In your replies to fellow classmates, look for similarities to your organization. I
In your replies to fellow classmates, look for similarities to your organization. If you have experienced similar issues, comment on how your organization handled the situation. If you do not want to comment on your organization (due to confidentiality issues or if your experience does not fit the topic), then comment on another organization that you are familiar with. You may also do research on a company and base your answers on your findings.
Jaden’s post:
Analytics or Intuition
Company: Pharmaceutical CDMO
Category 1: Operations and Production – Intuition
My company is a contract manufacturing facility that collaborates with a number of pharmaceutical companies. My company currently operates and produces using intuition, but they are in an aspirational phase when it comes to analytical. My company’s analytics are typically Gantt Charts and electronic manufacturing schedulers, but no data is collected on delays and timelines for how long it takes to manufacture a product. We collect data on batch records, but they are handwritten, making data collection more difficult than with electronic batch records. Due to the lack of data, project managers must rely on intuition when scheduling projects and make last-minute arrangements if the original project timeline is pushed back.
Category 2: Product research and development – Analytical
My job title is product development scientist, and my team makes a lot of decisions using analytics. Our primary goal is to optimize manufacturing so that products are produced efficiently and of high quality for consumers. When comparing different pieces of equipment, we use regressions, modeling, hypothesis testing, and t testing. After conducting experimental runs with various settings, I recently used a contour profiler to determine the optimal settings for a tablet laser drill.
Category 3: Work Force Planning and Allocation – Intuition
Decision makers, like operations, are currently using intuition to make decisions, but they are in an aspirational phase when it comes to analytical. My company has a variety of equipment that requires a range of abilities to operate. Some of our workforce is specialized on specific equipment, which causes problems with work allocation when one piece of equipment has a busier schedule than another. As a result, some operators are either overworked or underutilized. Due to a lack of data on operator specialties and an understanding of equipment schedules, decision makers must rely primarily on intuition when making work force decisions and allocations. My company is beginning to use surveys to determine how to better cross train operators on different equipment in order to better train more operators on different equipment in hopes of decreasing the amount of overworked and underutilized workers.
Obstacles to Analytics
Obstacle 1: Lack of understanding of how to use analytics to improve the business
Our operations team is responsible for the majority of our company’s current issues. Because our company is good at promoting from within, the majority of our operation supervisors were once floor workers, but this causes issues with overreliance on intuition and underutilization of analytics data. Supervisors frequently make decisions based on intuition after reviewing daily progress emails, which can contain inaccurate information at times.
Recommendation: We could find ways to incentivize supervisors to take additional courses to train them on how to make decisions using analytic data, or we could hire an operational engineer to conduct the research to optimize operations. We could also devise more effective methods of communicating daily progress than a daily progress email.
Obstacle 2: Lack of management bandwidth due to competing priorities
Our site has experienced a staffing shortage as a result of several hiring freezes. Because of the understaffing, the management team has become spread thin, shifting its focus to finances and attracting more clients.
Recommendation: We should shift our focus away from attracting new clients and toward keeping current clients satisfied. This could result in a consistent revenue flow, which could lead to the hiring of more employees and managers. This could give managers and employees more time to develop more analytical practices and move away from intuition-based practices.
Obstacle 3: Ability to get data
Our batch records contain a great deal of helpful information that could help us transition to a more analytically driven process; however, all of our batch records are paper-based and contain handwritten data. This makes data collection time-consuming because it takes time to go through the batch records and enter them into Excel.
Recommendation: We are gradually implementing electronic batch records. Several companies have created batch record applications that could assist us in implementing and training staff on how to use the application. We also have a week where our site is required to shut down for maintenance, which would be an excellent opportunity to train operation workers on the new system while also giving operation workers the option to work during shutdown rather than taking PTO.
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