+30%
OTIF improvement
WCOM™ in a Global Provider of Services to Pharma
A global provider of integrated services to pharmaceutical and biotech companies faced rapid growth but struggled with performance bottlenecks in order management. Together with EFESO, the organization deployed a WCOM™-based progression plan and sprint approach to reengineer critical processes and established scalable governance structures to sustain future growth.
Industry: Life Sciences
Service: Manufacturing
Service: Operational Excellence
Service: Operations Strategy and Transformation
Our Client
A global provider of integrated services to pharmaceutical and biotechnology companies, supporting the development, manufacturing, and commercialization of drug products. With expanding service capabilities and a rapidly growing customer base, the company requires reliable and agile operations to maintain its competitive edge.
The Challenge
Rapid expansion and demand acceleration had created critical operational challenges that threatened the company’s scalability and customer reliability. The organization needed a systemic transformation of the order management process to support its growth trajectory and strategic ambitions.
Key blockers included:
- Reliability constraints: Inconsistent performance impacted customer expectations and service commitments
- Order management complexity: Fragmented workflows and unclear accountability led to delays and rework
- Limited visibility and KPIs: Absence of a unified measurement model hindered progress tracking and decision-making
- Leadership adoption gap: Lack of reinforced behaviors and routines prevented sustainable improvement
Real Results Achieved Together
The WCOM™ sprint and progression plan created a clear connection between strategic objectives and operational excellence, enabling tangible performance improvements and preparing the organization for accelerated growth.
~95%
OTIF target achieved
Transformation Impact
- Detailed 4-Dynamics (Value, Flow, Asset, Human) process assessment of Order Management
- Weekly Planning cycle redesign and effective meeting frameworks implementation
- PCS for loss eradication to meet target of approximately 95 percent
- Lead time control for sub-process steps, order processing, document generation, review and approval, purchasing, QC, QA
Our Approach
EFESO deployed a structured WCOM™ methodology to diagnose growth blockers and redesign order management systems. The approach combined process engineering, governance routines, and leadership adoption to accelerate results.
Key elements included:
- Development of a business progression plan connecting strategic objectives to measurable operational activities
- Comprehensive process reengineering with KPI definitions for OTIF, lead time, and quality metrics
- Introduction and coaching of High Impact Meetings to reinforce decision-making and build a continuous improvement cadence
- A 4-Dynamic assessment (Value, Flow, Asset, Human) to identify systemic constraints and improvement levers
- Weekly planning cycles and structured meeting frameworks for planning, accountability, and loss eradication
- Deployment of PCS (Performance Control System) for systematic loss capture and problem resolution
This integrated model created a repeatable and scalable performance system aligned with the organization’s rapid growth trajectory.
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