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