Project Management

Greenfield Sites Project Management for a Global Bioscience and Pharmaceutical Leader

Background

A global leader in bioscience, advanced pharmaceutical products, equipment and consumables, chemistry, and biotechnology. With a staggering billions of dollars in revenue and a workforce of thousands of employees, this industry giant embarked on a substantial strategic investment project to meet the rising demand for gene therapy and pharmaceutical products. This included a millions of dollars investment in pharmaceuticals site with six new clean room suits and over another over hundred million dollars investment in a bioscience products site with eleven new suits.

Challenges

➢ Increased production costs, lot cycle times
➢ Negative impacts on Manufacturing Lines Overall Equipment Effectiveness (OEE) by 5% – 35%
➢ Delays in shipping millions of dollars worth of critical products, leading to customer complaints
➢ Frequent production overtime to cover the extra hours required for changeovers

Implementation

To address these challenges, the Changeover Time Reduction Concept was launched at six global manufacturing sites. The comprehensive implementation process included:

  1. Comprehensive Analyses:
    ➢ Detailed analysis of current changeover processes to identify inefficiencies and bottlenecks.
  2. SMED Workshops:
    ➢ Conducted “Single Minute Exchange of Die” (SMED) workshops to uncover opportunities for reducing changeover times.
    ➢ Engaged cross-functional teams in identifying and implementing improvements.
  3. Design and Implementation of New Processes:
    ➢ Designed new, streamlined changeover processes based on workshop findings. Implemented the new processes across all targeted sites.

Results

The implementation of the Changeover Time Reduction Concept yielded impressive results

  1. 3963 Global Manufacturing Hours Saved:
    ➢ Significant reduction in changeover times across all sites.
  2. 5.8 Million More Units Manufactured:
    ➢ The saved time allowed for increased production output.
  3. $1.4M Overall Cost Savings:
    ➢ Cost savings from reduced labor, minimized downtime, and better-utilized capacity.
  4. 3% to 12% Improvement in OEE:
    ➢ Notable enhancement in Overall Equipment Effectiveness, boosting productivity and efficiency.

Testimonials

“Our operational excellence journey reached new heights. The team’s expertise in Lean Methodologies and Six Sigma tools resulted in substantial cost savings, improved efficiency, and enhanced safety standards across multiple manufacturing sites. Their efforts truly embody the spirit of continuous improvement.” – Global Director of Strategic Projects


“Everyone waited for new therapies and products to be available for a long time, and we owe today’s success to those hard-working teams.“ – Senior VP of Business Development

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