Comments on: Is Merck Getting Lean Right This Time? http://www.leanblog.org/2006/04/is-merck-getting-lean-right-this-time/ Mark Graban's leanblog.org - Lean Healthcare, Lean Thinking, Lean Manufacturing, Toyota Production System Thu, 09 Feb 2012 22:59:58 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: LEAN or LAME? — Lean Blog http://www.leanblog.org/2006/04/is-merck-getting-lean-right-this-time/#comment-22681 LEAN or LAME? — Lean Blog Wed, 27 Jul 2011 23:32:47 +0000 http://leanblog.bigbigdesign.net/2006/04/is-merck-getting-lean-right-this-time/#comment-22681 [...] companies use lean methods to drive layoffs, something most lean consultants (myself included) say you shouldn’t do since it [...] [...] companies use lean methods to drive layoffs, something most lean consultants (myself included) say you shouldn’t do since it [...]

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]]> By: Nigel Smart http://www.leanblog.org/2006/04/is-merck-getting-lean-right-this-time/#comment-3049 Nigel Smart Thu, 24 Jan 2008 18:57:00 +0000 http://leanblog.bigbigdesign.net/2006/04/is-merck-getting-lean-right-this-time/#comment-3049 Companies are running into issues as they fail to factor in the consequences of continously increasing capacity and/ or efficiences relating to pharmaceutical production and how they get the finished goods out of the plant. In regulated industries like pharma QC release and in-process testing of key steps can seriously impact a LEAN approach to manufacturing output and quality.<br/>Quality Assurance release is a significant factor in efficient processes and this has the added compliance factor which is often overlooked as a driver.<br/>The continous improvement processes which are evident in the industry often lead to higher output, but bottlenecks at the QC end can impair the overall performance goals.<br/>Food for thought?<br/><br/>Dr Nigel J Smart<br/>Managing partner,Smartconsulting Group<br/>www.smartconsultinggrp.com Companies are running into issues as they fail to factor in the consequences of continously increasing capacity and/ or efficiences relating to pharmaceutical production and how they get the finished goods out of the plant. In regulated industries like pharma QC release and in-process testing of key steps can seriously impact a LEAN approach to manufacturing output and quality.
Quality Assurance release is a significant factor in efficient processes and this has the added compliance factor which is often overlooked as a driver.
The continous improvement processes which are evident in the industry often lead to higher output, but bottlenecks at the QC end can impair the overall performance goals.
Food for thought?

Dr Nigel J Smart
Managing partner,Smartconsulting Group
http://www.smartconsultinggrp.com

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]]> By: Anonymous http://www.leanblog.org/2006/04/is-merck-getting-lean-right-this-time/#comment-593 Anonymous Sun, 04 Jun 2006 03:06:00 +0000 http://leanblog.bigbigdesign.net/2006/04/is-merck-getting-lean-right-this-time/#comment-593 Several comments:<br/><br/>First, the article said that Merck applied the new concepts about three weeks ago, not that they implemented in three weeks. There's a difference. <br/><br/>Second, I agree that the trick is to ensure that the culture change sticks over time. This is the job of senior plant management and continued training.<br/><br/>Third, Wilson is very close to real customer demand because it's a packaging facility, not active pharmaceutical ingredient (API)/chem/fermentation, or pharma. Also, long batch processes especially apply to the API side of manufacturing but the pharma and certainly packaging are much shorter (pharma on the order of several hours or a days). Regardless of long batch oriented processes, lean principles can be applied to all aspects of the business (including IT, Sales/Marketing, Corporate, Research, etc.)<br/><br/>Also, some companies are looking into technology to run the pharma (tablet pressing) processes continuously instead of on a batch basis. <br/><br/>Finally, I think the employees are aware of the need to change every aspect of the business in order to regain their top leadership position. And this initiative is exciting and one way they're doing it ... so watch out for Merck in a few years! Several comments:

First, the article said that Merck applied the new concepts about three weeks ago, not that they implemented in three weeks. There’s a difference.

Second, I agree that the trick is to ensure that the culture change sticks over time. This is the job of senior plant management and continued training.

Third, Wilson is very close to real customer demand because it’s a packaging facility, not active pharmaceutical ingredient (API)/chem/fermentation, or pharma. Also, long batch processes especially apply to the API side of manufacturing but the pharma and certainly packaging are much shorter (pharma on the order of several hours or a days). Regardless of long batch oriented processes, lean principles can be applied to all aspects of the business (including IT, Sales/Marketing, Corporate, Research, etc.)

Also, some companies are looking into technology to run the pharma (tablet pressing) processes continuously instead of on a batch basis.

Finally, I think the employees are aware of the need to change every aspect of the business in order to regain their top leadership position. And this initiative is exciting and one way they’re doing it … so watch out for Merck in a few years!

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