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Overall, there is a global recognition that a more manufacturing-like approach is needed.

This is also a benefit when there are any late entrants to the discussion, to assure them that the analysis and enquiry have been thorough and rigorous.. Case study: an extensive pharmaceutical manufacturing site.In one recent project, we worked on the quality assurance (QA) elements of our client’s operation.

QA covered four distinct areas of manufacturing, both primary and secondary, and small and large module, split across two campuses and 13 separate testing laboratories, each conducting variety of tests and other QA processes It is not hard to imagine the complexity that engendered.And while many people had an understanding of parts of the process, no-one had a complete understanding of the whole picture.. We gathered, consolidated and agreed enormous amounts of site and process data with the client and then assessed, in a variety of ways, each of their laboratories.We gave each laboratory a consolidated, weighted score based on their effectiveness and considering any known issues (always using visualisations and the agreed common language).. We produced visual analytics of the entire web of processes on site in a way that was clear and, as a result, very powerful: it gave the client the tools to be able not just to see and understand their complex processes in their relative context, but also to discuss them with each other (regardless of specialism and teams) and senior management.. We could then map this analysis against a range of desired objectives and value drivers, to describe dependencies, adjacencies and requirements, and how to be able to measure outputs.

We presented a wide range of variables, for example: density of operations in laboratories by m2; activity in terms of people per m2; test time by laboratory and category of test; laboratory capacity by time taken per test, and by number of tests carried out per year; and so on..This gave the client a clear way to see the most pressing requirements, and an initial indication of how to prioritise and plan the way ahead.. We carried out further analysis of the full scope of what is covered by ‘Quality Assurance’ – from the routine to the exceptional – and what impact this activity has on value in the client’s manufacturing process (cost, speed, quality and flexibility, for example)..

Finally, we offered options for strategic direction for improvement, combined with comprehensive and highly detailed potential improvements (using the 5S method).

These ranged from maintaining the current system but fixing the most obvious issues, through to relocation and/or consolidation of laboratories, and optimisation and automation of Quality Assurance processes.. A digital methodology.With pharmaceutical plant design and build, the business aim is to start manufacturing as soon as drug approvals are received, which maximises both health benefits for patients in need, and monetary benefits for the company.

Completing the build early is undesirable, as it results in the asset sitting empty.. It’s all about working out what’s most important, Marks says.Clients can’t have everything, but they also don’t need everything.. “They just want something of value,” she says, “that you understand, and that they understand is of value.”.

The construction eco-system and the impact on value.Still, the current industry obstacle isn’t really that we don’t agree on the importance of value, or think that working towards value isn’t a smart idea.. Amy Marks feels the blocker here is the same as it is for topics like prefabrication and productisation in construction - that the entire ecosystem is set up in a way that prevents those things from happening.. “I could determine value as speed,” she says, “but then every contract I have, every process I have, every decision-making point, all these procurement methodologies - they're not based on speed.