Barriers and Enablers for Continuous Improvement Methodologies within the Irish Pharmaceutical Industry

McDermott, Olivia; Antony, Jiju; Sony, Michael; Daly, J. Stephen

doi:10.3390/pr10010073

Cited by 35 publications

(36 citation statements)

References 27 publications

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“…There has been little literature on lean deployment and CFF's within pharmaceutical and other highly regulated industries (Brown et al, 2008), (Iyede et al, 2018). However, some studies by McDermott et al (2022aMcDermott et al ( , 2022b on the barriers and CSF's for lean deployment within highly regulated pharma and medical device industries have highlighted the regulatory oversight as a barrier to lean deployment.…”

Section: Introductionmentioning

confidence: 99%

Lean implementation: analysis of individual-level factors in a biopharmaceutical organisation

Duggan

Cormican

McDermott

2022

IJLSS

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PurposeAn understanding of the motivation of individual employees to adopt lean practices is fundamental to successful lean implementation. This study aims to investigate the adoption of lean practices and provides an analysis of the individual-level factors necessary for lean implementation. This study presents a method for assessing the impact of individual-level factors in a company deploying lean within a biopharmaceutical manufacturing subsidiary.Design/methodology/approachThe case study explores the attitudes of individuals within a functionally structured organisation undergoing a lean implementation initiative. A quantitative data collection approach was used to capture data from employees in a medical device manufacturing organisation.FindingsThe study found that personality and affective organisational commitment positively affects an individual’s intention to adopt lean practices. Employees with greater levels of affective commitment are more likely to partake in lean-related practices. Individuals in functions that directly support the production process, as opposed to those in functions that indirectly support production, are more likely to participate in lean practices. Finally, individuals in supervisory roles are more likely to adopt lean practices than those in non-supervisory roles, and management should involve top performers in lean.Originality/valueThere is a paucity of case study research in the area of individual-level factors for lean practice adoption. The findings of this study offer practical guidance on individual-level factors for lean practice adoption and illuminate new avenues for future research. This analysis also makes a practical contribution to the literature. From a managerial perspective, understanding why certain employees are more willing to adopt lean practices contributes to an overall lean organisational readiness and implementation framework. This insight enables the development of carefully tailored communication and training programs for managing employee motivation for and receptivity to lean.

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Section: Introductionmentioning

confidence: 99%

Lean implementation: analysis of individual-level factors in a biopharmaceutical organisation

Duggan

Cormican

McDermott

2022

IJLSS

Self Cite

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“…Data collection was an online questionnaire, which facilitates collecting data in a shorter period of time and reduces costs [ 36 ]. The questionnaire was developed using Google Forms and had two sections.…”

Section: Methodsmentioning

confidence: 99%

The Lack of Ireland’s Assisted Human Reproduction (AHR) Regulation Viewed under the Lens of the Patient’s Experience

Ronan

McDermott

Butler

et al. 2022

IJERPH

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Assisted Human Reproduction (AHR) treatment is unregulated in Ireland, although it is practised there. Within Europe, Ireland is one of the only European countries without any form of AHR-specific regulation. This study aims to investigate the experiences and viewpoints of Irish women undergoing AHR treatments and establish if the lack of legislation is affecting these experiences. A quantitative survey was carried out on women undergoing AHR treatment in Irish clinics. Patients highlighted a lack of information in terms of end-to-end care and poor information around treatments and success rates. Key issues highlighted included unanticipated high treatment costs and add-on treatment costs, lack of financial support from the government, no redress process in the event of dissatisfaction, and generally an overall feeling of a lack of support both from the AHR clinics and the Irish government. This study offers a real-time view of the Irish AHR system from the patient’s experience of AHR and under the lens of the lack of a legislative system. In early 2022, the Irish government announced that it would adopt its bill around AHR treatment and that subsidies for AHR treatment are to come into effect, which will alleviate some financial pressures on patients. Further studies of the legislation carried out post implementation will provide more information about the impact of having a legislated AHR process on the patients.

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“…A survey of the implementation of continuous improvement in the Irish pharmaceutical industry shows that after participating manufacturers reached 97% of all firms, benefits included improved quality and productivity, as well as significant cost savings. A variety of tools were used by the firms, including cause and effect, as well as process mapping [42].…”

Section: Continuous Process Improvementmentioning

confidence: 99%

A Lean Manufacturing Progress Model and Implementation for SMEs in the Metal Products Industry

et al. 2022

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The manufacturing industry faces the challenge of small and diversified customer orders. To meet this challenge, strong internal production capabilities are required. A lean manufacturing process that uses fewer resources and offers greater process improvement will help SMEs to continue to contribute to the global economy. Though SMEs provide most employment opportunities, previous studies have focused on large companies in auto-manufacturing-related industries. With the commitment and support of the management, and the application of a value stream map (VSM) and related improvement tools, we produced a practical process improvement model for a lean manufacturing system in an SME. With the commitment and support of the management and the joint efforts of the project improvement staff, the 10 improvement projects over a six-month period all achieved their goals: reduction in lead time from 26 days to 19.5 days, improvement of welding per people per hour (PPH) efficiency by 28.3%, improvement of packaging PPH efficiency by 64.1%, improvement of working in process (WIP) efficiency at the production site by 83.84%, and improvement of raw material storage by 83.84%. The efficiency of the raw material warehouse inventory was improved by 58.63%, and the efficiency of the shipment completion rate was improved by 14.5%.

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Barriers and Enablers for Continuous Improvement Methodologies within the Irish Pharmaceutical Industry

Cited by 35 publications

References 27 publications

Lean implementation: analysis of individual-level factors in a biopharmaceutical organisation

Lean implementation: analysis of individual-level factors in a biopharmaceutical organisation

The Lack of Ireland’s Assisted Human Reproduction (AHR) Regulation Viewed under the Lens of the Patient’s Experience

A Lean Manufacturing Progress Model and Implementation for SMEs in the Metal Products Industry

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