 3 | Microscope # | OK / NY | OK / NY | OK / NY | OK / NY | ______________ | |
| 4 | Microscope # | OK / NY | OK / NY | OK / NY | OK / NY | ______________ | |
| 5 | Microscope # | OK / NY | OK / NY | OK / NY | OK / NY | ______________ | |
| 6 | Microscope # | OK / NY | OK / NY | OK / NY | OK / NY | ______________ | |
| 7 | Heart model # | OK / NY | OK / NY | OK / NY | OK / NY | ______________ | |
| 8 | Brain model # | OK / NY | OK / NY | OK / NY | OK / NY | ______________ | |
| 9 | Torso model # | OK / NY | OK / NY | OK / NY | OK / NY | ______________ | |
| 10 | Skeleton # | OK / NY | OK / NY | OK / NY | OK / NY | ______________ | |
| 11 | Slide tray (cardio) | OK / NY | OK / NY | OK / NY | OK / NY | ______________ | |
| 12 | Slide tray (nervous) | OK / NY | OK / NY | OK / NY | OK / NY | ______________ | |
| 13 | Spirometer / BP cuff | OK / NY | OK / NY | OK / NY | OK / NY | ______________ | |
| 14 | Eyewash / safety eq. | OK / NY | OK / NY | OK / NY | OK / NY | ______________ | |
| 15 | Other: | OK / NY | OK / NY | OK / NY | OK / NY | ______________ |
I run a version of this every term. The tracker isn’t bureaucracy — it’s how you make sure that when the dean asks for a budget number in March, you have actual wear data instead of a guess. Equipment programs that operate without one end up either over-spending (justifying new orders with anecdote) or under-spending (chronically running broken equipment because nobody documented it). Five minutes every four weeks. Worth it.