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Webinar with Marloes Seesing from Yusen Logistics

Customer Centric Approach:
Quality as the backbone of Business Development in Healthcare

HubSpot Video
Agenda

00 : 02 : 00
Customer Centric Approach on Quality

00 : 16 : 00
Global Healthcare Quality Strategy

00 : 37 : 00
Digitalization within the Quality Strategy

00 : 42 : 45
Advantages EMS over Paper QMS

00 : 42 : 45
Advantages EMS over Paper QMS

In this free Scilife webinar, you will learn about a successful business development approach by merging quality with sales based on the expertise of Marloes Seesing, Global Head of Healthcare Industry Vertical, Business Development & Supply Chain Solutions Group at Yusen Logistics.

  • How to organize your Business Development and Quality departments to create cooperation
  • The quality strategy as a sales tool
  • Digitalization and being data-driven as key requirements

Q&A's from the session

Are you using the QMS only for Healthcare and Pharma or also in other verticals?

I thought that for the healthcare vertical, we needed a specific healthcare quality department. But it might be used for other verticals because of the level of quality in general. As for some airspace, they also have some high-quality requirements, but in general, are quite much higher than for other products.

Maybe 80% of the documentation is quite similar and then they have the same way of working. Although I'm only responsible for the healthcare, I do advise using it for their entire QMS, because it makes it way more efficient. But people are sometimes a little scared of change so you will first try healthcare and then you can move on further.

 

What should you keep in mind before starting a root risk assessment of your QMS?

 You really start from the beginning and take all the details of the procedure into account. You need to know all the quantity data, historical temperature data, historical delay data, etc (depending on if is healthcare, air freight), and security data per country. Root risk assessment brings all it in together and calculates what is the risk for damage, delay, or quality overall based on all the factors. 

Based on that knowledge, you think if this is acceptable or not and if you must do something about this to make it more acceptable to your customer before you even start. So, there are a lot of bare meters to think of before starting this root risk assessment.

And with the innovation, we don't have to think about that a lot anymore. The system will think for us if we put in the right data.

 

How long did it take to move from paper to eQMS? 

Our network is growing constantly as per facility and they need to join Scilife, that's why the implementation process internally within Yusen is a constant process. 

If you look at it per facility size, you need to know how many documents you have and how many people are part of this. 

For example, if we talk about a couple of hundred people that need to join this system and a lot of documents, you will need to transfer those documents and train those people to use the system so you need to add them to the training module, in this case, we will consider that’s a bigger project. 

On the contrary, when you do a GDP set up over a very small country where there are just 5 people involved and they don't have QMS yet, they will build GDP QMS in the system from scratch.  It will be no need for transfer documents and the training will be easier too, so, overall, it's a way easier process. 

 

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