Designing and Implementing Lean Methodologies - for a Major Pharma QC Lab
Background
Client was recently acquired by a major generic pharmaceutical producer
Parent company required that client QC lab launch a performance improvement program
Challenge
No effective metrics to aid in performance enhancement
No channels to communicate metrics across organization levels or areas
All labs faced workflow issues from lacking time standards, inaccurate capacity planning and ineffective scheduling tools
No supplies management system and ineffective lab layouts led to a poor flow of supplies and significant time wasted for chemists
Some members of the client team were resistant to change in policies and procedures and unable to provide sufficient support for smooth implementation
Tools & Methodology
Data collection and analysis, staff interviews, and multi-observation studies allowed Tefen to diagnose key issues and identify performance gaps.
Conducted time studies to design capacity models and scheduling tools
Created standardized metrics, automated charts, and visual boards
Implemented 5S
All labs embraced a culture of continuous improvement
Trained a team of analysts in each lab to lead the efforts to sustain Tefen initiatives
Established and documented systems and processes to ensure feasible sustainability
Outcomes
Improved productivity and quality from tracking performance and highlighting risks
Increased OTD, RFT, quality, efficiency by implementing planning and scheduling tools
Reduced costs and time wasted as well as better compliance, quality, productivity, and OTD from 5S implementation
Improved analyst motivation and effectiveness with the continuous improvement culture
Sustained increases productivity, quality, and compliance and sustained reductions in time and cost wasted from the Lean Methodology analyst training program