Development, Implementation, and Validation of a Capacity Management System
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Development, Implementation, and Validation of a Capacity Management System
Martin D. Hynes III, PhD Robert D. Swarts Nicole R. Egli Jeanette M. Colonna Lilly Research Laboratories, Eli Lilly and Company, Lilly Corporate Center, Indianapolis, Indiana
Key Words Capacity management; Capacity modeling; Project management; Portfolio management; Resource utilization Correspondence Address Martin D. Hynes III, Product Research and Development, Lilly Research Laboratories, Eli Lilly and Company, Lilly Corporate Center, Indianapolis, IN 46285(e-mail: [email protected]).
Organizational capacity management remains a significant tactic in reducing drug development cycle times and cost. The implementation of a project management system from the German software company, SAP, and supporting business processes was a significant step forward in our journey toward an enhanced capacity management system. However, it became apparent that a supplemental tool was needed to schedule resources and provide more detail on resource type. To achieve an effective capacity management process, each of the functions must have a robust capacity model with
INTRODUCTION Changing technological, economic, and political realities exert increasing pressure on the pharmaceutical industry to improve resource utilization and productivity dramatically. Industry analysis shows that while development costs and time to approval have risen, the probability of technical success in many cases is declining (1). Such business realities lead to fewer approvals in the face of mounting research and development (R&D) cost (2). These trends are not sustainable for the pharmaceutical industry. One essential response to the rising cost of drug development is the implementation of advanced capacity management tools and processes. Used effectively, these tools and business processes can minimize waste and maximize the use of existing scientific talent by ensuring deployment of critical skill sets to the highest value projects at the correct time and in the appropriate quantities. These more advanced tools also enable scenario planning to optimize complex portfolio-wide resourcing decisions over an extended future period. Eli Lilly and Company is engaged in the process of leveraging state-of-the-art capacity management tools, technology, and theory to
supporting tools in place. This article describes how a functional capacity model was constructed and utilized for ongoing capacity management. In addition, it describes how that model has been validated with data from the project time entry system. Finally, this article outlines the roles and responsibilities of various groups involved in the capacity management system. When the linkages between the groups are leveraged along with the capacity model and supporting information technology tool, it results in a capacity management process that allows for optimal project resourcing.
drive rigorous resource utilization and decision-making processes. The first step in the journey involved a companywide implementation of an e
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