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IDA Ireland / PharmaChemical Ireland Symposium Jim McKiernan McKiernan Associates Benchmarking PowerPoint Presentation
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IDA Ireland / PharmaChemical Ireland Symposium Jim McKiernan McKiernan Associates Benchmarking the Pharma Industry in Ireland September 23 rd 2009. Contents. Background Study approach Key findings Conclusions. Background. Key Drivers in Pharma Technical Operations.

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Presentation Transcript
slide1

IDA Ireland / PharmaChemical Ireland Symposium

Jim McKiernan

McKiernan Associates

Benchmarking

the Pharma Industry in Ireland

September 23rd 2009

contents
Contents
  • Background
  • Study approach
  • Key findings
  • Conclusions
background
Background

Key Drivers in Pharma Technical Operations

Global over-capacity

Need to reduce CoGS

Leading pharmaceutical production sites have programmes in place to respond to these drivers

From traditional to more diverse portfolios

Pharma Production

Increasing regulatory requirements

Process oriented and demand-driven

From large to smaller, agile plants

Impact of novel delivery routes and new molecules

background1
Background

Historical Position:

  • COGS 20 - 30%
  • Total inventory >12 months
  • Passive role on corporate strategy

Future Leaders:

  • Optimal COGS
  • Fast and flexible to market
  • Proactive contributor to corporate strategy
study approach
Study Approach
  • Built on successful benchmarking study conducted in 2006/07
  • Questionnaire refined with input from PCI OPEX Working Group
  • Baseline year 2008 for all participants
  • Data collection started March 2009
  • Initial report July 2009
study approach1
Study Approach

API

39 units

Formulation

37 units

Packaging

50 units

key findings
Key Findings

 Sites are responding pro-actively to external events

 Limited use of site effectiveness KPIs and IT productivity tools

General

  • Service and GMP compliance remain at world class levels
  • Most sites are positioning themselves for a more strategic role within their corporations
  • Most sites engaged in active Operational Excellence activities

Performance management

  • Use of diverse KPIs but without integrated performance management
  • New KPIs such as OEE, PEE and CpKincreasingly used
  • Measures for overall site effectiveness missing (e.g. velocity)
  • Limited performance measurement in QC/QA, SCM, Engineering

Operationalpain points

  • Low OEE/PEE levels
  • Long changeover times
  • Unclear effects of operational improvement programs
  • Continued low usage of IT applications such as MES/DMS

Trends

  • Ongoing Manufacturing network consolidation
  • Reducing API volumes due to new molecular/delivery characteristics
  • Increasing involvement of sites in development & launch activities
  • Increasing average educational levels (e.g. more 3rd level)
key findings1
Key Findings

How the sites have evolved 2006 to 2008

  • All sites have at the least consolidated their strategic positioning with several showing clear strengthening
  • 9 have improved across both dimensions
  • Several sites are still slow to adopt operational excellence with some showing no movement

High

Operational Excellence

Medium

Historical Position

Low

API

Low

High

Medium

F&P

Strategic Relevance

conclusions
Conclusions
  • Leading sites creating strong strategic role and embrace operational excellence
  • A number of sites at high risk as global consolidation continues
  • Compliance is excellent and IMB continues to exercise strong regulatory oversight
  • Mixed messages about effectiveness of R&D collaborations with academia – needs follow-up
  • Adoption of OpEx KPIs gathering momentum
  • Inventory, cycle times and changeovers need further work
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Thank You
  • Questions?