Network Transformation Program for a Pharmaceutical Manufacturer
After receiving multiple FDA warning letters, a multinational pharmaceutical company needed to improve their quality control department.
- No tracking of industry-standard KPIs.
- Not consistent balanced scorecard for reporting metrics from each site.
- Overtime needed to maintain high levels of on time delivery.
- Limited communication between sites’ QC departments and between QC and production.
- Little similarity among sites’ organizational structures causing inefficiency at analyst and supervisor levels.
- Conducted an accelerated diagnostic (multi-observational study and interviews) at 4 of 14 sites
- Initiated continuous improvement programs
- Collected data from all sites for benchmarking and analysis
- Developed a network strategy for continuous improvement based on benchmark and analysis findings
- Created a balanced scorecard of metrics to for each site, using the same metrics definitions network wide.
- Introduced Lean tools to the QC labs to reduce costs and improve efficiency.
- Launched continuous improvement programs with expected efficiency gains of 8-19% annually.
- Provided a balanced scorecard to each site in the network to report KPIs in a uniform manner.
- Developed a network strategy which identified many improvement opportunities within the network.
- The client presented the unique challenge of having very few performance metrics being tracked making baseline and target performance levels harder to quantify.
- On projects with multiple streams and sub projects going on at once it is important to maintain communication to maximize synergies.