Operational Excellence Indicators as response to cost ... - ISPE
Operational Excellence Indicators as response to cost ... - ISPE
Operational Excellence Indicators as response to cost ... - ISPE
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
<strong>Operational</strong> <strong>Excellence</strong><br />
<strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong><br />
pressures at Takeda<br />
Prepared by Joerg W<strong>as</strong>senhoven
Introduction:<br />
Jörg W<strong>as</strong>senhoven<br />
Direc<strong>to</strong>r <strong>Operational</strong> <strong>Excellence</strong>, OPX<br />
Takeda Pharmaceuticals International GmbH<br />
Thurgauerstr<strong>as</strong>se 130<br />
8152 Glattpark-Opfikon (Zurich)<br />
Switzerland<br />
Mobile +49 (0) 151 14630559<br />
Email joerg.w<strong>as</strong>senhoven@takeda.com<br />
2 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
3 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
4 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
5 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
<strong>Operational</strong> <strong>Excellence</strong> Organisation CCO:<br />
Operations<br />
Exec<br />
Central<br />
OPEX<br />
Coaching,<br />
training and<br />
men<strong>to</strong>ring Blueprints Reposi<strong>to</strong>ry<br />
Central OPEX team M<strong>as</strong>ter Blackbelts sit on Regional Management teams<br />
Coaching,<br />
training and<br />
men<strong>to</strong>ring<br />
Liquids<br />
region<br />
Solids<br />
region<br />
LATAM<br />
region<br />
Functions E<br />
M & others<br />
Blackbelts at site sit on Management teams<br />
Blackbelts co-ordinate with<br />
Greenbelts & Yellowbelts around active project execution<br />
6 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
Regula<strong>to</strong>ry Pressures and Cost Pressures in the<br />
Pharmaceutical Industry “<br />
Backround<br />
•On August 2012 CFCD Japan (Takeda corporate finance) h<strong>as</strong> kicked off a<br />
Global Capital Management project that covers the world wide Takeda<br />
organization in full and requires an Extended Value Stream Mapping approach.<br />
Company<br />
Business Unit<br />
Plant<br />
Department<br />
Equipment<br />
7 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
KPI Driver Tree<br />
“Regula<strong>to</strong>ry Pressures and Cost Pressures<br />
in the Pharmaceutical<br />
Industry “<br />
Demand<br />
Forec<strong>as</strong>t<br />
COGS<br />
Reduction<br />
Inven<strong>to</strong>ry<br />
Optimization<br />
Capital<br />
Expenses<br />
Quality<br />
Labour<br />
Utilization<br />
Thoughput<br />
time<br />
Machine<br />
Capacity<br />
Utilization<br />
OEE<br />
Yield/Scrap<br />
Quality Grade<br />
Production time<br />
Performance Grade<br />
Setup Time<br />
Availability Grade<br />
Downtime Time<br />
Root Causes<br />
8 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
Business Assessment Process<br />
• The BAP is a universal <strong>to</strong>ol<br />
• Establishes Ownership for management & down <strong>to</strong> the process level<br />
• Provides Gap Analysis from Current <strong>to</strong> Future State<br />
• The BAP Generates and Prioritizes an action plan<br />
– Project Portfolio<br />
