The global pharmaceutical industry will reach nearly $1.2 trillion in sales by 2017,...
The need to manage environment, health and safety (EHS) performance across our organizations and...
Since 2011 I have postulated that pharma needs a “creative destructionist” for its manufacturing...
As drug delivery technologies, such as syringes and inhalers, evolve pharmaceutical manufacturers are tasked with upholding the highest standard of quality, while still maintaining or improving efficiency. Their success in this regard is largely predicated on the flexibility of their operations and the degree to which they proactively work with suppliers to improve their lines.
At LNS Research we believe in the expression “you can’t control what you don’t measure.” With that, we’ve focused a significant part of our research on identifying the “Metrics That Matter.” And one of the topics of we find of most interest to our Global Executive Council is benchmarking and understanding how to measure performance.
In an increasingly complex and challenging climate, chemical companies are facing a combination of shifting market forces and an increasingly heterogeneous customer set. Many organizations are focusing solely on all-out growth or across-the-board cost-cutting strategies in an attempt to adjust course.
I am grateful for many things in my life. But one thing that I just added to my list, and never considered before, is that I don’t have to figure out the shopping habits of American consumers.
In recent years genetic testing has been introduced. It has caused a bit of for and against uproar. Information from this testing could be used for changing the lifestyle that could avert diseases one might encounter with age or even could be used for personalized medicine. Better lifestyle could lower pharma sales and an unacceptable scenario by the current players.
Scaling up can be a challenge; know the processes and tools for a successful transition.
In 2005 I had raised a question about Batch or a Continuous Process: A Choice. At that time it seemed like a logical question and still is. However, I left part of the question unanswered. Missing was the discussion of components of pharma manufacturing, API manufacture and their formulations.
There has always been much hand-wringing and shouting regarding the costs of new medications. Most of this comes from people outside the industry – politicians, public health advocates, and a smattering of those that just like to hear themselves talk.
Humans are a strange lot. We are more than willing to believe just about any product claim in the hopes that an easy solution to our problem can be found inside a pill, tablet or liquid.
In an ideal world, OpenFDA could usher in a world of new and improved tools and products that would improve patient safety and adherence, increase physician awareness of drug safety dangers, assist healthcare decision makers who are driving prescribing behavior with better decision support, and lower the overall cost of care by reducing avoidable side effects. But we don’t live in an ideal world.
Some things just seem to naturally go together – peanut butter and chocolate is one of those combinations – especially in the form of peanut butter cups. Bacon and eggs is another, as is peanut butter and jelly, pizza and beer and numerous other tasty combinations.
If you’re currently planning on implementing a Manufacturing Execution System (MES) or other applications in the Manufacturing Operations Management (MOM) space, you may think you have all the shop-floor areas and situations that still use manual, paper-based processes identified, but this may not necessarily be the case.
There are times when you hold new technology in your hands and realize that you are looking at something special, something that will, to use an oft-cited cliché, be a “game-changer.”
Chances are, an increased rate of production response to changes in supply and demand is high on your operational wish-list. And you’re not alone. When it comes to increased agility, it’s hard to argue there’s such a thing as too fast, and even small improvements in the ability to quickly ramp production up or down can translate to significant long-term bottom-line gains.
While British attention in the Pfizer-AstraZeneca takeover battle has been focused on clashes between MPs and Pfizer chief executive Ian Read, events have been unfolding across the Atlantic which could have an infinitely greater bearing on where the pharma giant eventually conducts its business.