Background
A leading global bioscience and advanced pharmaceutical products manufacturer, boasts an impressive billions in revenue and a workforce of thousands of employees globally. Despite their success, the company faced significant challenges at one of their advanced pharmaceutical sites. The site struggled with hundreds of open maintenance jobs, over 50% of which were completed late. Additionally, Deviation, Corrective and Preventive Actions (CAPA), and Change Controls were consistently behind schedule, exacerbated by ineffective relations with the site and a constantly changing Maintenance and Facilities Department structure.
Challenges
➢ High Volume of Open Maintenance Jobs: The site had hundreds of open maintenance jobs, leading to delays and inefficiencies.
➢ Low Job Completion Rate: Over 50% of maintenance jobs were completed late, impacting overall site performance.
➢ Lagging Deviation, CAPA, and Change Controls: These critical processes were consistently behind schedule.
➢ Ineffective Department Structure: The Maintenance and Facilities Department structure was constantly changing, leading to instability and poor relations with the site.
Implementation
To address these issues, a comprehensive Maintenance and Facilities Improvement Methodology was launched. The key steps involved were:
➢ Workload and Resource Analysis: All maintenance workloads and resource availability were thoroughly analyzed. Critical equipment and facility needs were prioritized and ranked to ensure the most important tasks were addressed first.
➢ Reorganization of Job Schedules: Maintenance job schedules were completely reorganized. A Daily Key Performance Indicators (KPIs) Visual Management System was implemented to track progress and ensure accountability.
➢ Creation of Maintenance Support Teams: Dedicated site maintenance support teams were established. Standard work procedures were generated to off-load some jobs from the main maintenance team, ensuring more efficient task distribution.
➢ Initiation of Focused Improvement Projects: Specific improvement projects were initiated to target the most pressing issues and enhance overall maintenance operations.
Results
The implementation of these measures led to significant improvements:
➢ 52% Reduction in Maintenance Jobs Turnaround Time (TAT): The time required to complete maintenance jobs was reduced by more than half, leading to faster resolution of issues.
➢ 95% On-Time Closure of Maintenance Deviation, CAPA, and Change Control: The timely completion of these critical processes improved from consistently lagging to an impressive 95% on-time closure rate.
➢ 37% Reduction in Equipment Failure Risk: Focused improvement projects and better prioritization reduced the risk of equipment failure by 37%.
“This is one of the first times we see Maintenance and Facilities personnel smile every day and work closely with the rest of the site.” – Vice President, Maintenance
“We truly appreciate your time and the help we got to solve our current problems. Thank you so much!”” – North American Sales Leader
