l'intervento di luca russo, general manager janssen cilag al "supply chain award for apics...
DESCRIPTION
Latina 6 novembre 2013. Il General Manager di Janssen Cilag, Luca Russo, ha parlato dell'esperienza formativa della sua azienda, condivisa con Pfizer, AbbVie, Johnson&Johnson e Haupt Pharma e di come il percorso formativo sia stato fondamentale per implementare la "culture of changes"TRANSCRIPT
Janssen Latina sitea journey toSupply Chain Excellence
Luca Russo, General ManagerNovember 6th 2013
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Janssen Supply Chain VisionTransforming Our World:
Delivering affordable medicines to anyone, anywhere, any day
Our MissionBe recognized as a lean & very competitive pharmaceutical
manufacturer for J&J to bring Innovation into reality !!!
Product Launches•100% on-time launches
(76 in 2012)•24hrs rapid launches•2013 Launch plan:
Intelence 25 mg tabsTMC278 25mg tabsPrezista 800 mg tabsPrezista Glide tabsBG12 120mg capsulesTMC435 capsulesCanagliflozin tabs
Major Products•Rispedal, Reminyl• Invega, Incivo• Intelence, Prezista,
Edurant• IBL, Imodium, Motilium•Jurnista, Tramadol•Sporanox•Zytiga, •Zyrtec, Tylenol,
Benadril, Simply sleep
Sales / Production Costs**•Sales Supported: 4 BN$
•Capital: $ 16 MM•Conversion Cost: $ 67
MM (excl. IT)
**(YE 2012)
2014 Vision• Capacity to produce 6.2 BN
units• Fast execution: all lines at
5x3• Unit cost reduction of 30%• Full supplier integration• Excellence in compliance
and customer service• Pipeline development:
talents and Global leaders
Plant Space (Mfg)•Land: 1.313.000 sq ft• Facility Size: 591.000 sq.
ft. (including ext technical areas)
•Facility footprint: 341.000sq. ft.
•Total covered area: 503.000 sq. ft.
People• People: 522.5 HC (incl.
38 global)• Salaries: 156• Wages: 220• Others: 146.5• Exempts: 118• Non-exempts: 404,5
*(FBP2013)
Technology&Capabilities• Solids:Tabs,Caps(5.7BN)• Liquids: Shampoos,
Solutions (700 Tons, 14 MM bottles)
• Spray powder (100Tons, 4MM cans)
• Packaging: Blisters, Bottles, Sachets, Wallet
• High level of automation and integration
Janssen Latina, ItalyBe recognized as a lean & very competitive pharmaceutical manufacturer for J&J to bring Innovation into reality !!!
Utilization/Shifts/Quality•Utilization 75% (based
on 24/7)•24hr*7 days shift pattern•+1700 FG sku’s•FDA approved since ’95•Last 5 FDA inspections
approved• ISO 14001 certified•OHSAS 18001 certified
QEHS and ComplianceLatina
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Increased flexibility to
support volume and
copmlexity growth
Quality organization productivity:
Quality Highlights:
One Quality System as
outcome of intellectual
synergy with all regulations.
Date Audit
2007 • Saudi Arabia HA• FDA
2009 • AIFA• KFDA
2010
• ANVISA• AIFA• FDA• AIFA
2011• Turkish HA• AIFA• KFDA
2012• Japan• AIFA• Kenia
2013• FDA• MOCK TMC435• Mochida
EHS Highlights:
No Smoking Site since 2007
ISO 14001 Certified since 1999
OHSAS 18001 Certified since 2005
Sound EHS Compliance Profile2003 MAARS 4-4-42006 MAARS 4-5-42009 MAARS Green 2012 MAARS Green
Operating mode: Flexibility & Adaptability
Center of excellence& customer dedication
Local business Technology & International Launch accelerator
Benchmark for costs, compliance & customer service4
• Global Pharma, including Japan, Stent coating
• Business Change (MD)
• Local production• Small complexity
• FDA approved• Large complexity
• Pharma RX, OTC, generics, medical devices
• Best Solid center in J&J
• Process Oriented • Engaged
Organization• System Based
Compliance
• Consumer, Techfidera, Zytiga, Canaglifozine
• Reliable org• Talent development• Process centered org
20001990 20081980 2010
Understanding Latina: “culture of change”an History of Engagement , Change mgmt and Results
2012
40
150
218
732
322377
506 523
20132005
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Today challenges
NEW BUSINESS
NEWVOLUMES
NEWTECHNOLOGIES
LATINA LEAN JOURNEY
StabilityFlow
PullOfficial LMA 06
IntegrationSensei LMA 09
INTEGRATION
•Key Suppliers integration•Postponement•Integrated Change Mng.•Lean application to all Transactional areas
•Organization simplification •Cost competitiveness •Internal & External Benchmarking
