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Business Operations > Benchmarking and Quality

Benchmarking and Quality Best Practices

Best Practices, LLC has conducted extensive research in the field of Benchmarking and Quality. Browse through and sample our published Benchmarking and Quality research in the topics below:


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Medical Affairs Launch Support: Activities and Thought Leader TargetingThis document contains Metrics and Graphics.This document contains Metrics and Graphics.
Non-members: Click here to review a complimentary excerpt from " Medical Affairs Launch Support: Activities and Thought Leader Targeting" STUDY OVERVIEW The Medical Affairs function plays a significant role in product launch. There are a range of launch activities that involve the Medical Affairs function, pre-launch and at launch. One area that is recognized as critical is identification and communication with thought leaders. Other aspects are early stage thought leader identification, thought leader segmentation, and medical science liaison (MSL) interactions with thought leaders. Best Practices, LLC undertook this benchmarking study to identify launch activities that Medical Affairs is currently involved with for product launches. In addition, the study includes metrics and insights around thought leader segmentation and MSL coverage. This study will serve as a benchmark for Medical Affairs leaders in creating value-based and science-driven launch strategies. NOTE: This study has three segments - Product’s Projected Peak Annual Revenue, Targeted Physicians and Product’s Launch Year. KEY TOPICS Medical Affair’s Role in Launch Activities Thought Leader Tiering Thought Leader Targeting and MSL Coverage SAMPLE KEY METRICS Medical Affairs’ Role in Listed Activities During Pre-launch and Launch Phase Thought Leader Tiering Criteria Before and After Launch Criteria Used to Segment Thought Leaders During Pre-launch Number of Thought Leaders Targeted During Pre-launch and Post-Launch Phase Number of Medical Science Liaisons (MSLs) Employed During Pre-launch and Post-Launch Phase Number of Thought Leaders Per Medical Science Liaison Average Thought Leaders Per Medical Science Liaison SAMPLE KEY FINDING Thought Leader Tiering: More than half of the benchmark class use five criteria during both pre-launch and post-launch while segmenting their TLs: Therapeutic Area, TLs’ Experience, TLs’ Influence Network, TLs’ Expertise, TLs’ Scientific Publications. In addition, majority of the benchmark class use TLs’ Patient Demographics during pre- as opposed to post-launch. METHODOLOGY This study engaged 28 executives from 24 leading life sciences companies. Segmentation analysis was key to examining trends and effective practices. Segments are based on three criteria: Projected Peak Annual Revenue of the product, Targeted Physicians for the product, Launch Year of the product.

Benchmarking Medical Device Quality 2014-15: M&A Impact and Improvement ApproachesThis document contains Metrics and Graphics.This document contains Metrics and Graphics.
Non-members: Click here to review a complimentary excerpt from "Benchmarking Medical Device Quality 2014-15: M&A Impact and Improvement Approaches" STUDY OVERVIEW Medical device and diagnostics companies spend millions to ensure their products meet quality standards at every stage of the product lifecycle. While they continually strive to ensure quality and safety in their company's products, quality leaders must also keep an eye on costs at the same time. Balancing these goals is a challenging task in today's environment of frequent mergers/acquisitions and regulatory change. To help quality leaders better deal with issues around M&A and effectiveness, Best Practices, LLC undertook this study to explore the impact of M&A and integration efforts on the quality function as well as what types of programs quality leaders are using to improve their effectiveness. Research findings provide evidence-based benchmarks around these issues so quality leaders can compare their efforts with industry peers. This study contains a Large Company Segment (LCS) that is made up of 11 companies. KEY TOPICS Acquisitions & Quality Function Integration Quality Metrics, Improvement Approaches & Controls Top Challenge Areas for Quality Organizations KEY METRICS Total acquisitions made since 2012 Number of acquisitions since 2012 that had immediate realizable revenue Percentage of acquired facilities where quality staff and systems have been fully integrated Models that best describe current and future state of your quality system Effectiveness of approaches by which quality supports rapid M&A integration Number of SOPs for quality organization at three levels Effectiveness of approaches to develop quality systems that respond rapidly to problems Effectiveness of approaches to tie quality controls to quality attributes of products Which KPIs are used in dashboard to assess quality performance Effectiveness of these metrics for determining the risk your distribution poses to quality function Current statistical confidence level for the product classes listed Top three challenges your quality function will face in next 1-2 years SAMPLE KEY FINDINGS Approaches that Improve Flexibility: Approaches most often rate “Highly Effective” are simplification, early warning systems and performance dashboards. More than half of benchmark class and large companies consider failure mode effect analysis highly effective for quality control. 56 percent of large companies and 47% of benchmark companies also find product drawings very effective for QC. METHODOLOGY Best Practices, LLC designed and deployed a custom benchmarking survey to executives at 21 leading Medical Device companies. This study has two segments: Total Benchmark Class (TBC) made up of 21 companies and a Large Company Segment (LCS) that is made up of 11 companies.

Benchmarking Medical Device Quality 2014-15: Staffing and Budget AllocationsThis document contains Metrics and Graphics.This document contains Metrics and Graphics.
Non-members: Click here to review a complimentary excerpt from "Benchmarking Medical Device Quality 2014-15: Staffing and Budget Allocations" STUDY OVERVIEW Medical device and diagnostics companies continually strive to ensure quality and safety in their company's products. But, at the same time, quality leaders must also keep an eye on costs. Balancing these goals is a challenging task, especially with the labor-intensive nature of the quality function as well as the cost-intensive activities of the quality role. Best Practices, LLC undertook this study to help quality leaders better understand quality staffing levels among their peers and the level of cost associated with key quality activities. The study includes metrics around total number of quality FTEs, past and future trends in quality staffing, span of control from managers to VPs, quality FTE cost, and allocation percentage for key quality activities. Research findings provide evidence-based benchmarks around these issues so quality leaders can compare their efforts with industry peers. This study contains a Large Company Segment (LCS) that is made up of 11 companies. KEY TOPICS Quality Staffing Levels Budget Allocation for Key Quality Activities KEY METRICS Total number of FTEs in your Quality function at the end of 2014 Percent change in Quality FTE count over past three years Quality staffing level change anticipated over next 12-24 months Average number of direct reports at each supervisory level in Quality organization Quality cost per Quality FTE Number of UPNs/SKUs per Quality FTE Number of Clinical Quality assurance FTEs Ration of clinical Quality staff to total Clinical headcount Percentage of total Quality budget allocated to critical Quality channels SAMPLE KEY FINDINGS Recent Quality Staffing Trends: Over the past three years, 57% of participants, including 56% of the LCS, saw an increase in the number of FTEs in the Quality function. The median increase was 2% (TBC) to 7% (LCS). Only one company decreased its Quality FTEs, and it was an outlier with a 27% staff reduction due to extensive process redesign. METHODOLOGY Best Practices, LLC designed and deployed a custom benchmarking survey to executives at 21 leading Medical Device companies. This study has two segments: Total Benchmark Class (TBC) made up of 21 companies and a Large Company Segment (LCS) that is made up of 11 companies.

 


 
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