This major pharmaceutical company develops and produces active pharmaceutical ingredients and compounds for export to a global marketplace.
The lean transform initiative concentrated on operations within the quality control laboratory. With a 10% growth in throughput identified for the following year the existing operation was already suffering from overcrowding and extended cycle and product lead times.
To implement 5s principles in the laboratory, improve the use of the existing laboratory, improve customer satisfaction, reduce cycle times and assess the need for laboratory expansion.
This innovative medium sized pharmaceutical company produces a wide variety of products — solids, liquids, aerosols, capsules and tablets.
The lean start initiative focused on laboratory throughput time. The large range of products created significant complexity in the scheduling, queuing, coordinating and conducting of tests being carried out in the laboratory.
To reduce the time between the arrival of a test sample in the laboratory and the completion of it’s testing thus improving throughput time.
Prior to the Lean Start initiative, laboratory throughput time stood at 15 days. Following the Lean program a goal of 30% reduction in throughput time was achieved. In addition analyst productivity and product cycle time improved resulting in an overall cost reduction of 22%.