susanne thyssen rasmussen

16 June 2011

cLEAN®Leadership

Susanne Thyssen Rasmussen

16 June 2011

“You must be

the change you wish

to see in the world”-Gandhi

16 June 2011

Agenda

• Kort introduktion til Novo Nordisk og mig selv

• cLEAN®Leadership

• Tankegang

• Forskelle og ligheder i forskellige miljøer

• Hvordan har vi gjort det?

• Spørgsmål og debat

16 June 2011

Novo Nordisk

16 June 2011

Susanne Thyssen Rasmussen

•Pharmaceutical industry since 1986:

•Quality Control

•Aseptic Production

•In-Vitro production

•Novo Nordisk 2007:

•cLEAN®

•Regulatory affairs

16 June 2011

Fordomme

• Om kommunale institutioner

• Om målstyring og kpier

• Om farmaceutisk industri

• Om konsulenter

• Om Lean (cLEAN®) Vi er sgu da ikke en bilfabrik!

16 June 2011

April 2011, Søndagsavisen

• “Dårlige chefer er dyre”

• “Ledere har en afgørende betydning og kan blive endnu bedre til en jævnlig dialog med deres ansatte, for tingene forandrer sig hele tiden. Og for at der ikke opstår usunde balancer i de perioder, er det vigtigt med en dialog om krav og ressourcer.”

16 June 2011

Djøfbladet 07 2011

• “Måltal er uetiske og afskyelige”

• “De fører til en perverteret tankegang og er etisk uforsvarlige”

• “Man kan sagtens få den adfærd, hvor man slikker opad og sparker nedad ved at have en helvedes masse måltal på folk.”

• “Når vi får folk ind fra de der corporate deathcamps- og det inkluderer i øvrigt alle offentlige institutioner- så er de vant til at der hele tiden er styring på, hvad de skal.”

16 June 2011

16 June 2011

The 10 Essentials

1. We create value by having a patient centered business approach.

2. We set ambitious goals and strive for excellence.

3. We are accountable for our financial, environmental and social performance.

4. We provide innovation to the benefit of our stakeholders.

5. We build and maintain good relations with our key stakeholders.

6. We treat everyone with respect.

7. We focus on personal performance and development.

8. We have a healthy and engaging working environment.

9. We optimize the way we work and strive for simplicity.

10.We never compromise on quality and business ethics.

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cLEAN® 6 Basic Principles

VALUE/ WASTE

VALUE STREAMS

STABILITY

FLOWPULL

PERFECTION PEOPLE

+ people

16 June 2011

Extra Features(Overproduction)

Partially Done Work(Inventory)

Handoffs(Transportation)

Extra Steps(Overprocessing)

Delays(Waiting)

Finding Information(Motion)

Defects

LEAN Administration

(LEAN Manufacturing)

16 June 2011

BehaviourWe harness our existing leadership skills to better drive cLEAN® behaviour

ToolsWe get a practical framework that

helps us structure and align the way we work

1. Daily board meetings

2. Information Centre (BSC and long term initiatives)

3. Process confirmation

cLEAN® leader-

ship

1. Novo Nordisk way .

2. Coaching, supporting, engaging, teaching in day to day business

3. Continuously striving for improvements

Transparency

Alignment

Engagement

Performance

cLEAN® Leadership

16 June 2011

Cascading KPI’s

Understanding your contribution to the goals

Employees tell about causes and solution

based on data

The Leader sets the direction and makes

the goals present

– support, inspire, involve and provide

feedback and coaching

16 June 2011

Daily board layout

Ad hocActionsStatusTarget

Opfyldelse af driftbudget

(300)

(200)

(100)

0

100

200

300

400

Jan Feb Mar Apr Maj Jun Jul Aug Sep Okt Nov Dec

Ind

ex

Index realiseret Index mål

BSC nr.: 1

Ansvarlig: FBSCFinans

Hvad er mit bidrag til målet?Mål definition:Key words xxxxxxxx

KUNDER OG SAMFUNDQ

CD

BSC 3: Frigivet mængde AE i KG

Antal Kg produceret per

dag 2.Kryst

Info. center

”AL” tavle

Antal opslæmninger per døgn AE1


Antal opslæmninger per skift AE1


”TL” tavle

Overleverings-tavle

Systematic

problem solving


KUNDER OG SAMFUNDQ

CD



dag 2.Kryst

Info. center

”AL” tavle





”TL” tavle

Overleverings-tavle


KUNDER OG SAMFUNDQ

CD



dag 2.Kryst

Info. center

”AL” tavle





”TL” tavle

Overleverings-tavle


KUNDER OG SAMFUNDQ

CD



dag 2.Kryst

Info. center

”AL” tavle





”TL” tavle

Overleverings-tavle


KUNDER OG SAMFUNDQ

CD



dag 2.Kryst

Info. center

”AL” tavle





”TL” tavle

Overleverings-tavle


(300)