2009-20112007-2008
DEPLOY FLOW & PULL
•Internal Value Chain•Inventory reduction
Stock Down (RM, PM) Consignment stock RW application with supplier Wip control &Kanban system
•Flow Visual Management•Internal Benchmarking
REDUCE CYCLE TIME
•Key Suppliers involvement •Customer Integration•Cycle Time Reduction•Productivity increase •Planning re-engineering•Solid Area re-engineering•Digital Factory
REDUCE PROCESS VARIABILITY
•Cycle time & Process variability reduction (6σ)•Maint. Excellence & OEE improvement•Quality Improvement•Process Automation•System Integration
2001-2003 2005-2006
SUSTAININTEGRATION
•Full Suppliers integration•E2E stream synchronization & flowing•Extensive Benchmarking•Robust Organization•Continuous Improvement
2004-2005
IntegrationInternal LMA 07Official LMA 08
2011-2013
REINFORCEINTEGRATION •Extensive Suppliers integration•E2E stream synchronization & flowing•Customer oriented culture•Talent Development•Reliable Organization•Change management/site master plan•Process automation & robustness• TDDB
IntegrationOfficial LMA 11Official LMA 13
LMA 2013 preparation
CHANGE MGMT
AGILITY&ADAPTABILITY
ORGANIZATION STRENGHT
INNOVATIONCUSTOMER FOCUS
PEOPLE
RELIABILITY
LATINA SUCCESS LEVERS 2011-2013
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Understanding Latina: Change management
The backbone of our history:Integration of People, Process & Technology
Pla
nt
Act
ivit
y &
Eff
icie
ncy
Decades
1982-1991
First DecadeBASEMENT
Computer Integrated Manufacturing Electronic Batch Record System
Laboratory Integrated Manag. System
NEXT DecadeGlobalization JSC
J&J FactoryMES
Shop Floor AutomationGlobal Q&C systems
2012-20211992-2001
Second DecadeINTEGRATION
Quality & Compliance SystemsAutomatic Materials Handling System
2002-2011
Third DecadeRegional Fill/Finish
EuRoPe2 PES (Best Practice)
IntegrationOperational Intelligence (Best practice)
•Must add value.
•Must help people.
Critical Success Factor: Innovation
Customer Focus: Customer Focus
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E2E value streams:
•Pharma•Consumer FW•Japan•Prezista•Daktaryn•Dolormin•Tylenol s•Narcotics•NPI•Launches
DEP
VALUE
STREAM
E2E VALUE STREAM
FLUID
BED
DRY
GRANULATION
HIGH
VOLUME
LOW
VOLUME
PHARMA
CONSUMER
JAPAN
MFG QC QAPLANNING
CONSUMER
RISPERDAL
BOTTLES
E2E
MFG-PKG
CONSUMER FW
JAPAN
PHARMA
CONSUMER
NARCOTICS
ZYTIGA
NPI/LAUNCHES
Dep Value Streams:QC•Low vol•High vol
QA•Pharma•Consumer FW•Japan
MFG•Fluid Bed•Dry Granulation•Japan
PLANNING•Consumer•Bottles•Risperdal•Mfg/Pkg E2E
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• Top Management visibility
• Compensation strategy (incl. Operator)
• Global roles
• Strong connection with University to attract top talents (Blue Eyes)
• Internal growth & targeted external injection
• Shop floor experience
• Job rotation (Intra-Extra Plant)
• Campus Mode
• MORE Program
Critical Success Factor:People Development
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Developing Leaders
MOREManagers On the RoadofExcellence
Developing Leaders
Reliable Results
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OTC Recovery
Business Impact of Latina in 2013
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Reputation & Brand Equity
Launch the Pharm NPI pipeline
Growth
TMC435
Reliability
Sustain
Deliver Customer ValueLast 5 years results:
100% on-time launches, including 24hrs launches
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20
40
60
80
100
120
2009 2010 2011 2012 2013
Cost/unit
Credo & engagement plan
1. Leadership model: “Supervisor a key role”, “more”
2. Engagement & commitment: “People make it happen”, “Credo execution leaders”
3. Simple, concrete & business oriented initiatives
4. Create & sustain a positive & innovative work environment
Key elements & focus areas
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Credo continue to grow while high rotation leveland people increase
LEAN TRANSFORMATION
• Adaptive culture and flexibility, attitude to drive the change.
• Will of reshaping our future through continuous improvements.
• People People People : passion and satisfaction for the Job !
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