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Delivery device components laid out during a pilot build.

Capability example

A delivery platform that kept its dose accuracy through transfer.

A design that met specification at n=10 and drifted at n=1,000. Transfer treated as a statistics problem, not a paperwork one.

Sector

Drug delivery

Device type

Mechanical autoinjector platform

Services involved

New product introduction, contract manufacturing

Duration

11 months, design freeze to sustained production

The challenge

Accurate on the bench, drifting on the line.

Delivered volume sat comfortably inside specification across the engineering builds. It moved as soon as the process left the people who had designed it. Nothing was out of tolerance and nothing was clearly wrong, which is the hardest version of this problem: a capable design running on a process nobody had characterised.

What we did

Characterised the process before validating it.

We identified the parameters that actually move delivered volume, then ran capability studies on each before writing a single validation protocol. Design for manufacturing changes went back into the design where a tolerance was doing work that a feature could do instead. Only once the process was understood did we run installation, operational and performance qualification, against acceptance criteria derived from the measured variation rather than from the specification limits.

What it took

One spring supplier, three lots, two behaviours.

Delivered volume tracked a spring rate that met its drawing in every lot. The drawing allowed more variation than the device could absorb. Rather than tighten a purchase specification and hope, we measured across lots, established the real distribution, and changed the design so the assembly compensated for it. The tolerance stayed where the supplier could hold it and the device stopped caring.

The outcome

What came out of it.

  • Process capability of 1.51 on delivered volume across 3 consecutive validation lots.
  • 18,000 units built and released in the first year of sustained production.
  • Scrap held at 1.9 percent through the first four production quarters.
  • A released manufacturing package with controlled work instructions and change control in place.

Services involved

The disciplines behind this programme.

They ran as one programme against a single plan, with one named programme lead accountable for the whole of it.

More examples

Other programmes.

Placeholder figure, to be replaced with verified data before launch.

Next step

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