Our client is a Swiss pharmaceutical multinational with over 2,000 employees and a turnover of 1 billion CHF. Their products are distributed in over 90 countries worldwide, facilitated by 18 strategically located branches across Europe, Asia, and the US.
Business Challenge
The need to improve operations’ structure service level and competitiveness while keeping volumes and quality standards. Operations are not used to measuring themselves, do not have a structured system of KPIs and meetings and have a silo mentality. Over the past 40 years, the company registered an annual CAGR of 14%, without a real focus on costs but rather on expansion; key positions are occupied by hierarchical managers with a silo mentality
Approach
- Capture long-term corporate objectives
- Understand impact on operational areas
- Develop KPI and meetings system for alignment
- Assess consistency of operational objectives vs corporate objectives
- Define KPI targets for expansion plan support
- Evaluate cost structure with finance department
- Assess operational performance for improvement and goal achievement
- Key success factors:
- Define operations' north star
- Develop client-involved solution, integrating theory and practice
- Utilize diplomacy, negotiation, and change management
Main Results
- Implemented Performance Control System based on structured meetings that leverage business intelligence system to oversee aspects like production, HR, project management, quality
- €2-4M cost savings
- Lean mindset adopted in laboratories to enhance efficiency and productivity by reducing waste and cycle times
