Download - 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
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 døgn AE1
Antal opslæmninger per skift AE1
Antal opslæmninger per skift AE1
”TL” tavle
Overleverings-tavle
Systematic
problem solving
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 døgn AE1
Antal opslæmninger per skift AE1
Antal opslæmninger per skift AE1
”TL” tavle
Overleverings-tavle
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 døgn AE1
Antal opslæmninger per skift AE1
Antal opslæmninger per skift AE1
”TL” tavle
Overleverings-tavle
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 døgn AE1
Antal opslæmninger per skift AE1
Antal opslæmninger per skift AE1
”TL” tavle
Overleverings-tavle
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 døgn AE1
Antal opslæmninger per skift AE1
Antal opslæmninger per skift AE1
”TL” tavle
Overleverings-tavle
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
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
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
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
16 June 2011
Project board layout
Ad hocActionsStatusDescription Project Plan KPI
16 June 2011
Info. Centre Layout
Info. Centre
Organisation & EmployeesBusiness Processes
Customer & SocietyFinance
Opfyldelse af driftbudget
(300)
(200)
(100)
0
100
200
300
400
Jan Feb Mar Apr Maj Jun Jul Aug Sep Okt Nov Dec
Inde
x
Index realiseret Index mål
BSC nr.: 1
Ansvarlig: FBSCFinans
Produceret MI3 YTD
0
100
200
300
400
500
600
700
800
Jan Feb Mar Apr Maj Jun Jul Aug Sep Okt Nov Dec
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
Jan Feb Mar Apr Maj Jun Jul Aug Sep Okt Nov Dec
KM
U
Rea KMU YTD AB06 KMU YTD
BSC nr.: 4
Ansvarlig: FBSCKunden og
samfund Frigivet MI3 YTD
0
100
200
300
400
500
600
700
800
Jan Feb Mar Apr Maj Jun Jul Aug Sep Okt Nov Dec
KM
U
Rea KMU YTD AB06 KMU YTD
BSC nr.: 4
Ansvarlig: FBSCKunden og
samfund
Produceret MI3 YTD
0
100
200
300
400
500
600
700
800
Jan Feb Mar Apr Maj Jun Jul Aug Sep Okt Nov Dec
KM
U
Rea KMU YTD AB06 KMU YTD
BSC nr.: 5
Ansvarlig: FBSCKunden og
samfund
Opfyldelse af driftbudget
(300)
(200)
(100)
0
100
200
300
400
Jan Feb Mar Apr Maj Jun Jul Aug Sep Okt Nov Dec
Inde
x
Index realiseret Index mål
BSC nr.: 1
Ansvarlig: FBSCFinans
Opfyldelse af driftbudget
(300)
(200)
(100)
0
100
200
300
400
Jan Feb Mar Apr Maj Jun Jul Aug Sep Okt Nov Dec
Inde
x
Index realiseret Index mål
BSC nr.: 1
Ansvarlig: FBSCFinansOpfyldelse af driftbudget
(300)
(200)
(100)
0
100
200
300
400
Jan Feb Mar Apr Maj Jun Jul Aug Sep Okt Nov Dec
Inde
x
Index realiseret Index mål
BSC nr.: 1
Ansvarlig: FBSCFinans
Opfyldelse af driftbudget
(300)
(200)
(100)
0
100
200
300
400
Jan Feb Mar Apr Maj Jun Jul Aug Sep Okt Nov Dec
Inde
x
Index realiseret Index mål
BSC nr.: 1
Ansvarlig: FBSCFinans
Opfyldelse af driftbudget
(300)
(200)
(100)
0
100
200
300
400
Jan Feb Mar Apr Maj Jun Jul Aug Sep Okt Nov Dec
Inde
x
Index realiseret Index mål
BSC nr.: 1
Ansvarlig: FBSCFinansOpfyldelse af driftbudget
(300)
(200)
(100)
0
100
200
300
400
Jan Feb Mar Apr Maj Jun Jul Aug Sep Okt Nov Dec
Inde
x
Index realiseret Index mål
BSC nr.: 1
Ansvarlig: FBSCFinans
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
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Long term business and BSC focus
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Spørgsmål