• OpEx Projects<br />
– Kaizen Events<br />
– BB Projects<br />
– GB Projects<br />
• Other ProjectsCompany<br />
– Identifies local team initiatives<br />
– Sets a time line for improvements<br />
• Establishes true process understanding<br />
Company<br />
Business Unit<br />
Plant<br />
Department<br />
Equipment<br />
BAP is f<strong>as</strong>t, specific and ties directly linked <strong>to</strong> the annual targets and<br />
identifies the who, what and when for process improvement<br />
9 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
BAP Road Map<br />
10 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda<br />
1
BAP Playbook<br />
Ph<strong>as</strong>e I<br />
(Alignment)<br />
Ph<strong>as</strong>e II<br />
(Plan & Prep)<br />
Ph<strong>as</strong>e III<br />
(BAP)<br />
Ph<strong>as</strong>e IV<br />
(Post BAP)<br />
3-4 Month Prior <strong>to</strong> BAP 1 -3 month Prior <strong>to</strong> BAP Day 1 - 2 30-60-90 Day Plan<br />
Organizational<br />
Alignment &<br />
Identify Key<br />
Value Streams<br />
Strategy<br />
Annual Targets<br />
VOC<br />
Team ID<br />
Critical Y<br />
ROIC<br />
CTQ<br />
KPI`s<br />
Data Collection<br />
Resources<br />
Logistics<br />
Product Lines<br />
Takt Time<br />
Team Assign.<br />
Data Checklist<br />
Data, Data, Data<br />
Current State<br />
Maturity Assessment<br />
Current State VSM<br />
Spaghetti Diagram<br />
C&E Matrix, FMEA<br />
Defect Data<br />
Cycle Time Analysis<br />
Constraint Analysis<br />
Future State<br />
Current EVSM<br />
Future State EVSM<br />
Gap Analysis<br />
Validation <strong>to</strong> Annual Targets<br />
Project Identification<br />
Project Priority<br />
Project Resourcing<br />
& Implementation<br />
Resource Assignments<br />
30-60-90 Day Plan<br />
Project Clusters<br />
BB Projects<br />
GB Projects<br />
Kaizen Events<br />
Future State EVSM<br />
Future State<br />
Throughput Time<br />
Cycle Time<br />
Inven<strong>to</strong>ry €<br />
Resource Plan<br />
Tool Selection/Usage May Vary From One Assessment <strong>to</strong> Another<br />
11 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
Identification of Key Value Streams<br />
PQ Analysis – initially narrow down opportunities b<strong>as</strong>ed on volume, value<br />
Demand Segmentation – narrow down further and segment b<strong>as</strong>ed on volume, variability,<br />
inven<strong>to</strong>ry level, quality,…<br />
12 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
Extended Value Stream Mapping<br />
Gap Analysis & W<strong>as</strong>te Identification<br />
Jan_08 Feb_08 Mrz_08 Apr_08 May_08 Jun_08 Jul_08 Aug_08 Sep_08 Okt_08 Nov_08 Dez_08<br />
Artikelnr. Produktbezeichnung Tabletten Tabletten Tabletten Tabletten Tabletten Tabletten Tabletten Tabletten Tabletten Tabletten Tabletten Tabletten<br />
1000001 Produkt A01 5% 2% 1% 1% 2%<br />
1000002 Produkt A02 6% 25% 11% 20% 30% 6% 8% 16%<br />
1000003 Produkt A03 20% 8% 10%<br />
1000004 Produkt A04 6% 8%<br />
1000005 Produkt A05<br />
1000006 Produkt A06 6% 11% 30% 6% 8% 16%<br />
1000007 Produkt A07 1% 6% 6% 3%<br />
1000008 Produkt A08 12% 21% 16% 18% 20%<br />
1000009 Produkt A09 24% 43% 30% 26% 40%<br />
1000010 Produkt A10 27% 14% 36%<br />
