How lessons from the factory can optimise capacity in PV operations

Imagine that you are running a business-critical global process where the workload is steadily mounting, the pressure for improved productivity and efficiency is increasingly evident, and where the need to meet onerous requirements is paramount. Nothing unusual in that you might think. But, what if you had no clear visibility of future workload, no exact handle on how many people were actually working for you, and little idea of how long it took them to complete their tasks? In that case, how would you know if you had enough people, or too many? Wandering around the office to have a look will only get you so far because most of your staff are working in other parts of the world and, besides, everyone always looks busy. They’re clever, highly educated and well motivated people too; surely they wouldn’t be doing anything other than their very best, would they? Besides, you keep getting told by the team leaders, some of them anyway, that there simply aren’t enough people to do the required work and that if you don’t increase capacity soon you will fail to remain compliant with the regulatory timescales and then you’ll be in trouble. Needless to say, your boss is unsympathetic and far from granting you extra resources is expecting you to cope with what you have. You suspect he’d actually like you to manage with even fewer people and you think he may be wondering if you’re actually capable of doing this job in the first place. You’re not sleeping well.

Welcome to the world of pharmacovigilance operations.

To read the white paper in full, please click on the pdf link below:

Keeping your Balance - How lessons from the factory can optimise capacity in PV operations