How Projective’s Continuous Improvement Programme is Transforming Pharmaceutical Operations

As pharmaceutical sites across the United States (US) aim to reduce energy consumption, improve reliability and cut costs, many are realizing that the biggest gains often come not from new technology, but from optimizing existing systems.

This is the inspiration behind Projective’s Continuous Improvement Programme (CI Programme), a structured, collaborative approach that helps sites unlock hidden value quickly. We spoke with Eleanor Parker, one of our Senior Project Managers leading the charge, to learn how the programme works and why it’s having such a strong impact.

What is the Continuous Improvement Programme and why was it created?

Projective’s CI Programme is a long-term partnership designed to optimize pharmaceutical site operations using current infrastructure. Instead of relying on major capital investments, the programme focuses on practical, low-cost improvements that deliver measurable results in energy performance, asset reliability and operational culture.

Eleanor describes the programme as “a way to kickstart a culture of continuous improvement,” helping teams identify efficiencies and adopt smarter ways of working. Originally developed to support clients on their net-zero journey, the CI Programme emphasizes making the most of what’s already in place.

“We wanted to ensure the base load was as low and efficient as possible before introducing new technology,” Eleanor explains. “That’s where the real value starts.” By enhancing the performance of systems like HVAC, boiler operations, and Building Management System (BMS) controls, the programme lays the foundation for future technologies to have an even greater impact.

Addressing Site Challenges with a Programme That Embeds Change

Pharmaceutical sites often face the dual challenge of aging infrastructure and legacy maintenance practices, which can lead to inefficiencies and missed opportunities. The CI Programme was designed to tackle these issues by helping teams refocus on existing systems and unlock their full potential.

“It’s about breathing new life into what’s already there,” says Eleanor. “We’re helping sites get the most out of the assets they already have.”

But the CI Programme goes beyond technical fixes. It’s a long-term strategy that embeds a culture of continuous improvement across the organization. Rather than delivering a one-off solution, Projective works alongside site teams to install a mindset that drives ongoing optimization.

“We’re not just delivering a solution and walking away,” Eleanor explains. “We’re building a way of thinking that becomes part of the site’s culture. That’s why it’s a programme, not just a project.” By combining operational improvements with cultural transformation, the CI Programme creates lasting value that evolves with the site.

Delivering Results Through Embedded Expertise and Trusted Collaboration

At the heart of Projective’s CI Programme is a deep understanding of pharmaceutical environments, especially the complexities of GMP-regulated sites. This industry-specific expertise allows Projective to deliver practical, low-risk solutions tailored to each site’s operational needs.

“We embed ourselves in the client’s team,” says Eleanor. “We’re not just external consultants, we’re collaborators. That trust is what makes the programme work.” This collaborative approach has already led to tangible results. Across multiple sites, the CI Programme has delivered rapid, effective improvements, including BMS fine-tuning and HVAC heat recovery optimization, resulting in measurable carbon reductions and cost savings.

While the programme delivers technical improvements, the real success lies in the shift in mindset across site teams. Eleanor notes that teams are now proactively contributing their own ideas, a clear sign that the CI Programme is embedding itself culturally as well as operationally. To ensure these changes are sustained, Projective works closely with energy teams to track performance using daily and weekly Key Performance Indicators (KPI’s). This real-time visibility builds confidence and helps teams see the impact of their actions as they happen.

Measuring Success and Building Long-Term Value

A key strength of Projective’s CI Programme is its focus on measurable outcomes. From the outset, Projective works closely with site energy teams to track performance using clear, actionable KPI’s. While many sites initially relied on monthly energy reporting, the CI Programme has helped transition to daily and weekly metrics, giving teams full visibility into the programme.

“Real-time tracking allows us to see the impact of each initiative,” explains Eleanor. “It builds confidence and momentum.” But the CI Programme isn’t just about short-term wins; it’s built to deliver lasting value. Eleanor and her team ensure that improvements are sustained by equipping site teams with the tools, training and templates they need to continue the work independently.

“If we’ve done our job right,” she says, “the site won’t need us for the CI Programme. That’s the goal.” By combining performance transparency with capability-building, Projective ensures that every improvement contributes to a long-term culture of operational excellence.

Can you share a standout example of where the Continuous Improvement Programme has made a significant difference?

One of the most impactful projects involved optimizing heat recovery systems. By making small control changes, the team unlocked significant energy savings using existing equipment. Another success came from improving boiler house operations, enhancing reliability while reducing carbon output. “These weren’t new systems,” Eleanor says. “We helped optimize them to operate more efficiently long-term.”

What’s next for the Continuous Improvement Programme?

The programme continues to evolve. Eleanor and her team are monitoring KPIs, identifying new opportunities and expanding the scope of improvements. “As trust grows, we can be more ambitious,” she says. “It’s exciting to see how this work is delivering savings in carbon, cost and culture.”