Impact of a manufacturing execution system on production lead-times at a pharmaceutical company
- Authors: Kemp, Lizet
- Date: 2021-04
- Subjects: Pharmaceutical industry , Computer integrated manufacturing systems
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/51253 , vital:43238
- Description: Despite the development in computerised systems and in planning and manufacturing programmes since 1950, Pharma-X* still record their manufacturing processes manually, using a paper batch record, (Manufacturing Batch Records (MBR) or Batch Manufacturing Records (MBR)) and equipment logbooks. There can be up to five logbooks and an equipment control label for each type of equipment used at each process step, which must be completed manually before manufacturing can commence. This paper-based system is a laborious practice, as excessive time is spent completing manual entries into the MBRs and logbooks. Lean thinking, a popular manufacturing improvement philosophy, would describe any such activity as non-value adding and therefore waste (Melton, 2005). Pharma-X started implementing a manufacturing execution system (MES) in June 2018 to automate the manual entries of the manufacturing process. Once the MES is completely implemented, it will allow pharmacists the opportunity to review the manufacturing batch in real-time and to conduct investigations when an error occurs. MES will also allow the operators to complete logbooks with a single scan of equipment, as well as decrease manual entries into the MBR. This study was a quantitative research study comparing data of the past state (Pharma-X pre-MES) with data of a current state (Pharma-X post-MES implementation) to assess the impact of the implementation of a manufacturing execution system and lean manufacturing on a pharmaceutical company. A meaningful reduction in manufacturing lead time and reduction in time wastage were proven but further study and data documentation are recommended. , Thesis (M Pharm) -- Faculty of Health Sciences, 2021
- Full Text:
- Date Issued: 2021-04
- Authors: Kemp, Lizet
- Date: 2021-04
- Subjects: Pharmaceutical industry , Computer integrated manufacturing systems
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/51253 , vital:43238
- Description: Despite the development in computerised systems and in planning and manufacturing programmes since 1950, Pharma-X* still record their manufacturing processes manually, using a paper batch record, (Manufacturing Batch Records (MBR) or Batch Manufacturing Records (MBR)) and equipment logbooks. There can be up to five logbooks and an equipment control label for each type of equipment used at each process step, which must be completed manually before manufacturing can commence. This paper-based system is a laborious practice, as excessive time is spent completing manual entries into the MBRs and logbooks. Lean thinking, a popular manufacturing improvement philosophy, would describe any such activity as non-value adding and therefore waste (Melton, 2005). Pharma-X started implementing a manufacturing execution system (MES) in June 2018 to automate the manual entries of the manufacturing process. Once the MES is completely implemented, it will allow pharmacists the opportunity to review the manufacturing batch in real-time and to conduct investigations when an error occurs. MES will also allow the operators to complete logbooks with a single scan of equipment, as well as decrease manual entries into the MBR. This study was a quantitative research study comparing data of the past state (Pharma-X pre-MES) with data of a current state (Pharma-X post-MES implementation) to assess the impact of the implementation of a manufacturing execution system and lean manufacturing on a pharmaceutical company. A meaningful reduction in manufacturing lead time and reduction in time wastage were proven but further study and data documentation are recommended. , Thesis (M Pharm) -- Faculty of Health Sciences, 2021
- Full Text:
- Date Issued: 2021-04
The development of an integrated model for the implementation of a product data management system at Delta Motor Corporation
- Authors: Stroud, Trevor
- Date: 2003
- Subjects: Computer integrated manufacturing systems , Automobile industry and trade -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10873 , http://hdl.handle.net/10948/224 , Computer integrated manufacturing systems , Automobile industry and trade -- South Africa -- Port Elizabeth
- Description: Information technology in mature organisations is viewed as an enabler of teams working together in the product development process. Technology is no longer pursued as an end in itself, but for its contribution to cost control, product quality, and most importantly, time to profit. The focus of this research is the analysis of methodologies used to implement the Teamcenter Engineering Product Data Management (PDM) system at Delta Motor Corporation, which manages all of Delta’s CAD data. The main problem of this research is as follows: How can Delta Motor Corporation successfully implement the “Teamcentre Engineering” Product Data Management System? The main problem will be broken down into three distinct parts, namely the developing of a best practice process, analysing Delta’s implementation and making recommendations for improvement. The literature survey provides the basis for developing a best-practice process, which serves as a benchmark against which to evaluate the methodology used by Delta. Interviews were conducted with selected personnel who were involved in the implementation, and Tesch’s model for content analysis used to analyse the responses. The implementation process of Teamcenter Engineering at Delta was conducted in three phases and only the first was completed at the time of writing this research paper. For this reason, analysis revolves around the first phase of implementation, which was limited to the drawing office, while recommendations are made for the implementation of phase two and three, which roll-out this system to the rest of Delta and it’s supplier base.
- Full Text:
- Date Issued: 2003
- Authors: Stroud, Trevor
- Date: 2003
- Subjects: Computer integrated manufacturing systems , Automobile industry and trade -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10873 , http://hdl.handle.net/10948/224 , Computer integrated manufacturing systems , Automobile industry and trade -- South Africa -- Port Elizabeth
- Description: Information technology in mature organisations is viewed as an enabler of teams working together in the product development process. Technology is no longer pursued as an end in itself, but for its contribution to cost control, product quality, and most importantly, time to profit. The focus of this research is the analysis of methodologies used to implement the Teamcenter Engineering Product Data Management (PDM) system at Delta Motor Corporation, which manages all of Delta’s CAD data. The main problem of this research is as follows: How can Delta Motor Corporation successfully implement the “Teamcentre Engineering” Product Data Management System? The main problem will be broken down into three distinct parts, namely the developing of a best practice process, analysing Delta’s implementation and making recommendations for improvement. The literature survey provides the basis for developing a best-practice process, which serves as a benchmark against which to evaluate the methodology used by Delta. Interviews were conducted with selected personnel who were involved in the implementation, and Tesch’s model for content analysis used to analyse the responses. The implementation process of Teamcenter Engineering at Delta was conducted in three phases and only the first was completed at the time of writing this research paper. For this reason, analysis revolves around the first phase of implementation, which was limited to the drawing office, while recommendations are made for the implementation of phase two and three, which roll-out this system to the rest of Delta and it’s supplier base.
- Full Text:
- Date Issued: 2003
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