PHARMA TALK 2017pharmatalk.eu/wp-content/uploads/2015/05/PT17_w04_… · · 2017-08-22BD APAC 1M Dow AgroScience ... Novartis EMEA 5.4M ... Root Cause Analysis. CBRE 18 PHARMATALK

PHARMA TALK 2017

GLOBAL WORKPLACE SOLUTIONS

Jens Schwulera

Solutions Director, CEE

Lukas Beckmann

Senior Reliability Engineer, Life Science CEE

2 PHARMATALK 2017CBRE

CBRE: THE GLOBAL MARKET LEADER

#259Fortune 500

206 Ranking


END-TO-END EXPERTISE

IN ALL ASPECTS

OF CORPORATE

REAL ESTATE


CBRE GLOBAL WORKPLACE SOLUTIONS (GWS):BUSINESS LINES OVERVIEW

Industry-Leading Account ManagementGlobally empowered account managers, world-class governance,

quality assurance, and consulting support.

Enterprise Facilities Management (EFM)Facility management professionals delivering integrated maintenance,

soft services, and employee support services.

Advisory & Transaction ServicesTransaction managers, brokerage professionals, and portfolio

administrators leveraging the world’s deepest and broadest advisory

capability.

Project Management (PJM)Variable or dedicated project managers worldwide, offering

advantaged pricing and integrated delivery.

Management ConsultingSeasoned professionals advising clients on transformational

delivery models, innovations, and management practices.

Enabling InfrastructureSustained investment in leading technology and analytics.

Leveraged shared services for supporting functions.

40,000

GWS Employe

esGlobally

5.2B

Square Feet

Managed

$34B+

in Facilities Operatin

g Budgets

27.5M

Client Occupa

nts

$42.4B

CapitalExpense

s

$310.6B

Sale and Lease Value

We are structured to provide comprehensive solutions to a wide range of clients


LIFE SCIENCES SOLUTIONS

Serving pharmaceutical, biotech,

and medical device industries

Largest CBRE sector

($1.4B annual revenue)

Balanced global capability

Balanced service line expertise

Strong relationships with Life

Sciences developers and owners

Local, national and global expertise

2,800Life Sciences employees

250kanalytical

instrumentsmanaged

$1.4BLife Sciences

Annual Revenue

130MSF managed

for Life Sciences clients

9of the world’s top 15 Pharma companies partner with CBRE

9Life Sciences clients

transitioned in the last five years

70LSG Brokerage

Professionals

750+Transactions over

the last 5 years


KEY LIFE SCIENCE CLIENTS

Note: All marks and graphics displayed on this document are the property of their respective owner.


WHAT WE DO FOR THEM

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Geography SF

Abbott ✓ ✓ ✓ ✓ ✓ ✓ ✓ AMS 12M

Allergan ✓ ✓ ✓ ✓ ✓ AMS, EMEA 4M

Agilent ✓ ✓ ✓ ✓ ✓ ✓ ✓ Global 6.5M

AstraZeneca ✓ ✓ ✓ ✓ ✓ ✓ ✓ EMEA, US 1.5M

Baxter ✓ ✓ ✓ US, Multinational 2.9M

BD ✓ ✓ APAC 1M

Dow AgroScience ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Global 2M

Johnson & Johnson ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ US, Puerto Rico 10M

Confidential Client ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Global 27M

Lilly ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ US 13M

McKesson ✓ ✓ ✓ ✓ ✓ ✓ ✓ US, Multinational 3.4M

Confidential Client ✓ ✓ ✓ ✓ ✓ ✓ ✓ EMEA 500K

Monsanto ✓ ✓ ✓ ✓ ✓ ✓ ✓ US, Multinational 3.9M

Nestle ✓ ✓ ✓ ✓ LATAM 3.7M

Novartis ✓ ✓ ✓ ✓ ✓ ✓ ✓ EMEA 5.4M

Confidential Client ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ EMEA, US, Puerto Rico 11.6M

Roche ✓ ✓ ✓ APAC/EMEA 800K

Siemens Healthineers ✓ ✓ ✓ ✓ ✓ ✓ ✓ Global 4.2M

Syngenta ✓ ✓ ✓ ✓ ✓ ✓ ✓ Global 6.7M

IMPROVE YOUR PHARMA MANUFACTURING ENVIRONMENT

Value-Based Maintenance and Asset Management


MAINTENANCE STRATEGIES

Pre-determined

Maintenance

strategies

Preventive maintenance Corrective maintenance

Condition-based Deferred Immediate

Scheduled Un-scheduled

To implement an optimal maintenance strategy,

you must understand and differentiate your systems criticality.🔎


Value-based maintenance can help you reduce

direct and indirect maintenance costs, sustainably.