1000011 Produkt A11<br />
1000012 Produkt A12<br />
1000013 Produkt A13 3% 5% 3% 7% 10% 7% 2%<br />
1000014 Produkt A14 3% 12% 8% 16% 4% 5% 14% 4%<br />
1000015 Produkt A15 5% 22% 17% 33% 7% 35% 33% 9%<br />
1000016 Produkt A16 2% 6% 3% 6% 9% 9% 2% 17% 3% 11% 9% 3%<br />
1000017 Produkt A17<br />
1000018 Produkt A18 4% 4%<br />
Produktionsplanung<br />
1000019 Produkt A19 6% 25% 11% 20% 30% 35% 8% 38% 9% 35% 16% 10%<br />
Total 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%<br />
ø Chargen 7,18 16,58 4,00 9,09 5,00 3,33 2,86 12,50 2,63 11,11 2,86 6,25 10,00<br />
Nur Produkt „A“<br />
Lieferant<br />
Tabl./min<br />
5000,00<br />
4500,00<br />
4000,00<br />
3500,00<br />
3000,00<br />
2500,00<br />
2000,00<br />
1500,00<br />
1000,00<br />
500,00<br />
0,00<br />
Wartezeit<br />
WIP<br />
MRP-System<br />
Wartezeit<br />
WIP<br />
Wartezeit<br />
WIP<br />
Unter dem<br />
Kundentakt<br />
Wartezeit<br />
WIP<br />
Ungenauigkeiten im<br />
„Rolling Forec<strong>as</strong>t“ von<br />
Venezuela<br />
Kunde<br />
2 Kampagnen<br />
10 Chargen<br />
Kundennachfrage<br />
Kundennachfrage<br />
1 Kampagne = 5 Chargen<br />
1 Charge = 500000 Tabl= 100kg API<br />
5000000 Tabl./Monat<br />
Verfügbare Arbeitszeit<br />
Tage/Monat<br />
21<br />
168 h/Monat<br />
8 h/Tag<br />
0,5 h Pause/Tag 10,5 h/Monat<br />
157,5 h/Monat<br />
Verfügbare Arbeitszeit 9450 min/Monat<br />
567000 sek/Monat<br />
Kundentakt Kalkulation<br />
Kundennachfrage 5000000 Tabl./Monat<br />
157,5 h/Monat<br />
Verfügbare Arbeitszeit 9450 min/Monat<br />
567000 sek/Monat<br />
31746 Tabl./h<br />
Kundentakt 529 Tabl./min<br />
1 Tonne 5<br />
Chargen<br />
max. 3 Tage<br />
Wiegen<br />
2 1<br />
CT = 105 min<br />
TT = 4762 Tabl./min<br />
CTT = 529 Tabl./min<br />
max. 5 Chargen<br />
Tage<br />
Mixer<br />
1 1<br />
CT = 600 min<br />
TT = 833 Tabl./min<br />
CTT= 529 tabl./min<br />
max. 5 Chargen<br />
Tage<br />
Kilian RTS 23<br />
Tablettenpresse<br />
1 1<br />
Kilian RTS 20<br />
Tablettenpresse<br />
1 1<br />
CT = 390 min<br />
max. 5 Chargen<br />
Tage<br />
Lackierung<br />
1 1<br />
CT = 510 min<br />
TT = 980 Tabl./min<br />
CTT = 529 Tabl./min<br />
IPC<br />
5 Chargen<br />
14 Tage<br />
Abfüllung +<br />
Konfektionierung/<br />
1Blister<br />
3 2<br />
CT = 1152 min<br />
Abfüllung +<br />
Konfektionierung/2<br />
Blister<br />
3 2<br />
CT = 772 min<br />
TT = 647 Tabl./min<br />
CTT = 529 Tabl./min<br />
...<br />
20 Tage<br />
Rechtzeitiger<br />
Bestand von<br />
Fertigprodukten<br />
im Lager<br />
unflexibel<br />
TT = 1282 Tabl./min<br />
TT = 434 Tabl./min<br />
7.5 h/Schicht/MA (exkl.<br />
Pausen)<br />
54.000 sek verfügbar<br />
1 Rüsten für 5 Chargen<br />
1,5 h Rüsten (SOLL)<br />
Rüsten .. (IST)<br />
SOLL-Fertigungszeit 8 h<br />
für 5 Chargen<br />
7.5 h/Schicht/MA (exkl. Pausen)<br />
54.000 sek verfügbar<br />
1 Rüsten für 5 Chargen<br />
SOLL-Fertigungszeit 5 h für 1 Charge<br />
SOLL-Fertigungszeit 25 h für 5<br />
Chargen<br />
SOLL-Rüstzeit 4h<br />
IST-Rüstzeit ..<br />
CTT = 529 Tabl./min<br />
7.5 h/Schicht/MA (exkl. Pausen)<br />
27.000 sek verfügbar<br />
SOLL-Fertigungszeit 7h/Charge<br />
IST-Fertigungszeit 5.25 h<br />
SOLL-Rüstzeit 11h<br />
IST-Rüstzeit 13.5h; Ende der Kampagne<br />