(200)

(100)

0

100

200

300

400


Ind

ex


BSC nr.: 1



(300)

(200)

(100)

0

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Ind

ex


BSC nr.: 1



(300)

(200)

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Ind

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BSC nr.: 1



(300)

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BSC nr.: 1


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Project board layout

Ad hocActionsStatusDescription Project Plan KPI

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Info. Centre Layout

Info. Centre

Organisation & EmployeesBusiness Processes

Customer & SocietyFinance


(300)

(200)

(100)

0

100

200

300

400


Inde

x


BSC nr.: 1


Produceret MI3 YTD

0

100

200

300

400

500

600

700

800


KM

U

Rea KMU YTD AB06 KMU YTD

BSC nr.: 5

Ansvarlig: FBSCKunden og

samfund

Frigivet MI3 YTD

0

100

200

300

400

500

600

700

800


KM

U


BSC nr.: 4


samfund Frigivet MI3 YTD

0

100

200

300

400

500

600

700

800


KM

U


BSC nr.: 4


samfund

Produceret MI3 YTD

0

100

200

300

400

500

600

700

800


KM

U


BSC nr.: 5


samfund


(300)

(200)

(100)

0

100

200

300

400


Inde

x


BSC nr.: 1



(300)

(200)

(100)

0

100

200

300

400


Inde

x


BSC nr.: 1

Ansvarlig: FBSCFinansOpfyldelse af driftbudget

(300)

(200)

(100)

0

100

200

300

400


Inde

x


BSC nr.: 1



(300)

(200)

(100)

0

100

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Inde

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BSC nr.: 1



(300)

(200)

(100)

0

100

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Inde

x


BSC nr.: 1

Ansvarlig: FBSCFinansOpfyldelse af driftbudget

(300)

(200)

(100)

0

100

200

300

400


Inde

x


BSC nr.: 1


BSC Overview

ActionsMaster plan

for dept.

ScorecardBalanced scorecard

16 June 2011

Step 1 Seeing processes

16 June 2011

Step 1 - Seeing processes

Kick off meeting• Introduction of the cLEAN® Leadership

principles to the administrative area• Defining tasks and processes in the area

Time registration• Registering time spent on each

task/process

Customer feedback• Understanding how the area adds value to

the customers’ businessWorkshop “Seeing Processes”• Understanding the current state

- based on time registration and customer feedback

• Defining the future state- with focus on the customer and improved processes

16 June 2011

Customer interviews

• Identify your customers using SIPOC

• Ask your customers for feed back

• Listen to the Voice of the customer

• Reflect

• Act

2010-06-14 23

SIPOC

Suppliers Inputs Process Outputs Customers

• Delivered

invoice

• Billing Dept. staff

• Customer database

• Shipping

information• Order information

Billing Process

Input Metrics Process Metrics Output Metrics

• System responsiveness•Accuracy of order info.•Accuracy of shipping

info.

•Rework % at each step • Invoice accuracyQuality

Speed

Cost

•Time to receive order info.•Time to receive shipping information

•# of process steps•Time to complete invoice•Time to deliver invoice

•Delay time between steps

• Invoice cycle time

•# of process steps •Cost/invoice

•Accuracy of database info.

• Staff expertise

• System up-time

•# of billing staff

Other Metrics• Invoices

processed/month and variability

Suppliers Inputs Process CustomersOutputs

16 June 2011

Step 2 - Managing processes

16 June 2011

Workshop “Managing processes”

• Training in cLEAN® Leadership tools, how to manage the short term business

• Setting KPI’s for the most important processes and to ensure the path from current state to future state

• Conducting the first short term board meeting

Implementing short term board meetings

• Daily/weekly board meetings

• Focus on root causes

• Actions on deviations using PDCA

• Coaching and feedback

Step 2 - Managing processes

16 June 2011

Step 3 - Improving processes

Workshops using Value Stream Mapping on the most important processes

• Seeing the current state• Identifying waste • Defining the future state• Identifying quantified potentials• Setting goals for future state

Implementing the future state of the administrative processes

Managing the future state by using the short term board

16 June 2011

Produktionsmiljøer vs. Administrative miljøer

16 June 2011

Vi måler på det samme

• Quality

• Safety

• Cost

• Delivery

• People

• Environment

16 June 2011

16 June 2011

Long term business and BSC focus

16 June 2011

16 June 2011

Spørgsmål

susanne thyssen rasmussen

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