nikolai wacher hansen -0 creating the best supply chain in the pharmaceutical industry
DESCRIPTION
CI Director, LundbeckTRANSCRIPT
Nikolai HansenContinuous Improvement Director, H. Lundbeck A/S
Lundbeck LeanCreating the Best Supply Chain in the Pharmaceutical Industry
Who is Lundbeck?
OUR VISION OUR MISSION OUR VALUES
is to become a world leader in
psychiatry and neurology
is to improve the quality of life of
people suffering from psychiatric and
neurological disorders
Imaginative – Dare to be different
Passionate – Never give up
Responsible – Do the right thing
Our Product AreasThe world’s most burdensome illnesses
1. Cancer 14. Osteoarthritis
2. Depression and anxiety 15. Bipolar disorder
3. Ischaemic heart disease 16. Liver cimhosis
4. Cerebrovascular disease 17. Dementia
5. Chronic obstructive pulmonary disease 18. Endocrine disorders
6. Refractive errors in the eye 19. Macular degeneration
7. Hearing loss 20. Nephritis and nephrosis
8. Congential anomalies 21. Drug abuse
9. Alcohol dependence 22. Hypertensive heart disease
10. Diabetes mellitus 23. Epilepsy
11. Cataracts 24. Migraine
12. Schizophrenia 25. Rhematic heart disease
13. Asthma
*) Disability adjusted life years, Source: Lundbeck based on Global Burden of Disease 2004, WHO
Our Supply Chain
Lumsås Padova
Valby Nice
Valby Nice
MexicoChina
Pharmaceutical Bulk Production
Finished Goods ProductionChemical Production
Suppliers and Industrial Customers
Why Lean?
The Best Supply Chain in
The Pharmaceutical Industry
Our Lean Journey
• Phase 1: Improve• Phase 2: Lead• Phase 3: Align• Phase 4: Strive for perfection
2006
2008
2010
2013
“Improve”: Start the Event Machine
• Map processes and activities across departments (Current, Ideal and Future State)
• Identify what adds value to your business. Bring attention to areas of improvement
• Run Kaizen Events with groups of employees across departments. Dedicated for 3 - 5 days to find real solutions and implement them
Lean Year 2 (2007): 70 Events, 1/10 of employees
Event example: Reduction of setup time by 40%
Establish Lean Support and Academy
• Project Organization established to direct Lean initiatives
• All managers trained in Lean tools• Lean Ambassador Program established to
train employees to facilitate Lean events
Lean Academy and coaches
The “Improve” Phase in a Nutshell
• Strength: Close link between training and learning by doing
• Characteristic: Transformation was driven by events rather than daily management
• Weakness: Lack of systems and middle management motivation
”Lead”: Get all Managers Onboard
• Senior management group align and communicate leadership expectations: “The Lean Leadership Model”
• Ambitious development programme executed
The Lean LeadershipFoundation
Lean PeopleLeadership
Lundbeck Lean
Acceleration
SustainingLean
1 2 3 4
Personalleadership
Business focus
A Lundbeck Lean Leader should:
Have the combination of detailed knowledge of the processes and the ability to develop the employees
Coach and ask questions not provide solutions
Teach others to learn through their own experiments and errors
Lean Leadership
Engage Managers in the Transformation
• Self-inspection based on the Shingo model
• All managers were trained in assessment using the principles in the Shingo Model of Operational Excellence
• Managers paired up and assessed areas outside own division
• Each assessment concludes with feedback on principles and systems, and concrete “Strengths” and “Opportunities”
• Strength: Increased leadership commitment and confidence
• Characteristic: Managers engage themselves in the Lean implementation
• Weakness: Lack of alignment and employee involvement
The ”Lead” Phase in a Nutshell
”Align”: Build Systems that will Guide and Direct
• Policy Deployment– Link strategic objectives and targets/activities
department and team level– Targets and activities are prioritized across functions
and departments
• Board meeting system– Visualise performance in all departments– Frequent meetings with focus on daily operations
• Improvement Boards– Manage idea generation and implementation– The employees are responsible for improving their
everyday work
All About People 2011 – Engage teams in Kaizen
Kaizen team of the year
First Shingo Silver Medallion in Europe
The “ALIGN” Phase in a Nutshell
• Strengths: Good infrastructure in place. Lean creates results
• Characteristic: Everybody is now part of the system
• Weakness: Lean is not fully embedded as a culture
21
“Strive for Perfection” – Develop a Real Lean Culture2013: Integrate SHINGO into Corporate Principles and Teach Lean Culture
• Every month COO broadcasts principles lecture
• Management teams teach principles systematically and recognise improvements and behaviour as principled behaviour
Full integration of Lean into Daily Operations
Ensure that daily management systems are
aligned and support production needs
• Managers’ roles, responsibilities and daily tasks
• Standards for daily tasks• Feedback, coaching and follow
up routines
Develop the leadership standards that will drive the culture forward
The Daily Lean Leadership Initiative
• Deployment of objectives• Improve response management• Production follow up• Daily management systems
Standardise how managers support
operational excellence and continuous improvements
Our Lean journey
• Phase 1: Improve• Phase 2: Lead• Phase 3: Align• Phase 4: Strive for perfection
2006
2008
2010
2013