Pharmaceutical Technologist - March 2008 - (Page 19)

Simulation technology methods, as they cannot deal with complex systems, nor provide quantifiable performance measures when demand and supply vary by year, week, day and hour. This drives the need for a different approach, one that can handle complex interactions, as well as variations in supply and demand. Simulating the future To reduce risk, pharmaceutical manufacturers need to add science to the decision-making process. Simulation software solutions can offer certainties in the outcome of proposed productivity improvements before implementation and capital expenditure. Dynamic simulation modelling constructs computer models that enable plants, processes and production lines to be run before they have been made a reality, allowing companies to gauge potential performance, capacity and constraints. Significant changes can be made to the model until the optimum level of production is achieved. Running a virtual plant can also ensure the design meets capacity requirements from the outset. The visual nature of the system enables separate project teams to share information and best practice, and ensures rapid buy-in to proposed changes. It can also expand knowledge across an entire network at any time, allowing a company to formulate new product introduction plans that will maximize the speed of bringing a drug to market. Companies can then manufacture for clinical trials with no disruption to their global manufacturing schedules. The software allows users to balance manufacturing networks to minimize transportation costs and delays to market, while balancing global manufacturing networks with respect to seasonal variation. Existing static planning methods using manual spreadsheets could not hope to achieve such results; results that have now become a necessity rather than a luxury. However, with so many companies offering pharma players what appears to be a quick fix to their problems, it is important that organizations make the right choice. Internal and external pressures can leave companies treading a rainbow of uncertainty in search of the pot of gold that is not there. There is no longer the time or the money to take a chance on such a system. It is imperative to find a partner with a proven track record who can immediately implement a system that will undoubtedly improve operations right across the business. Simulation software has recently been used by a leading global pharmaceutical company to provide a working model of a plant prior to production. A modular approach to the plant was adopted and the team working on the project developed a process board to give an instant indication of plant status. In addition, the implementation of a scheduling system controlling the movement of material batches between the production plant and the warehouse area effectively controlled the inventory. This led to an indicated increase in production capacity of 57%, and a more efficient use of resources. Assessing which options will give the best return on investment, and which will meet performance targets effectively and efficiently is a game of a chance Achieving excellence Best practice makes perfect The key to finding a suitable partner is best illustrated through existing case studies. Pharma companies have seen dramatic efficiency gains through adopting dynamic simulation modelling. Typical improvements in productivity during the initial 12–18 month period are approximately 20%, and these tend to rise dramatically to 150–200% in the 2–3 years after implementation. Any company working towards operational excellence across all processes of the business has to adopt simulation technology to evaluate and predict where, when and how costs and efficiency gains can be realized. Implementing simulation technology will alleviate the burden of sustained pressure that pharmaceutical manufacturers currently face. In today’s business climate, mistakes are no longer an option. PT Steve Hemsley is VP of sales for the Lanner Group Ltd. Steve joined the group in 2003 and heads UK and US commercial activities for Lanner’s business process improvement services and software solutions. He has more than 20 years experience in business process planning, optimization and simulation in the US and Europe in diverse industries including pharmaceutical, automotive, government, food, outsourced services, internet services, retail and logistics. Key points ● ● ● ● ● Increases in pressure from regulation, competition and complexities, and customer expectations mean that today’s manufacturers face a time of intense performance scrutiny. Gone are the days when a series of spreadsheets were capable of achieving tangible results. To succeed, manufacturers must add science to their decision-making to maximize their efficiency gains. It is vital that manufacturers find a suitable partner with a proven track record, capable of immediately implementing a system that will improve operations. Simulation technology will typically deliver a 20% improvement in efficiency gains within 18 months, rising to approximately 150–200% in the 2–3 years following implementation. www.ptemagazine.com 19 http://www.ptemagazine.com

Table of Contents Feed for the Digital Edition of Pharmaceutical Technologist - March 2008

Pharmaceutical Technologist - March 2008 Contents News Morpheus Market Watch E-procurement Means Lean Procurement The Rational Enquirer Simulating for Success Q&A

Pharmaceutical Technologist - March 2008

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.