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| Client Results | ||
| GeoMetrick
Enterprises attracts some of the largest and
the smallest companies in the world to its doors.
In
this competitive world where software vendors
and large consulting companies try to frighten
customers into using their services, and the
preferred vendor lists of many Fortune 500 companies
push all but the largest services companies
out the door, there is almost no chance for
a specialty company such as GeoMetrick Enterprises
to survive. But it does survive. In fact, it doesn’t just survive, it thrives! Why? Because the scientific community that makes-up the LIMS industry is comprised of people that have the intelligence to evaluate the situation. These people are savvy-enough to realize that they’re paying a lot of money for their services – why not get the best possible resource for that money? Here are a few examples of why customers select GeoMetrick Enterprises, and why customers give GeoMetrick Enterprises repeat business. This is also why companies will go to great lengths to circumvent their preferred vendor system to get GeoMetrick Enterprises on the project. |
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| How
a company too small to get anyone’s attention
got their project finished without blowing their
budget. Company A was so small that they were given a resource that was sub-par. Their request for another resource was denied. When they contacted me, they said to me, “We’re paying just as much as the big companies, why shouldn’t we have a top-level resource, too. And besides, the big companies might be able to afford to train someone, but we can’t. Our budget is small. We need someone that can walk in the door and get our project rolling.” End result: Their people got enough help to get them pointed in the right direction. GeoMetrick Enterprises provided the design and code for some difficult sections of the system, and reviewed those items with the company’s own staff so that they could take over from there. Thus, helping them stay within their budget. Additionally, giving them the attention that every customer deserves for the high rates they all pay. |
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| How
a company with many methods fit themselves into
the LIMS one-size-fits-all world. Company B manufactures generic drug products. Company C does contract drug manufacturing. In both their cases, they have many more products and methods to put into their system than the “typical” Pharmaceutical company. The data entry and testing, alone, is the major portion of the implementation. End result: GeoMetrick Enterprises helped these companies come up with strategies for creating and testing products and methods that helped cut-down the amount of time needed for these activities. |
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| How
a company got more for its money. Company D had a small budget but a big need. Their internal staff could perform minor programming activities and maintenance, but did not have the expertise to do a major development activity. Additionally, because of the nature of the requirement, no portion could be left out. Unfortunately, they only had enough money left in their budget for a fraction of what they needed. End result: GeoMetrick Enterprises analyzed the requirement and split it into portions. The most difficult sections were designed, built and tested by GeoMetrick Enterprises. Several examples were created to show the staff how to build onto these sections, as needed. Even with a low level of experience, their staff was able to build onto these sections whenever they needed to. On top of that, because the documentation was extensive and clear, the problems that they reported consisted of a couple spelling mistakes that they had made. A junior staff was able to build a complex system, and they did it on their own once the initial sections and documentation were delivered. |
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| How
a company got mission-critical information to
their upper management. Company E had a large division that was considering purchasing a LIMS. Some of its labs already had a LIMS. Others did not, and not all were sure they wanted or needed one. There was a great diversity of labs within this division, both in functionality as well as geography. Upper management was not convinced they should undertake a division-wide project. End result: GeoMetrick Enterprises interviewed every laboratory based on what types of data issues they were having. Although LIMS-related questions were asked, the questions were mainly of an information-gathering nature. It turned out that there were a variety of issues. The main issue wasn’t that the labs needed a LIMS, but that they needed to manage their knowledge. They realized that some labs didn’t need a LIMS and that their needs were too diverse across their division to install one product one way to fit every laboratory. Additionally, they were able to learn from the issues that had been encountered during the LIMS projects that had already been done and incorporate that into the division’s project. |
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| How
a home-grown manufacturing system became integrated
with the LIMS system meant for human beings. Due to the special nature of their manufacturing operation, Company F wanted to create a home-grown manufacturing system and to interface it with a LIMS. Their LIMS had great human interfaces, but there is a big difference between creating a system to be used by people and between creating one to be used by a machine. End result: As company F was designing their manufacturing system, they worked with GeoMetrick Enterprises to identify what data would reside in which system, how each system could access the data needed from the other system, and how to maintain a real-time interface between the two. Additionally, we identified some of the unique maintenance issues of this type of system. |
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| How
a division that specialized in drug delivery
got their special methods into their LIMS. Due to Company G’s focus on drug delivery, they had around forty different mutli-level methods, of which dissolution and content uniformity were just a small fraction. They could not find a LIMS that handled any multi-level methods except for dissolution and content uniformity. They also wanted to be able to handle all these methods in the same manner, in order to make it easier for the end-users to understand how to use them within the LIMS. End result: GeoMetrick Enterprises came up with a strategy to fit all these methods into their Thermo Sample Manager LIMS with some amount of automation. |
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| How
a group that is global implemented USP and BP
dissolution methods and how they implemented
more than just USP 711 and 724. Company H is global. Thus, they needed to use not just the USP method programs that came with their system, but BP, as well, with a way to add EP, when necessary. Additionally, they were not just using the most common methods. End result: GeoMetrick Enterprises worked alongside their data management group to come up with a way to modify their vendor-provided USP 711/724 module in their LabWare LIMS so it could be used for all their methods. |
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