Opinion
years these part containers had not been regularly recharged to subsequent batches and had therefore accumulated across the site. They aimed to:
■ Convert excess part containers of the same product into saleable material.
■ Reduce the warehouse workload of multiple handling. ■ Reduce the QC workload by reducing material on site > 1 year old which needed re-analysing.
By applying the Six Sigma methodology of DMAIC, they were able to achieve the following results:
■ Part containers > 2 years old were reduced by 24 per cent and containers between 1-2 years old were reduced by 50 per cent, giving a total one off saving of approx. £7020
■ Niagara heels were removed from one warehouse area and with some ‘sorting’ enough space was made available to occupy material from the Aberdeen site.
■ Whilst removing and ‘sorting’ the Niagara heels, opportunities arose whereby blending of the excess heels could be achieved resulting in a saving of approx. £37 810. Total saving for the project was approx. £44 830 (equiv. to approx $75 000).
This type of result is not unusual. Typical benefits realised are: 30-40 per cent reduction in cost; a reduction in lead times by 50 per cent; 70 per cent reduction in processing errors; 60 per cent reduction in process steps and an 80 per cent reduction in customer returns. Pretty impressive! The ultimate goal is to produce only 3.4 defects per million. But Six Sigma is not appropriate for every situation... When starting out, you need to be sure that the project
you select for the Six Sigma treatment will benefit from DMAIC. So, for example, it should have a measurable defect or one that allows changes to be recorded accurately. It is also essential that you analyse financial information and estimate your pre and post project savings. Six Sigma is best employed in cases where problems are commonplace, but not well-defined; in unknown causes or situations; in complex situations with many variables and where a ‘broad spectrum’ approach is inappropriate. It should
also be applied where other problem-solving methods have failed. The other point to note when considering embarkation on
a Six Sigma journey is that is going to be a long haul. Anyone looking for a quick fix with instant results should steer well clear. Six Sigma is a way of life – led from the top. There are no half-measures and all involved must be totally committed. It is rare for first year results to outweigh initial investment. This time is spent in training and building a solid platform for sustainable success. The rewards will come later. Six Sigma’s success relies on an infrastructure of people
within the organisation who are experts in certain methods – you may already have heard of Green Belts and Black Belts. Green Belts have undergone appropriate training and implement Six Sigma alongside their other job functions. Black belts oversee the work of Green Belts and work full- time on project execution. Master Black Belts are in-house coaches, employed to guide Green and Black Belts and ensure consistent application of Six Sigma across different functions and departments. Champions are senior management who are responsible for Six Sigma implementation throughout the entire organisation in an integrated way. The vision for Six Sigma implementation comes from the very top of the organisation – the CEO and other very senior members of staff. I have said previously that Six Sigma is a ‘top-down’
process. This is incredibly important. Company leaders need to make resources and time available to allow breakthrough improvements to be made and new ideas to be explored. Rome wasn’t built in a day, after all. You need to plan effectively for the investment (because
that’s what, Six Sigma is) and build up the training and delivery. Build up your internal support structure and stick to it. Targeted training works best, so resist the temptation to sheep dip everybody and instead pace the Six Sigma rollout. Start small to ensure delivery and back up Six Sigma with a strong rewards system to underline your commitment to it. This will help to build momentum and support and encourage Six Sigma ‘disciples.’ Always remember, though, to align your projects with business goals and objectives. ■
Jason Barclay is General Manager of business improvement specialists, Picme, Denton, Manchester, UK.
www.picme.org
Process systems for biotech plants T
he manufacture of drugs in solid, liquid and semi-solid forms is a challenge for every pharmaceutical company. This is particularly the case for pharmaceutical and biotechnological plants where the products are subject to the most stringent standards for safety and quality. Pharmaceutical production facilities have application and handling areas which demand individual solutions and need to be sourced from plant constructors in non-standard designs.
Since 2011 M+W Process Industries develops and manufactures turnkey production
8
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systems and plants tailored to individual requirements based on workflow and process know-how in the areas of biotech upstream and downstream processing and utilities. Facilities include CIP/SIP units, high purity media storage and distribution systems, waste water treatment as well as a very wide range of process systems for the production of pharmaceuticals of sterile and non-sterile liquids and oral solid dosage form. The range of services also comprises batch and storage systems for parenteral, suspensions and other liquid solutions.
The needs and requirements of our customers are key priorities. Experienced project managers offer customized and cost-effective single source solutions by integrated project teams. Complete qualification and validation service will fulfil your entire project under best quality demands according to current EU GMP and FDA guidelines. ❒
Enter 8 or ✔ at
www.engineerlive.com/epe
M+W Process Industries GmbH, Stuttgart, Germany.
www.mwgroup.net
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