Life Science Leader Magazine Supplements

CMO 2016

The vision of Life Science Leader is to help facilitate connections and foster collaborations in pharma and med device development to get more life-saving and life-improving therapies to market in an efficient manner. Connect, Collaborate, Contribute

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LIFESCIENCELEADER.COM THE CMO LEADERSHIP AWARDS 2016 9 Strategic Upgrade UPGRADE YOUR EFFICIENCY Federal Equipment has been a trusted source of pharmaceutical processing equipment for more than 50 years. Our pharmaceutical team has extensive market knowledge, so we consistently exceed clients' needs with our extensive inventory, stored in climate- controlled, pharma-dedicated warehouses, as well as fast, accurately-appraised liquidations. When you think equipment, think Federal equipment WWW.FedeQUip.cOM +1 877 536 1538 opposite perspective, we can see how important this measurement really is: 40 percent of a specific product did not get to certain customers, for example hospitals, fulfillment centers … and more and more directly to patients. "We count all the lines within all the orders in a specified time period," explains Colarusso. "For some key products we've consistently reached 99.5 percent. While we strive to be 100 percent, that's a tremendous accomplishment." But it's not all LIFR. All told, Janssen has identified a basket of 21 standard, end-to-end reliability metrics, includ- ing these categories and examples: DESIGN (on time product launch), PLAN (inventory on target), SOURCE (material supplier quality), MAKE (on time in full), DELIVER (LIFR), and RISK MANAGEMENT (supplier readiness). Colarusso comments: "None of these is revolutionary; they are pretty standard areas that everyone measures. But when it came to reliability of supply specifically, we wanted to measure everything important, from demand forecast variability to deviations and quality events, and measure them all the time. What is really important for us is, first, we have clearly defined and brought together what exactly we're going to stress in our metrics, and thus what drives behaviors. Second, we've ensured these metrics are fully standardized across all of our plants globally so that when we applied auto- mation, they could roll up in the same way. We can now clearly compare A versus B, as in this plant's doing better than that, or this plant is learning from the other." Let's look then, at the Reliability Rooms of today, their automation, and also get back to the business process Colarusso started us off with. A Room With A View Janssen has been tuning this "perfor- mance management process" since its inception in 2011, when Reliability Rooms were first rolled out. For one — like most everything else nowadays — the data is easily accessed via electronic dash- boards. But that doesn't mean employees, managers, and executives can again hunker down in their respective cubicles, plants, offices … and silos. "What's perhaps noteworthy indus- trywide," says Colarusso, "is how we manage this. We've set a strict agenda of metrics, but, as importantly, we've prescribed a process for their review in a fully cross-functional format. It isn't just manufacturing or engineering, or

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