Applying Continuous Improvement (CI) Manufacturing - - BioPharm International

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Applying Continuous Improvement (CI) Manufacturing


BioPharm International


5. Knowledge TransferThe final principle in Lonza's CI philosophy is the transfer of key learning and knowledge to other systems, processes, and people. Transferring information can potentially prevent the same issue from occurring in other departments or facilities. This transfer of information helps reduce the resources that other departments and facilities spend trying to resolve the same or similar issues. This has been particularly beneficial where multiple facilities perform similar operations.

Due to the success of the manufacturing CI leads over the last 12 months, two new positions for engineering CI leads have been established at Lonza's UK operations. After a 10-month secondment, the two initial manufacturing CI leads moved to work on Six Sigma Black Belt projects and were recently replaced by two new manufacturing CI leads. Despite the relatively short time that the CI lead role has existed, the benefits of having dedicated resources are clear. Lonza is convinced that this investment in dedicated resources has produced and will continue to produce real returns in improved operational efficiency and effectiveness.

References1. Wise SA, Fair DC. Innovative control charting: practical SPC solutions for today's manufacturing environment. Milwaukee (WI): ASQ Quality Press; 1988.

2. London A. BioPharma Operations Excellence. BioPharm International 2003; 16:18-19.


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