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Plant Assessment and Transformation.

A pharmaceutical company has restructured its organization to reduce lead times, increase margins, and improve the work environment.

Background

This pharmaceutical company, which operates in a growing market, wants to revamp its operations to increase production and improve employee well-being. The current setup does not allow for effective planning for the complex flow of various products and creates a constant sense of urgency across the different departments.

It would have been a sure thing if:

  • Reduction in the average lead time for various products.
  • Increase in gross margin.
  • Improving a sense of calm across the various departments.

The process:

  • Mapping the current situation and identifying the issues encountered.
  • Collection of data needed to identify the main bottlenecks.
  • Identification of priority solutions to be implemented.
  • Transforming Existing Processes: 5S initiatives, TPM initiatives, Obeya initiatives, and A3 problem-solving initiatives.
  • At the same time: training front-line managers and the Executive Committee on managerial standards to ensure the transformation’s long-term sustainability.

Our results:

  • Teams that have recognized the need to develop solutions and share a common understanding of the process and the challenges faced by each department.
  • A majority of the factory staff involved in the data collection phase (70 out of 130 people).
  • Departments that have adopted performance rituals (Visual Management, A3, etc.).
  • A comprehensive initiative has been launched to improve the reliability of equipment.