The ability to manage growth, innovation, and cost alongside the ever-growing complexity of regulations can mean the difference between sinking and swimming in life sciences. There’s little, if any, room for failure. As a consequence, regardless of the subvertical – blood and biologics, medical devices, pharmaceutical manufacturing, or biotechnology – one metric that should be on every executive’s quality dashboard is products in compliance (PiC).
When discussing quality management strategies, it's important to note the differences between small and large organizations. Often, the size of a company will greatly impact its focus points, challenges, and approaches in regard to ensuring the quality of products and processes. Interestingly, there can even be significant differences and similarities between company sizes within the same industry.
Last month, we launched our inaugural Industrial Energy Management (IEM) survey. In that short period of time, it’s been taken by over 100 executives and leaders in charge of making energy and sustainability-related decisions in their organization. Through the survey responses, we’ve been collecting benchmark data on a number of people, process, technology, and metrics-related questions.
The quality management space is a very fluid one. As a testament to that, in a short period of time we’ve seen considerable changes in strategies around people and leadership, orchestrating business processes across the value chain, and enterprise IT architecture. One concept that’s been there the whole time, though, is that the earlier you can build quality into your products and processes the better.
An unfortunate reality in many quality management strategies is the lack of harmony in IT decisions across the enterprise. In the 2012-2013 LNS Research Quality Management Survey, 47% of executives said that a top challenge was having too many disparate quality systems and data sources. As a result, a roadblock to success that most large and distributed companies experience resides in the mountains of unstandardized quality process data that’s never fully leveraged.
In the past months, our team has often been prompted with the question; “What do you, and/or executives you have spoken with, see as the top industrial business development trends?” This week’s round up may serve as an adequate response to such a query. Lean business operations, sustainable processes, implementing effective global collaboration programs, and educating the next generation on such topics.
As a quality manager, you have a responsibility to ensure that the quality of your organization’s products and processes are within specification. But why stop there? Many companies today are built around a model of operational excellence that focuses on continuous improvement in all areas of business. In this sense, your job as a quality manager is never really done.
With today’s competitive global economy, it’s no surprise that manufacturing and industrial companies are constantly trying to cut costs and improve productivity. It’s often in the ability to deliver a product at a marginally lower cost, quicker time, higher quality, or a combination of factors that separates market leaders from the rest of the pack. However, after taking care of the so-called “low-hanging fruits,” identifying areas for improvement becomes increasingly difficult.