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Integration of technical operations and quality teams to build site unification

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dc.contributor.advisor Roy Welsch and Charles L. Cooney. en_US
dc.contributor.author Williams, Christina M., M.B.A. (Christina Marie). Massachusetts Institute of Technology en_US
dc.contributor.other Leaders for Global Operations Program. en_US
dc.date.accessioned 2012-09-27T15:29:24Z
dc.date.available 2012-09-27T15:29:24Z
dc.date.copyright 2012 en_US
dc.date.issued 2012 en_US
dc.identifier.uri http://hdl.handle.net/1721.1/73400
dc.description Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; in conjunction with the Leaders for Global Operations Program at MIT, 2012. en_US
dc.description Cataloged from PDF version of thesis. en_US
dc.description Includes bibliographical references (p. 63-64). en_US
dc.description.abstract Novartis International A.G. is well known for their effective research and development of life-changing pharmaceuticals, and in 2006, Novartis bought Chiron Corporation, thereby diversifying their portfolio with a vaccines and diagnostics division. Novartis Vaccines & Diagnostics (NV&D) is dedicated to producing vaccines and diagnostics tools at the highest quality and lowest cost. This thesis is from a six-month internship that explores the Novartis Vaccine's Holly Springs, North Carolina flu-cell culture facility to assist management in better understanding the Novartis' Innovation, Quality, and Productive (IQP) system on the organization. This particular site employs approximately 350 full-time individuals and 150 contractors. The Holly Springs' facility is designed to manufacture and fill 50 million doses of seasonal influenza vaccine, and 150 million doses in the event of a pandemic (with the help of a dose sparing adjuvant). All processes, from incoming raw materials to syringe fill and finish, must be conducted at this site in order to meet a United States mandate for emergency readiness in the event of a pandemic. The facility is well on its way to finalizing the manufacturing process, installing all the production equipment, and hiring staff, however, all start ups experience difficulties and this is no different from Novartis. The site, in particular is experiencing many difficulties in their raw material release process. . NV&D management recognized the need to implement their IQP project improvement system to address the disruptions that are impacting their scheduled readiness plan. [Figure 1 displayed] Figure 1: Causal Feedback Loop of Process Improvement on Process Performance] The approach for this project and thesis will be a mix of Novartis' IQP department, quality management, and technical operations methodologies in order to fully understand the current state of the raw material release process and identify gaps within the process. Combining the raw material release project with the theories of system dynamics, Novartis can better understand the impact of their Innovation, Quality, and Productive system at varying organizational levels. The Figure to the right demonstrates the impact of process improvement on overall process performance. en_US
dc.description.statementofresponsibility by Christina M. Williams. en_US
dc.format.extent 64 p. en_US
dc.language.iso eng en_US
dc.publisher Massachusetts Institute of Technology en_US
dc.rights M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. en_US
dc.rights.uri http://dspace.mit.edu/handle/1721.1/7582 en_US
dc.subject Sloan School of Management. en_US
dc.subject Engineering Systems Division. en_US
dc.subject Leaders for Global Operations Program. en_US
dc.title Integration of technical operations and quality teams to build site unification en_US
dc.type Thesis en_US
dc.description.degree S.M. en_US
dc.description.degree M.B.A. en_US
dc.contributor.department Sloan School of Management. en_US
dc.contributor.department Massachusetts Institute of Technology. Engineering Systems Division. en_US
dc.contributor.department Leaders for Global Operations Program. en_US
dc.identifier.oclc 810135748 en_US


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