Operational Excellence to Improve Pharma Production

Agreed that you might be using best practices to ensure safety, quality and efficacy of your pharma products. But what about operational excellence to improve production? 

Are your manufacturing processes regimented, adaptable and compliant?

Perhaps, the two prime killers of efficiency are

-> Negligence and

-> Non-compliance

Negligence may occur when employees disregard measures and protocols or show laxity in their duties. Sometimes, negligence in workplaces may be due to unawareness, lack of specific knowledge or training or forgetfulness.

Normally, when we abandon strict procedures, then it’s that heedlessness that leads to flawed affairs. For example, when a manufacturing company is achieving maximum productivity, but neglects to focus on minimizing waste or operating costs, then it simply means that the company is not into ‘lean manufacturing’.

Defective or improper manufacturing may lead to serious problems. For instance, when some part of a production line becomes partially damaged, then there may be no immediate stoppage of the machine, but there may arise variations in product quality.

When you come across contamination in pharma products, it’s essential and urgent that you identify contaminants and its source. When all is done and necessary actions are taken, then think how to prevent contamination in the future.

On the other hand, noncompliance to manufacturing standards and drug authorities’ statutes is also a serious issue. What it means when compliance issues continue, drug authority warnings are not properly addressed, new products aren’t produced even after approvals or deviations from current Good Manufacturing Practices (cGMPs) are noticed but no timely decisions and actions are taken.

Well, with too many problems, progress of a company slows down. No augmentation in product portfolios means either low innovation or retarded product launches. Malfunctioning processes means delays and inaccuracies in workflow and that leads to hampered productivity.

In fact, when you simplify processes, there’s more room for improvements, accelerating capabilities and greater operational efficiency.

Select which segments need improvements. Decide what process optimization methodologies and pathways can be applied. Think of perfect timelines for achieving viable results. Moreover, introducing continuous improvement programs and training employees is key to enhance coordination, mindfulness, clear communication, timely follow-up and workplace efficiency.

And then, think in what ways production and warehousing facilities can be developed for accelerating capacities to meet market demands and better serve customers. Finally, from start to end, think how to improve operational efficiency by minimizing costs, managing innovative changes and reducing errors.

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