By Martin Grossmann
Research and improvement of novel drugs for human remedy ordinarily takes over a decade earlier than major sales from revenues are impending. How can biotechnology businesses be based and develop effectively in an with such prolonged innovation strategies? The e-book investigates this challenge and distinguishes 3 progress levels: From incorporation and start-up via collaborative R&D with huge pharmaceutical agencies to price production from R&D pipelines to Public choices and product advertising. during this booklet a dynamic simulation version for trying out assorted decision-making innovations is built. for every part the writer identifies selection principles that offer for profitable company progress.
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Extra resources for Entrepreneurship in Biotechnology: Managing for Growth from Start-Up to Initial Public Offering
Sample text
I shall start off this historical analysis by looking at the role standards played at the transition from the craft production system to the system of mass production in America. Juxtaposing the role of the skilled craftsman with the factory worker, I will point out how significantly standardisation is for the shift from highly individualised skilled work to highly fragmented and repetitive work. In the second part of this chapter the focus is on the role of standardisation in Taylorism. Acknowledging, that Taylor's Principles of Scientific Management do not represent a production system as such, I think it is nevertheless important to include it in the discussion particularly as it lay the foundation of the first production system of the automotive industry: Ford's system of mass production.
More specifically then, quality control "emerged through the confluence" of "the American systemic approach and the Japanese way of organising production" (Baba and Yoshiki 1997:53). The latter being characterised by a process of learning by doing derived from combining shop floor knowledge with an inherent urge for continuous improvement and flexibility. 5 Quality management in Germany The quality management in Germany during the twentieth century from then on evolved in four distinct stages (Hesser and Inklaar 1992:161).
With it, the responsibility for quality, too, was passed on down the line. Thus quality control was located at the end of the production process, at the end of the assembly line, where the inspectors of the quality management department, sorted the products into defect and acceptable products. This led to an enormous increase in the amount of indirect labour. 200 were quality inspectors. 2 This example shows that the responsibility for quality and quality awareness was lacking. Instead quality control was seen as a final filter to extract defect parts.
