Lundbeck 精益之旅----不断提升生产率、质量及法规符合性(英文)

1、 16th 17th April 2012, BeijingLundbeck Lean Journey- with improved productivity, quality and complianceLars BangSenior Vice PresidentAgenda Lundbeck Introduction Background Tool Phase Leadership Phase Aligned Culture & Structure Phase Breakthroughs & Challenges Results & SummaryLundbeck

2、IntroductionH. Lundbeck A/S Founded in 1915 as a trading companyA fully integrated company More than 5,900 employees with core competencies in research, clinical development, production, marketing and sales.Products are registered in more than 100 countriesRevenue of approximately DKK 14.8 billion i

3、n 2010Mission: Dedicated to CNS disordersStrong commercial platformLundbeck has products within 7 of the 25 most burdensome illnessesThe worlds most burdensome illnesses1. Cancer 14. Osteoarthritis 2. Depression and anxiety15. Bipolar disorder3. Ischaemic heart disease16. Liver cimhosis4. Cerebrovas

4、cular disease17. Dementia5. Chronic obstructive pulmonary disease18. Endocrine disorders6. Refractive errors in the eye19. Macular degeneration7. Hearing loss20. Nephritis and nephrosis8. Congential anomalies21. Drug abuse9. Alcohol dependence22. Hypertensive heart disease10. Diabetes mellitus23. Ep

5、ilepsy11. Cataracts24. Migraine12. Schizophrenia25. Rhematic heart disease13. AsthmaBackgroundAmbition of Supply Operations & EngineeringIn order to improve the overall competitiveness of Lundbeck the ambition for Supply Operations & Engineering is to create:The Best Supply Chain inThe Pharm

6、aceutical IndustryHow do we become the best? Could Lean be the answer or. is it just another management hype!. are there any benefits?. does it take all initiatives away from the employees?. is it just about reducing the number of employees?What are the principles behind Lean?The core idea is to cre

7、ate more value for the customer with less resourcesA Lean company constantly strive to improve its processes by reducing non value-adding processes (eliminating waste)A Lean company optimizes its flow of products and services through the entire value stream (technologies, assets and departments)“It

8、is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization” Source: Lean OrgTool PhaseToolsLeadershipAligned Culture & StructurePhase 1: Tools - 2006VOLVO inspired us to take the first step Simpler Consultancy helped us set a directionPhilosophy: ”We

9、 want our own people in front”Phase 1: Tools - 2006Value Stream Analysis (VSA)Kaizen Events and Standard WorkLean Support & Lean AcademyValue Stream Analysis (VSA) and Kaizen EventsValue Stream Analysis: Mapping of processes and activities across departments (Current, Ideal and Future State)Purp

10、ose: Create transparency and flow, visualize activities, identify what adds value to your business and what does not. Bring attention to areas of improvementsValue Stream Analysis (VSA) and Kaizen EventsEventEventEventEventKaizen Events: A group of employees across departments are dedicated for 3 -

11、5 days to solve a specific issue and/or constraints Purpose: Secure continuous improvements by finding real solutions and implementing themExample of a Kaizen EventReduction of setup time by 40%70 Kaizen Events in 2007Establish Lean Support & Lean Academy Project Organization established to faci

12、litate Lean initiativesAll managers received one day training in Lean systems and toolsLean Ambassador Program established to train employees in:systems principles tools change management Close link between training and learning by doingLean transformation was driven by events rather than daily mana

13、gementLean Coaches was the driven force in implementing Lean rather than Line organizationWhat characterized the Tool PhaseLean AcademyLeadership PhaseToolsLeadershipAligned Culture & StructureWe needed to:create a common language on Leadershipset clear expectations to all managersPhase 2: Leade

14、rship - 2008 What is good LeadershipIdentification of:Success stories involving good leadershipGood leadership characteristicsMore than 100 carateristics17 categories24 behavioural descriptionsDeveloping Lundbeck Lean Leadership (3L)Leadership ModelLundbeck Lean LeadershipThe Lean LeadershipFoundati

15、onLean PeopleLeadershipLundbeck Lean AccelerationSustainingLean1234115 Leaders received 12 days training during 2008 split on 4 modulesInternal Leadership Program that integrated traditional Leadership development techniques with the Lean principlesIncreased Leadership commitment and motivation for

