Novartis picks PICME for packaging advice

When Novartis needed to improve operational efficiency at one of its plants, it called on PICME for advice

Novartis's pharmaceutical operation in Horsham, UK, manufactures and packs 1.4bn tablets, and packages in excess of 30m boxes yearly. When it needed to increase its packing capacity to increase operational efficiency and bring new business to the site, Novartis asked the Process Industries Centre for Manufacturing Excellence (PICME) to advise it.The purpose of PICME is to make UK processors more competitive. Senior advisers and engineers who have worked within the sector assess the performance of a client's manufacturing operation against best practice, with the aim of highlighting strengths and weaknesses in the participating business, thereby helping it to focus its improvement activity in the areas where it will be of most benefit.

world class levels

Established by the UK Department of Trade and Industry (DTI) in partnership with leading trade associations, including the ABPI, PICME works in many manufacturing sectors. It estimates that by raising standards to world class levels, UK process manufacturing could save £5bn ($8bn).

There was an opportunity for expansion at Novartis's site, providing capacity could be generated quickly without the need for a capital project. A Novartis team consisting of packaging technicians, engineers, planning and QA was formed with PICME support to raise the output of a packaging line.

Performance data analysis gathered by the team pointed to product changeovers and tablet feed issues as the two most significant causes of lost production. By following the PICME guidelines, the team was able to identify the many causes of lost time in changeovers and put solutions in place to eliminate or minimise these. Running trials throughout the workshop they progressively achieved a 60% reduction in product changeovers with further consequential benefits for lot and batch changes.

The Novartis team also started to tackle some other issues that contributed to their tablet feed problems. Their data-based approach was transferred to other departments within the company, issues were resolved and big inroads have been made in changing the work culture.

The PICME philosophy of involving others as issues and opportunities present themselves has resulted in the team's work gaining wide acknowledgement, and now other parts of the operation are starting to copy the approach to make continuous improvement factory wide.

Novartis achieved a lasting reduction in product changeover times of approximately 60%. In so doing a new production record was set that far exceeded the target. The team remains focused on increasing output and has established an ongoing process for resolving some of the issues that led to lower packing rates and downtime. These successes have given the team real confidence that it can drive improvement and win the support of others for making necessary changes. Through the PICME process staff have gained the business understanding and the tools needed to be effective change agents for their line.

Jeff Cromey, team manger packaging, commented: 'The PICME experience was a healthy one. It gave us the opportunity to build on our developing continuous improvement culture. In a "no blame" atmosphere local experts were trained to help them redesign and take "ownership" of their processes. We are pleased with the results and have plans to expand it throughout the plant.'

different approaches

'The Novartis packaging team succeeded in dramatically reducing product changeover times while working to GMP principles. They were nervous at first about getting involved in any change but now they are quite outspoken about their ownership for their line and the improvement of its performance,' commented Ian Cavanagh, PICME engineer on-site.

Mark Lewis, ceo of PICME, said: 'There is nothing like have a real example to convince companies in industry that we can help them.

'We are offering a different approach; one which works through the support of the industry, and is developed by the industry using people from the process sector within the pharmaceutical industry.'