Drawing on extensive experience in the process industries particularly the food and healthcare sectors, we provide a focused client service to arrive at solutions to a variety of key business challenges including:
a "The contribution by Machan Consulting was key to the timely conclusion of this work"
Vice President top 10 global Healthcare Company
b "We retained the services of Machan Consulting Limited in 2008 to review the efficiency and scalability of our production capabilities, these led to very specific recommendations for process improvement. I would be happy to recommend Ian Machan to any organisation that needed a thorough independent review of its production or supply chain management"
CEO UK award winning Company
c "Ian has provided project management, change and technical/process expertise to successfully facilitate the design and implementation of a global end to end product development and delivery process. The appointment of Machan Consulting was fundamental to the project’s success"
Head of Programme and Change Management, Major Global Consumer Healthcare company
d "Ian was prepared to be challenging, good listener and very quick on the uptake. Understands the fundamentals of my business sector. Hardworking with an intensive work rate; as a customer you get a real sense that Ian wants to provide value for money"
Site Team, UK Manufacturing Site

There are 9 different types of License available to apply for from the MHRA
Since October 2001 there have been 244 Drug alerts issued in the UK
In the first four months of 2011 there have been 36 Medical Device alerts
In 2010, the Manufacturing Division of the FDA issued 16 Warning letters to Companies
In March 2011 the MHRA issued it's 100th traditional Herbal registration
The EMEA received 164 applications for orphan designation in 2009
In 2009/10 the EMEA carried out 175 GMP inspections
The MHRA carried out 658 GMP Inspections, 762 GDP inspections in 2009/10
For devices in 2009/10, 43.8% of UK Adverse Incident reports were due to manufacturing.
In 2009 there were 461 enterprises in the UK manufacturing Pharmaceuticals
In the UK in 2009 there were...

6287 enterprises manufacturing Food

936 enterprises manufacturing Beverages
The food and drink manufacturing industry is the single largest manufacturing sector in the UK with a turnover of £72.3bn, with a gross value added of £20.0bn, accounting for 15% of the total manufacturing sector.
£1bn ⇒ 1500
Our sector invests over £1bn in to R&D each year enabling over 1,500 products to be launched every quarter.
UK Rules
The Food industry has increased the productivity of its labour force over the last 10 years by over 50% leaving food and drink workers in the UK 70% more productive than the EU average.
53% :-)
According to the FSA 53% of food businesses visited were fully compliant with food safety management requirements and 86% of food businesses were broadly compliant.
186 :-(
In 2009/10 the FSA issued 186 Hygiene improvement notices, 73 remedial action notices, and 1997 informal written warnings.
The industry employs up to 400,000 workers
Lean
Agile
Six Sigma
Quick Customer response
TQM
Process re-engineering
Machan Consulting has experience in all of the techniques, but focuses on applying the right ones to match your business need. Don't choose a theory; apply the practices that will work for you.

What do the following all have in common?
o Multi-level, treacle like, hierarchical organisations
o The common “ procedures will be updated, re-training carried out” statement when there is a mis-selling or service level scandal
o Buying and selling Structured Debt vehicles that you don’t understand
o And possibly, the extensive earnings multiple between the highest and lowest employees
They are examples of linkages throughout a company getting stretched to, or beyond, breaking point. Not dissimilar to the “chain of command”, it also encompasses the values and principles that should govern an organisation at all levels.
When some common sense value needs re-stating in a training session, such as “ don’t sell inappropriate insurance” or “ don’t forge signatures” (a misdemeanour more serious in my field of Pharmaceuticals and Medical Devices than even the Financial or Utility switching sectors), the linkage between the principles of the business and its employees is broken.
So what should be done about it? Pre-emptive actions could include:
o Meaningful self-audit programmes
o A Whistle blowing policy that encourages the declaration of broken links
o Audit by external people, with no vested interest in hiding the breaks.
More important are senior people, leaders, making clear by their words and their deeds what is important in an organisation, re-enforcing the links, re-enforcing the right behaviours, rather than fixing them after the breaks are discovered.
An old boss of mine, senior and removed from day-to-day Production, used to walk a part of the Factory floor where he was responsible every morning for 15 minutes before starting his day’s work. Over a number of weeks he covered his whole patch. Walking round he commented on tidiness, organisation, and attitudes. Everything that he saw that did, or didn’t meet his view of the world, received a comment to those present and the supervisor or team leader. He may have been right or wrong, but everyone knew what was expected of them.
He took the time, and demonstrated by his actions. Linkage wasn’t a problem there.
It occurred to me recently that when Consultants list out the tools that they use, or unfortunately the only tool that they use (thinking everything looks like a nail when you only have a hammer..), that Skills should have greater profile.
1 Belvedere Close
Keyworth
Nottingham
United Kingdom
NG12 5JF
+44 (0)7780 646142
Please enter your details below and I'll periodically email you with useful insight and reports regarding pharmacuetical and food issues. Phew.
Operational Excellence
Food
Healthcare
Operational Excellence