Written specifically for the pharmaceutical industry, Continuous Improvement in the Healthcare Manufacturing Industry provides proven methods for cutting costs and improving overall performance according to industry standards. Rather than viewing continuous improvement as a management-led initiative, the author takes a bottom-up approach that involves getting the workforce behind the initiative and then bringing management on board, creating a culture that gives organizations a better and more lasting commitment. She addresses problems that can arise from regulatory pressures, short patent life, competition, right-sizing, and outmoded processes.
Features
Sprache
Verlagsort
Verlagsgruppe
Zielgruppe
Pharmaceutical scientists, chemical engineers, medicinal chemists, and information technology professionals
Maße
Höhe: 234 mm
Breite: 159 mm
Gewicht
ISBN-13
978-1-57491-099-5 (9781574910995)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
Autor*in
Leicestershire, England, UK
INTRODUCTION TO CONTINUOUS IMPROVEMENT
Diagnosis
Evaluation
Planning and Implementing
Review
Standards and Share
BENEFITS OF CONTINUOS IMPROVEMENT
Quality
Case Studies
TOOLS AND TECHNIQUES
MANAGING THE CONTINUOUS IMPROVEMENT PROGRAMME
Role of the Senior Management
Role of the Continuous Improvement Manager
Role of the Facilitator
RECOGNITION AND REWARD
CREATING IMPROVEMENT AT ALL LEVELS WITHIN THE ORGANIZATION
Problem Solving (PA)
Decision Making (MA)
Potential Problem Analysis (PPA)
Situation Appraisal (SA)
EXAMPLES OF CONTINUOUS IMPROVEMENT USED IN THE PHARMACEUTICAL INDUSTRY
Preventing Line Clearance Failures
Validation Checklists
The Cartoner Rejects
Dummy Packs for Setup
Measuring the Bubbles
Cracked Spoons
The Pit Stop Approach to Line Changeovers
WHY SOME IMPROVEMENT PROGRAMMES FAIL
Lack of Top Management Commitment and Support
Trying to Run a Continuous Improvement Programme without the Essential Building Blocks
Coping with the Two-Year Blues
Lack of Personal Conviction by the Programme Leaders/Trainers
Choosing the Wrong Reward and Recognition System
Lack of Trained Facilitators
Stopping the Programme Midway
Lack of Practical Examples in the Training
Focusing on the "Don't Want Tos"
GETTING STARTED
APPENDIX
INDEX