● Material costs

● Staff costs

● Costs of tools

● Warehousing costs incl. capital costs

● Transport costs

● Maintenance administrative cost

MAINTENANCE COSTS

INDIRECT maintenance costs

● Costs of lost material

● Disposal costs

● Administrative costs of non-quality

● Costs of recalls

● Loss of customer satisfaction and trust

● Loss of brand reputation

● Indirect maintenance costs are inherently hard to measure

● Indirect costs have an impact on non-financial factors like reputation

● Estimated to be 3..4x higher than direct maintenance cost (typical scenarios)⚠️

DIRECT maintenance costs

Direct vs. indirect


Asset criticality assessment

VALUE-BASED MAINTENANCE – STEP 1

Potential factors for use of product criticality quantification:

Cost of one batch•

Total cost of all batches per period•

Quality history of the corresponding product•

Existing production KPIs•

Property of the product (e.g. „life• -saving medication“ status)HSE considerations•

more•


Asset criticality assessment

VALUE-BASED MAINTENANCE – STEP 1

Next step: Allocation of equipment groups.

Potential factors for use of equipment criticality quantification:

• Capacity utilization• Reliability history of the corresponding equipment• Cost of non-quality• HSE considerations• more

Next step:

Define measures for higher risk equipment, depending on Asset criticality results, e.g.:

Deployment of Reliabiliy Study •

Review of existing maintenance strategy•

more•

Now: Switching from product levelto the equipment level


Reliability Study

VALUE-BASED MAINTENANCE - STEP 2


Reliability Study



Reliability Study


Final re-assessment of the risks after implementation of all counter-measures closes the loop.

Target: All green


CASE STUDY 1 How condition monitoring can

increase safety and save money

Problem

• Glycol leaking into the product in a filter dryer

• Product penetrating machine parts with possible

exposure of operators

Impact

• Product contamination Q risk

• Machine contamination HSE risk

• Downtime with production stop Business risk

Equipment manufacturer recommendation

Yearly change of Hastalloy bellows

as preventive measure


CASE STUDY 1What CBRE did.

Root Cause Analysis


CASE STUDY 1 What CBRE did.

Root Cause Analysis

Countermeasures• Fix construction error

• Install condition monitoring (online pressure monitoring)

Benefits

Elimination of Q risks and HSE risk•

Prevention of future breakdowns•

Bellows lifetime is extended•

Cost avoidance of 41 kUSD

per unnecessary exchange

(not including indirect cost)


Industry 4.0

OUTLOOK

Robots


Digitization, Lab of the Future

BROCHURES

THANK YOU

Lukas BeckmannSenior Reliability EngineerCBRE GWS GmbH

T +41 79 139 0813E [email protected]

Jens SchwuleraSolutions Director CEECBRE GWS IFM Industrie GmbH

T +49 162 13 44 547E [email protected]

BACKUP

CASE STUDY 2


MeasuresImplementation of a coupled

cooling system with a central

cooling supply.

Impact• High Energy Cost

• High Maintenance Cost

• Risk of loss of production if

a chiller fails

Root CauseLow utilisation of cooling

supply and no full redundancy

for the chillers.All cooling

systems

Recooling

In operation In operation

14°C WF WAR 23°C

WKK1+6°C

WKE1+2°C

MKG1-25°C

MK1-30°C

WKE10+2°C

WKK10MKG10-25°C

MKG20

Sommer:Kälte von WKE10

Winter:FreieKühlung

+8°C

WK1Rückkühlung

Kühlwasser +18°C Wasser-Glykol +18°C

Rückkühlung

Cooling systems status before optimization:

Energy Cost and no redundant Cooling Supply

CASE STUDY 2Cooling sytem optimization


Improvements:

CASE STUDY 2

Oldest plant Equipments are

coupled to

central supply

Central cooling

system

14°C WF WAR 23°C

WKK1+6°C

WKE1+2°C

MKG1-25°C

MK1-30°C

WKE10+2°C

WKK10MKG10-25°C

MKG20

Sommer:Kälte von WKE10

Winter:FreieKühlung

+8°C

WK1Rückkühlung

Kühlwasser +18°C Wasser-Glykol +18°C

Rückkühlung

scrapped Stand-by In operation

● Onetime investment:

600 kCHF

● Energy savings:

420 kUSD per year

● Reduction of operation and

maintenance costs:

550 kUSD per year

Business case

Typical costs for a lost batch:

500 kUSD+

(costs of lost material and

plant operating costs)

Optimized temperature levels•

Central generation•

Redundancy setup•

Cost comparison

Documents

PHARMA TALK 2017pharmatalk.eu/wp-content/uploads/2015/05/PT17_w04_… · · 2017-08-22BD APAC 1M Dow AgroScience ... Novartis EMEA 5.4M ... Root Cause Analysis. CBRE 18 PHARMATALK