With sincere apologies to Casey Stengel, recent manufacturing failures in pharma industry make this question every bit as pertinent as when it was formulated about the 1962 Mets.
Genzyme. J&J's McNeil. Abbott. Amgen. Not exactly neophytes to the manufacturing and quality control of critical products serving the healthcare market. Yet all have experienced problems in their manufacturing resulting in recalls, and in some cases shortages, and illness.
What's more? Many of these instances have been marked by a seemingly leisurely attitude in senior management toward getting to the bottom of the issues. Or worse, lack of transparency in dealing with the problem with the patient base - lack of availability information, dealyed or phantom recalls, and stonewalling regulators.
Results? Loss of consumer confidence or anger among patients who are without their needed medications. Plant closings and job losses for those employees. Senior management resignations (albeit too little too late). Proxy fights. Consent Decrees. And even an acquisition attempt (which could go hostile) in play.
Like most things. It would appear that this would come down to fundamentals. Companies need to go back to spring training and work on basics of attention to detail, institution and adherence to strong quality systems - but even more importantly a return to responsibility, forthrightness and a commitment to ethics at the top. These are ethical businesses correct?
Posted by Bruce Lehr September 27th 2010.