Verta Life Sciences provide consultancy, training and hands-on support to pharmaceutical companies’ leaders, management and their workforces looking to drive improvements through the implementation of Lean and Six Sigma principles and techniques.
Our consultants have years of experience helping pharmaceutical organizations develop Lean and Six Sigma into a business strategy in both development and manufacturing operations as well as across the global supply chain. We can assist you in accelerating the implementation of your program through:
- providing an external analysis and diagnostic of the current status and potential gains of your Lean and Six Sigma approaches,
- leading workshops and training events, and providing ongoing implementation support.
- developing a structured approach to implementing the cultural and people changes necessary to ensure that your business improvements endure in time,
- working closely with your customers and suppliers to construct the “Lean Supply Chain”.
Lean Six Sigma – Areas of Competence
Improving Time to Market by reducing the waste and variation in development processes and using LSS tools to ensure “quality by design”.
Improving laboratory efficiency by increasing sample throughput and optimizing utilization of technical and human resources.
Optimizing process capability and driving non-value-added activities out of operations to improve service, cost and quality.
LOGISTICS & SUPPLY CHAIN
Ensuring that the global supply chain is geared to take advantage of internal performance improvements.
Aligning regulatory affairs, engineering, finance and human resources to global objectives.
Lean Six Sigma – Our Approach
Whatever the functional area, our approach combines the use of Lean and Six Sigma techniques and an emphasis on providing the necessary behavioral support.
Lean Microbiology Laboratory – case study
The volume of samples to be tested by the micro lab was forecasted to increase by 30% in the next 12 months. How could the lab throughput be improved to allow absorption of the extra work without any additional headcount?
Process observation indicated seven basic test categories composed more than 90% of the workload.
Spaghetti diagrams indicated significant amount of transportation and movement waste.
Considerable delays: sample queue time, waiting for available workspace near required utilities or equipment
Needed to improve the flow of materials / people and minimize delays. Utilized Muther’s grid analysis & 5S exercise to reorganize work area for greater efficiency using existing cabinetry and benches.
Created four U-shaped work cells, each one supporting 1 or 2 of the test categories.
Each cell was fully self sufficient; everything needed was within a few steps which minimized transport and increased the amount of useable space with respect to access to equipment and utilities.
This allowed more tests to be completed simultaneously.
Increased lab throughput by 28% (tests per analyst per day). Reduced total space by 12% and reallocated additional space and poorly utilized equipment to the adjacent chemistry lab, off-setting the cost of renovating the micro lab.