Program Management for a Patient Interface Redesign
Medical device manufacturer with rising demand
A medical device manufacturer faced quality and production issues with its patient interface, compounded by a strained supplier relationship and demand that exceeded existing capacity.
The challenge
The situation
A medical device manufacturer experienced significant quality and production issues with its patient interface, compounded by a strained supplier relationship and rising demand that exceeded existing capacity. Without structured program management, tackling these challenges became even more difficult.
Our approach
What we delivered
Redesign of the patient interface with a production ramp-up and a new production line at a new supplier
Build-up of a standardised PMO structure with a trending and dashboard system for action tracking
Reliable project planning with integrated risk, quality and communication management
The outcome
Results & impact
5 program levers implemented
Reliable, on-schedule project plans with binding project owners across all program levers.
1 standardised PMO structure
PMO structure with trending and dashboard system implemented for ongoing governance.
0 open quality issues
Quality and production issues with the new supplier and the new production line resolved.
In summary
The manufacturer established a standardised PMO structure and fully resolved the quality and production issues with the patient interface, with reliable project planning across all five program levers.
Related expertise
Supplier Development & Qualification →
The strained supplier relationship and the build-up of a new production line at a new supplier for the patient interface required structured development and qualification of the new supplier to resolve the quality and production issues.
Manufacturing & Supply Chain Management →
The patient-interface redesign came with a production ramp-up and a new production line at a new supplier - a core manufacturing and supply chain management topic that required its own program management.
Reporting & Dashboards →
The PMO structure built with a trending and dashboard system for ongoing action tracking is a direct example of reporting and dashboard structures for program steering.
Risk Management →
Reliable project planning with integrated risk, quality and communication management across all five program levers was a core element of the program management.
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Sources
- Entourage project experience (anonymised)
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