Quality Control Transformation for Higher Productivity
Biotech/pharmaceutical company with a heavily loaded quality control
Redundant management levels and non-value-adding activities kept quality control from reaching its productivity targets.
The challenge
The situation
Quality control was not reaching its productivity targets: planning and control processes were shaped by redundant management levels and non-value-adding activities that hampered smooth workflows and efficient use of resources.
Our approach
What we delivered
Streamlining the QC lab team by 20 percent, focused on the non-value-adding activities that were slowing the workflow.
Eliminating a redundant management level that was slowing planning and control without contributing to decisions.
Introducing daily Kaizen meetings, so that improvements arise in the rhythm of the working day rather than in project phases.
The outcome
Results & impact
20% higher productivity
Increase in productivity in quality control.
Nine months implementation
Transformation carried out over a period of nine months.
Fewer indirect activities
Reduction of non-value-adding, indirect activities.
In summary
Quality control works with a leaner structure and daily Kaizen cadence at 20 percent higher productivity, implemented over nine months.
Related expertise
Lean Lab →
5S workplace organization and capacity optimization in the regulated laboratory
Lean Six Sigma →
Value stream mapping and DMAIC, with every process change run through change control
Continuous Improvement Programs →
Kaizen workshops and integration into management reviews under ISO 13485:2016
Quality Management & Operational Excellence →
Quality systems to ISO 13485:2016 and the EU GMP Guide, with end-to-end audit readiness
Similar projects
More on Biotech →
Sources
- Entourage project experience (anonymized)
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