Pharim's working method to ensure the successful outcome of a project is based on two pillars: the primary process and the supporting process. Where the primary process consists of professional and expert management, the supporting process consists of elements which are often undeservedly deemed to be of minor importance, but which are critical for a successful project.

The primary process

1. Feasibility study and defining the scope

Based on the client’s wishes and requirements, a study will first be performed into both the feasibility and preconditions of the assignment/project. Various concepts can then be detailed further. Subsequently, and in close consultation with the client, the precise scope will be defined as aproject's starting point. The exact execution of this step will ensure a significant increase in the client’s satisfaction.

2. Performance in accordance with agreements

Deliver what has been requested. The measure of success of an assignment and the project is determined by the level to which it is performed in accordance with what has been agreed. This is realised by clear demarcation of the defined phases and thorough consultation with the client after the conclusion of each phase. The client will then have every confidence that agreements will be kept and observed.

3. Good handover

An assignment/project is only truly completed after a successful handover has taken place. By means of coaching and staff training during the entire process, Pharim BV makes certain that the handover, and by extension the absorption (embedding) of the deliverables into the regular operation, will run as smoothly as possible.


The supporting process

1. Risk analysis

Pharim ensures that any risks that may be involved in the performance of assignments/projects are properly documented and discussed with the client via a risk analysis. In consultation, measures are considered and implemented to limit risks. By regularly repeating and updating the risk analysis throughout the project, budget, resources and timeframes can be monitored continuously.

A risk analyses can also be made of the existing operational activities and processes. To be effective, control measures arising from the analysis need to be interwoven with the operational activities, whilst at the same time meeting the demands of the quality safeguards and standards (for example cGMP).Four steps can be identified:

1. Identification and analysis of risks
2. Definition and execution of control measures
3. Integration of control measures into the operational process
4. Periodical testing of the effects of the control measures

Regularly updating the risk analyses and standardising control measures will bring about a continuous improvement of the production process.

2. Lean

Lean is a system in which the organisation and processes are streamlined by the application of a series of techniques. Lean is about identifying and eliminating waste (activities that add no value for the client). With a continuous improvement of the flow of the product/service, the organisation will operate more effectively and efficiently, resulting in reduced costs complemented by the delivery ofbetter service and improved quality.

Lean is not a one-off project, but a continuous process of improvement. It is therefore vital to anchor lean deep in the culture.As well as training and the application of lean techniques, a great deal of attention is focused on embedding the lean concept into the organisational culture. This is achieved in close cooperation with the client and will cement a mentality of lean thinking into the corporate culture, ensuring that the organisation continues to improve and remains fighting fit to meet and anticipate the challenges of a constantly changing environment. 

3. Training and coaching

Throughout the project, staff are trained on knowledge and methods. Personal development and leadership are given high priority. These elements are key for the smooth running of the project. This will also benefit the operational organisation with professional teams and individuals.