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MAY-JUN 2017

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34 INTECH MAY/JUNE 2017 WWW.ISA.ORG SYSTEM INTEGRATION There are two categories of dimen- sions in the model: Business capability dimensions: This category includes the primary business capabilities required to design, build, operate, and maintain the digital plant and its role in the end-to-end enterprise value chain. These capabilities are: l manufacturing automation and pro- cess execution l lab execution and quality management l manufacturing support l production planning and supply chain Enabling capability dimensions: This category includes the people, processes, technology, and information capabili- ties required to enable the above busi- ness capabilities. These capabilities are: l people and culture l business insights and analytics l end-to-end value chain integration l systems interoperability and gover- nance l IT security and operations The model itself comprises a compre- hensive, detailed reference of the char- acteristics of each dimension at each level of maturity. A simple plant assess - ment tool has also been developed to al low people with no prior exposure to the model to carry out plant assessments with consistency. This consistency of use facilitates internal benchmarking and gap analysis within the networks of plants typical of large biopharmaceuti - cal manufacturers. The tool is a semi- automated spreadsheet. The summary page is shown in figure 2 and illustrates a typical plant assessment. A trial of the DPMM and the simple plant assessment tool is being carried out within the collaborating biopharma- ceutical companies, where the emerging picture shows an industry with a long way to go to reach higher levels of digital maturity. The model has also been used to identify key challenge areas for these companies, which are now collaborating on several initiatives to help the industry move the needle on digital maturity. The collaborating companies are also starting to see other uses for the model: It provides a common language for techni- cal/business discussions; it can be used to define strategy and set aspiration; and the rich detail behind the model can be used to do gap analysis and aid in trans- formation planning. One company is even using the model to help shape fu- ture technical skills profiles to aid career progression. Additionally, it can unite the industry and its technology vendors to ensure the right IT solutions and services are developed to assist the industry in its drive for higher digital maturity. A significant observation is that the DPMM is not specific to the biophar- maceutical industry. It is equally appli- cable to small molecule manufacturing, medical devices, and other areas beyond pharma. In short, the industry now has a tool in which it can set ambitions and plot and measure its transformation journey. Importantly, it represents a unit- ing of minds and industry experts. They are catalyzing the call to action within the broader ecosystem—IT developers and vendors, industry suppliers, thought leaders, and external experts—to align and focus the development of capabili- ties, technolo gies, standards, and know- how—ulti mately to the benefit of patients and to the wider healthcare ecosystem. n ABOUT THE BIOPHORUM Since its inception in 2004, the BioPho- rum has become an open and trusted environment where senior leaders of the biopharmaceutical industry come together to openly share and discuss the emerging trends and challenges facing their industry. The strong cross-company relationships built through the BioPhorum are the solid foun- dation from which subgroups have been spun off, each focusing on key operational challenges, improving competitiveness, and reducing patient risk. For more information, contact info@biophorum.com. ABOUT THE AUTHORS Eric Anttonen (Anttonen_eric_t@lilly.com) is a leader in the manufacturing and qual- ity IT organization for Eli Lilly and Company, with technical responsibilities for global sup- ply chain, manufacturing execution systems, analytics, and parenteral manufacturing sites across the globe. In his career, he has had sig- nificant experience in quality and laboratory systems and has held numerous leadership roles in product development and manufac- turing IT. Harmik Begi is the director, information sys- tems, at Amgen Inc. He leads global infor- mation systems and automation strategy, service ownership, solution architecture, and delivery for manufacturing and engineering business units. His scope includes the areas of process automation, manufacturing ex- ecution systems, information management and analytics, serialization, and enterprise IT services. Begi has more than 26 years of experience in engineering, manufactur- ing, automation, and information systems within the biopharmaceutical and food and beverage industries. Michael Dubs (michael.dubs@bms.com) is an IT business partner for the Bristol-Myers Squibb Global Product Development and Supply organization, and is one of the indus- try experts who collaborated to develop the Digital Plant Maturity Model. Before this, at BMS and other biopharmaceutical compa- nies, Dubs held leadership roles in IT strategy and innovation, served as a manufacturing site IT and automation leader, and led global IT teams for manufacturing, finance, supply chain, and research and development. Ian Helliwell (ian@biophorum.com) is a facilitator in the BioPhorum Operations Group, where he has worked with industry experts to develop the Digital Plant Maturity Model, as well as to identify and collabora- tively address the challenges preventing the industry from achieving higher levels of digi- tal maturity. Before this, Helliwell worked for AstraZeneca Pharmaceuticals for 17 years in IT leadership roles in strategy and architec- ture, and in engineering roles in industry and academia. Jane Selva (jane@biophorum.com) is direc- tor of the IT leader's collaboration in the BioPhorum Operations Group. Passionate about achieving results through collabora- tion, she works closely with IT vice presi- dents and directors to identify the industry's transformational challenges, with focus on digital enablement, and to bring subject- matter teams together to address them in actionable ways. Selva has 20 years of ex- perience in the pharmaceutical industry and has held IT leadership roles across the globe in Sweden, Spain, China, and the U.K. She earned her bachelor's degree from the Uni- versity of California and her MBA from the Stockholm School of Economics. View the online version at www.isa.org/intech/20170604.

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