Ever since the FDA first formalized the drive for continuous improvement (CI) in 2004, our industry has adopted and embedded the philosophy to apply better business practices and more streamlined approaches that reduce loss and do better at identifying and realizing opportunities.
CI has become vital to process excellence and is a key tenet to lean approaches which are often misconstrued as flexibility in operational capacity in the pharma industry. True agility for pharma contract service providers is about shifting the mindset and culture of an organization so it can leverage its capabilities to deliver the best outcomes for its partners.
Processes are not static or ‘one-and-done’, they are constantly improved upon as operators and engineers push the boundaries of a process, exploring new approaches that create value, save time and eliminate unnecessary, low-value tasks.
Here John McCullough, Continuous Improvement Engineer at Sharp, discusses how companies can empower employees to think about the way they work and be part of improvement efforts.