MTU Cork Library Catalogue

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Continuous improvement in the healthcare manufacturing industry : a practical guide / Valerie Bland.

By: Bland, Valerie.
Material type: materialTypeLabelBookPublisher: Denver, Colo. : Interpharm Press, 2000Description: xi, 165 p. : ill. ; 24 cm. + hbk.ISBN: 157491099X.Subject(s): Pharmaceutical industry -- Quality control | Total quality managementDDC classification: 615.19068
Contents:
Introduction to continuous improvement -- Benefits of continuous improvement -- Tools and techniques -- Managing the continuous improvement programme -- Recognition and reward -- Creating improvement at all levels within the organisation -- Examples of continuous improvement used in the pharmaceutical industry -- Why some improvement programmes fail -- Getting started.
Holdings
Item type Current library Call number Copy number Status Date due Barcode Item holds
General Lending MTU Bishopstown Library Lending 615.19068 (Browse shelf(Opens below)) 1 Available 00083299
Total holds: 0

Enhanced descriptions from Syndetics:

Written specifically for the pharmaceutical industry, Continuous Improvement in the Healthcare Manufacturing Industry provides proven methods for cutting costs and improving overall performance according to industry standards. Rather than viewing continuous improvement as a management-led initiative, the author takes a bottom-up approach that involves getting the workforce behind the initiative and then bringing management on board, creating a culture that gives organizations a better and more lasting commitment. She addresses problems that can arise from regulatory pressures, short patent life, competition, right-sizing, and outmoded processes.

Features

Includes index.

Introduction to continuous improvement -- Benefits of continuous improvement -- Tools and techniques -- Managing the continuous improvement programme -- Recognition and reward -- Creating improvement at all levels within the organisation -- Examples of continuous improvement used in the pharmaceutical industry -- Why some improvement programmes fail -- Getting started.

Table of contents provided by Syndetics

  • Figures (p. vii)
  • Preface (p. ix)
  • Dedication (p. xi)
  • 1. Introduction to Continuous Improvement (p. 1)
  • Diagnosis (p. 4)
  • Evaluation (p. 4)
  • Planning and Implementing (p. 5)
  • Review (p. 5)
  • Standardise and Share (p. 5)
  • 2. Benefits of Continuous Improvement (p. 19)
  • Quality (p. 22)
  • Case Study 1 Reducing the Likelihood of Line Clearance Failures (p. 22)
  • Case Study 2 Reducing Packaging Costs (p. 24)
  • Case Study 3 Delivery Improvements by Reducing Line Changeover Times (p. 26)
  • Case Study 4 Noise Reduction (Health, Safety, and Environment) (p. 27)
  • Case Study 5 Improving Employee Morale (p. 29)
  • 3. Tools and Techniques (p. 33)
  • Session 1 (p. 36)
  • Session 2 (p. 38)
  • Session 3 (p. 39)
  • Session 4 Measures (p. 41)
  • Session 5 Cause and Effect Analysis (Fishbone Analysis) (p. 42)
  • Session 6 Data Collection Techniques (p. 44)
  • Session 7 Force Field Analysis (p. 46)
  • Session 8 Planning Session (p. 47)
  • 4. Managing the Continuous Improvement Programme (p. 51)
  • Role of the Senior Management--Leadership (p. 53)
  • Role of the Continuous Improvement Manager (p. 55)
  • Role of the Facilitator (p. 58)
  • 5. Recognition and Reward (p. 63)
  • 6. Creating Improvement at All Levels Within the Organisation (p. 77)
  • Problem Solving (PA) (p. 83)
  • Decision Making (DA) (p. 85)
  • Potential Problem Analysis (PPA) (p. 87)
  • Situation Appraisal (SA) (p. 88)
  • 7. Examples of Continuous Improvement Used in the Pharmaceutical Industry (p. 91)
  • Preventing Line Clearance Failures (p. 92)
  • Validation Checklists (p. 95)
  • The Cartoner Rejects (p. 97)
  • Dummy Packs for Setup (p. 98)
  • Measuring the Bubbles (p. 99)
  • Cracked Spoons (p. 100)
  • The Pit Stop Approach to Line Changeovers (p. 101)
  • 8. Why some Improvement Programmes Fail (p. 105)
  • Lack of Top Management Commitment and Support (p. 106)
  • Trying to Run A Continuous Improvement Programme Without the Essential Building Blocks (p. 108)
  • Coping with the Two-Year Blues (p. 109)
  • Lack of Personal Conviction by the Programme Leaders/Trainers (p. 111)
  • Choosing the Wrong Reward and Recognition System (p. 112)
  • Lack of Trained Facilitators (p. 113)
  • Failure to Celebrate Success (p. 114)
  • Stopping the Programme Midway (p. 115)
  • Lack of Practical Examples in the Training (p. 116)
  • Focusing on the 'Don't Want To's' (p. 118)
  • 9. Getting Started (p. 121)
  • Appendix
  • Tools and Techniques (p. 131)
  • Index (p. 161)

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