16、LeanCreated a strong network among managersIncreased knowledge and best-practice sharingManagers were the driving force in implementing LeanWhat characterized the Leadership Phase”Business Week referred to the program as the Nobel prize of manufacturingNobel prize of manufacturing because it establi

17、shes a standard for world-class excellence”Shingo AwardThe Shingo Prize is awarded to organizations that demonstrate a culture where principles of operational excellence are deeply embedded into the thinking and behavior of all leaders, managers and associatesShingo Readiness AssessmentSpring 2009Al

18、igned Culture & StructureToolsAligned Culture & StructureWe needed to:be more ambitious with strategy alignment across divisions, departments and teamsOperationalize our strategy in order for all employees to see their contribution to the overall strategySecure that all employees were the dr

19、iving forcePhase 3: Aligned Culture & Structure - 2010Aligned Culture & Structure Phase - 2010Development of Policy Deployments Lundbeck SOE Business SystemAll about PeopleIdeasSupply Operations & EngineeringDivisionDepartmentTeamDevelopment of Policy DeploymentClear link between target

20、of SOE and targets/activities at division, department and team levelTargets and activities are prioritized across functions and departmentsDevelopment of Lundbeck SOE Business System (LBS)Lundbeck SOE Business System describes how we work in Supply Operations & Engineering. The principles we app

21、ly to when making improvements and cooperating with each other.The primary systems that bind the supply chain together.The most significant tools for working with improvementsResultsAlignmentCulture &PeopleImprovementsLundbeck SOE Business SystemLBS consists of: The LBS model, the LBS principles

22、, 5 LBS guides and tools on the LBS portalAll about People 2011IdeasIdea Boards: All departments implemented idea boards. Structured work with a target for number of implemented ideasPurpose: Improve idea generation and implementation. The employees are responsible for improving their everyday work”

23、We need a routine not just for doing the work, but for continually improving the work” Source: Liker & RotherWhat characterized the Aligned Culture & Structure Phase”Just Do It” environmentEmpowered the employees to drive improvements and take initiativesAll employees were the driving force

24、in implementing LeanBreakthroughs & ChallengesToolsLeadershipAligned Culture & StructureThe most significant Breakthroughs of the journey?Change ReadinessDriving Change Transparency and FlowEmployee involvementLack of trustBlame cultureLack of communicationLack of interest in the entire valu

25、e chainDecisions based on assumptionsSilo thinkingLack of patienceLack of proper training and development of peopleChallenges - Overcoming the wall of:”.a very large percentage of those we had evaluated were experts at implementing tools of lean but had not deeply embedded them into their culture” R

26、obert Miller, Executive Director of the Shingo Prize, 2010NintyFive5Results & SummaryResult examples: Scrap & Productivity - 10,000,000 20,000,000 30,000,000 40,000,000 50,000,000 200520062007200820092010Scrap Costs ResultTarget0100,000200,000300,000400,000500,000600,000700,00020052006200720

27、0820092010Packages per employee in Finished Goods ProductionNo. Packages/FTETargetResult examples: Delivery Performance & Complaints Handling0153045607502468102005200620072008200920102011 (YTDDaysNo. of complaintsper million packsComplaints handlingNumber of complaints (per million packs excludi

28、ng distribution complaints)Lead Time on complaints (from submission to reply)99.50%99.60%99.70%99.80%99.90%100.00%2005200620072008200920102011Fill-rateFill-rateResult examples: Non-planned Deviations & Batches per FTE0204060801001202005200620072008200920102011Index on Non-Planned Deviations per

29、Batch0501001502002502005200620072008200920102011Index on Batch per Full Time Quality EmployeeResult examples: Leadtime - 5 10 15 20 25 30 35 2005-62005-92005-122006-32006-62006-92006-122007-32007-62007-92007-122008-32008-62008-92008-122009-32009-62009-92009-122010-32010-62010-92010-122011-32011-62011-9Leadtime Production Valby FGP (calender days)Esc. 10 & 20 mg (calenderdays)Ampoules (workdays)25%16%Pharmaceutical Indus