Genzyme Case Study

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2.1. Background of Genzyme 2.1.1 Overview The Waterford plant has been established since 2001, since the establishment it has been taken over by Sanofi (2011). Genzyme is a pharmaceutical company producing drugs that before have been unmet, which help cure some rare and life threatening diseases. Genzyme with a constant increasing workforce is now at over 550 employees at the Waterford plant. This number set to massively increase with the expansion taking place the Waterford site in the coming months/years will be producing some of the Sanofi insulin products. With the rarity of the products the Genzyme plant are producing they get delivered to over 70 countries across the world. A brief description of the different manufacturing areas are …show more content…

These lines are divided up: 2 for Oral Dose tableting which are 2 high speed bottle filling, labelling and cartoning these lines are responsible for packing both Renagel and Renvela. There is also a sachet packaging line which is used for the Renvela product which goes through some of the Oral Dose processes before being packed. The facility also contains a high speed vial labelling and cartoning line which is dedicated to the products processed in the Fill Finish facility. 2.1.5 New Business The new business which is currently been developed is the Sanofi insulin products. This will require huge mind set change due to the cost of product but also the volume the new business will be producing to counter act the small margins. With the increase in volume a new warehouse will be built to accommodate the increased storage demand of the plant. 2.2. Validation 2.3. 5S 2.4. …show more content…

Change over times can often be the reasoning behind quite a low OEE figure. Changeover times are calculated from the last product off the line to the first good product of the next batch. Shingo’s method was based on a video timing study where he categorised the changeover tasks into internal and external tasks (internal being tasks that can only be completed when the operation/machine is not running). Since this SMED has developed with now having 3 categories, MUDA (waste) being added to the group. Once the tasks are grouped often times some of the internal tasks can be moved to external tasks. Moving these tasks often depend on the health and safety of operatives process technology and Quality. Tasks that get categorised as MUDA (Transportation, Inventory, Movement, Waiting, Over Production, Over Processing and Defects) often require the implementation of other Lean tools such as TPM to reduce variation and defects. [22]. SMED often affects any previous work carried out on Standard Works as tasks may get moved, removed or the time to do the task is reduced. Implementing both tools together into a work centre or process can often save time and double jobbing. Although having standard work in place prior to this may make the job of implementing SMED

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