Pfizer Global Supply (PGS) produces more than 23 billion doses of medicine every year across its network of 42 global manufacturing sites. Those global operations set out on a new journey in 2016 when the president of PGS wanted to make a great organization even better. The goal? To support the Pfizer purpose of “breakthroughs that change patients’ lives” by transforming operations into a seamless, data-driven insight engine that drives world-class performance.
But this would be no simple task. PGS manufacturing facilities, representing a heritage of more than 30 legacy pharmaceutical companies, had a diverse ecosystem of systems and datasets, as well as differing process and equipment standards. Insights were difficult to ascertain. And changing the range of solutions used at the operational technologies (OT) layer would be a complex, multiyear effort.
A Blank-Slate Approach
When developing its digital transformation strategy, PGS took the time to understand its business challenges and the technology landscape across the industry.
“We said, OK, if we could take a blank slate and start over, what would this look like if we started today and we didn’t constrain ourselves to what we’ve been doing?” shares Mike Tomasco, vice president, Digital Manufacturing, Pfizer.
This approach, combined with strong executive sponsorship, helped the organization craft a vision that was all-encompassing and a strategy focused on delivering value.
Meanwhile, as this work was happening, a PGS operational excellence group was in the midst of an initiative focused on migrating PGS operations to a lean manufacturing mindset.