Pharmaceutical Technologist - July 2008 - (Page 24)

Q&A medication to the lung from an inhalation speed of 40 L/min upwards. This has been tested up to 100 L/min and the lung dose stays the same. Also, Genuair has been designed as a low-to-medium resistance inhaler, enabling COPD patients with compromised lungs to inhale, on average, with more than 60 L/min through the device. The elderly may have additional difficulties such as arthritis, impaired movement and problems with eye sight. A key element in the design of our inhaler was to make its use as simple as possible, keeping the high tech elements inside where it delivers a good and consistent dose to the patient. However, the target was to make the outside design easy and intuitive to handle: an MDPI that operates on the ‘one press and inhale’ concept. There are only four simple steps to follow to get a dose: ● Remove the mouthpiece cap. ● Press the big green dosage key placed centrally on top of the inhaler. ● Inhale. ● Replace the cap. Even with the best instructions and the easiest intuitive use we all make mistakes occasionally. Therefore, the inhaler has an integrated feedback system: it shows the patient a green signal in a little window on the front when it is ready for their inhalation. This signal changes to red only after a successful inhalation, which then also resets the inhaler for the next dose. Thereby, double dosing is prevented, the patient can be sure they have taken the dose, and the feedback always highlights and allows the patient to correct any potential handling errors. The inhaler is ready to use out of the box and no complicated ‘cartridge insertion’, ‘capsule removing from a blister’, or ‘twisting or screwing action’ is required. The inhaler requires no cleaning or maintenance, and it has a dose indicator and a lock out system to remind the patient to get a new inhaler in time. Has the device got potential applications in other therapeutic areas? Genuair is applicable in all therapeutic areas in which a dry powder delivered to the lung is appropriate. This includes local therapy in the lung such as in asthma, COPD and cystic fibrosis, but the inhaler can also be used for systemic therapy where medication is delivered through the lung into the blood stream (e.g., insulin). Per-Olof Andersson Executive Director R&D Carsten Nied erlaender Almirall started as a family business in 1943 and has evolved to become Spain’s number one pharmaceutical company. What has been the company’s secret to success and does this ‘strength’ still apply to today’s market? First, we are a company that has been focused on research since the 1970s and we have made this a cornerstone of our development. Products coming from our own R&D efforts have allowed us to grow beyond Spanish borders and become a global player. It is not always easy, but it is certainly a solid way of growing internationally, as acquiring companies and establishing licensing agreements overseas can be quite difficult. Second, Almirall is a very pragmatic company that has not been afraid to transform itself and adapt according to market evolutions. The clearest example of this is our decision to perform a merger/acquisition with Prodesfarma in 1997, allowing Almirall to increase its size by more than 50%. In 2007, we took another major step by going public, offering 30% of Almirall’s stocks on the market. This enabled us to complete the derma acquisitions of Hermal Manufacturing practices Almirall inaugurated the pharmaceutical plant in Sant Andreu de la Barca (Spain) in 1975 and its facilities were renovated in 1995. There have been two important advances. First, the technological change and second, implementing the autonomous production cell project. The aim of this initiative is to promote a more participatory organization that encourages the personal and professional development of those working at Almirall. Of these changes, the most challenging was the autonomous production cell project, which includes providing employees with greater decision-making capacity to increase work efficiency; providing a greater overall view of the production process; preventing specialization being an impediment to teamwork; and increasing participation in every area of the operational organization. The intention is also to encourage individual enterprise by employees, removing information barriers by improving people’s understanding and replacing repetitive work with that of a more dynamic nature to provide greater job satisfaction for employees. The deployment of Operational Work Teams (modules/cells) in the industrial area is ongoing and involves concentrating on industrial processes by encouraging internal customer–supplier relationships. 24 July 2008 PHARMACEUTICAL TECHNOLOGIST

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

Pharmaceutical Technologist - July 2008 Contents Industry Highlights Morpheus Market Watch Overcoming the Barriers The Tide of Change Eight Steps to Improved Water Efficiency Q&A

Pharmaceutical Technologist - July 2008

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