1. What are the main changes implemented in the factory?
The factory has been steadily growing and increasing its capacity for several years. One of the main challenges this year has been converting a conventional aseptic filling line to RABS technology, a multidisciplinary task that required the involvement of many departments. This required us to shut down the production line for three months. Anyone interested in more details can read an interview on our blog with our colleague Laura de Rojas, who led the project. Also as part of our capacity increase, a new customer collaboration has allowed us to install a packaging line that will be operational by the end of this year.
2. What is the main aim of implementing these changes in the factory?
Our main aim is to ensure we have the necessary capacity to meet the growing demand from some of our CMO customers and to expand into new countries where we have rolled out different registration projects.
3. What implications do these changes have for factory operations and staff? Will more staff be required?
Well, our staff numbers have grown quite a lot. Last year, we started fourth and fifth shifts with a team from one of the dosing lines, and this February, we began operating two complete lines on those fourth and fifth shifts. This has led to a considerable increase in staff numbers, which is challenging because our manufacturing process is specialised and requires thorough training. To help train all staff working on our lines, this year we have set up a "Learning centre" to bolster training for staff before they access the manufacturing areas.
4. What types of profiles will be required or are expected?
I would say that profiles of all kinds will be required, including operators, production technicians and quality department staff. This year, we have also increased staffing for the fourth and fifth shifts to provide this service. We have created the Quality Oversight Department, which has expanded significantly to supervise our operations 24 hours a day, 7 days a week. We’ve also needed, and still need, laboratory technicians, both physicochemical and microbiological, and we are increasing our project management staff as we expand into different countries.
5. Are the current changes in the factory aimed at improving efficiency and/or sustainability?
We look at any change in our factory from the point of view of efficiency, sustainability and, above all, quality. I would say that these three concepts are fully interrelated. In terms of efficiency, we began developing our operational excellence model several years ago, and we have achieved very good results while we continue to fine tune it. With regard to sustainability, we have identified a wide range of initiatives for this year, developing our water footprint being one of the most important. We are working on reusing process water and expect to share more details soon.
6. What additional changes are foreseen for the near future in the factory?
To continue increasing our capacity, we expect to install a RABS dosing line for aseptic filling by October, which should be operational by September next year. This is a significant challenge for the plant, as it involves not only the production line but also all the installations required to operate it. And, of course, we’ll need to bring in new staff, train them on this technology, and once we are up and running, stabilise and standardise the process to make sure we achieve the efficiency and quality levels that Inibsa strives for.