SOLL-Rüstzeit 2h; IST-Rüstzeit 1.25 h;<br />
zwischen den Chargen<br />
...<br />
<br />
<br />
<br />
<br />
<br />
...<br />
TT = 529 Tabl./min<br />
...<br />
<br />
<br />
<br />
<br />
<br />
...<br />
Taktzeit Kalkulation exkl. Endreinigung<br />
Abfüllung und Abfüllung und<br />
Konfektionierung<br />
500000 Wiegen Mischen Tablettierung Lackieren Konfektionierung<br />
h 1,75 10,00 6,50 8,50 19,20 12,87<br />
min 105 600 390 510 1152 772,2<br />
sek 6300 36000 23400 30600 69120 46332<br />
Tabl./h 285714,29 50000,00 76923,08 58823,53 26041,67 38850,04<br />
Tabl./min 4761,90 833,33 1282,05 980,39 434,03 647,50<br />
Tabl./sec 79,37 13,89 21,37 15,29 7,23 10,79<br />
Takt Tabl./h 31746,00 31746,00 31746,00 31746,00 31746,00 31746,00<br />
Takt Tabl./min 529,00 529,00 529,00 529,00 529,00 529,00<br />
Takt Tabl./sek 9,00 9,00 9,00 9,00 9,00 9,00<br />
Daten von allen<br />
Produkten<br />
Verfügbarkeit<br />
Verfügbare Zeit 21T x 8h = 168 h<br />
Pausen 21T x 0,5h = 10,5 h<br />
Rüsten ( %) = ... h<br />
Stillstand = ... h<br />
Frei (ca. ..%) = h<br />
Summe Verfügbarkeit = ... h/m<br />
Verfügbarkeit von ... %<br />
Leistung<br />
Theoretisch max. .. Tabl./h<br />
SOLL-Leistung ..... Tabl./h<br />
IST-Leistung .. Tabl./h<br />
Geplante Leistung ...%<br />
IST-Leistung ...%<br />
Qualität<br />
Volumen Input ...Tabl<br />
Volumen Output ...Tabl<br />
Qualitätskennziffer .%<br />
Overall Equipment Efficiency<br />
Verfügbarkeit %<br />
Leistung<br />
%<br />
Qualitätskennziffer ....%<br />
Verfügbarkeit<br />
Verfügbare Zeit 21T x 8h = 168 h<br />
Pausen 21T x 0,5h = 10,5 h<br />
Rüsten ( %) = ... h<br />
Stillstand = ... h<br />
Frei (ca. ..%) = h<br />
Summe Verfügbarkeit = ... h/m<br />
Verfügbarkeit von ... %<br />
Leistung<br />
Theoretisch max. .. Tabl./h<br />
SOLL-Leistung ..... Tabl./h<br />
IST-Leistung .. Tabl./h<br />
Geplante Leistung ...%<br />
IST-Leistung ...%<br />
Qualität<br />
Volumen Input ...Tabl<br />
Volumen Output ...Tabl<br />
Qualitätskennziffer .%<br />
Overall Equipment Efficiency<br />
Verfügbarkeit %<br />
Leistung<br />
%<br />
Qualitätskennziffer ....%<br />
Verfügbarkeit<br />
Verfügbare Zeit 21T x 8h = 168 h<br />
Pausen 21T x 0,5h = 10,5 h<br />
Rüsten ( %) = ... h<br />
Stillstand = ... h<br />
Frei (ca. ..%) = h<br />
Summe Verfügbarkeit = ... h/m<br />
Verfügbarkeit von ... %<br />
Leistung<br />
Theoretisch max. .. Tabl./h<br />
SOLL-Leistung ..... Tabl./h<br />
IST-Leistung .. Tabl./h<br />
Geplante Leistung ...%<br />
IST-Leistung ...%<br />
Qualität<br />
Volumen Input ...Tabl<br />
Volumen Output ...Tabl<br />
Qualitätskennziffer .%<br />
Overall Equipment Efficiency<br />
Verfügbarkeit %<br />
Leistung<br />
%<br />
Qualitätskennziffer ....%<br />
Verfügbarkeit<br />
Verfügbare Zeit 21T x 8h = 168 h<br />
Pausen 21T x 0,5h = 10,5 h<br />
Rüsten ( %) = ... h<br />
Stillstand = ... h<br />
Frei (ca. ..%) = h<br />
Summe Verfügbarkeit = ... h/m<br />
Verfügbarkeit von ... %<br />
Leistung<br />
Theoretisch max. .. Tabl./h<br />
SOLL-Leistung ..... Tabl./h<br />
IST-Leistung .. Tabl./h<br />
Geplante Leistung ...%<br />
IST-Leistung ...%<br />
Qualität<br />
Volumen Input ...Tabl<br />
Volumen Output ...Tabl<br />
Qualitätskennziffer .%<br />
Overall Equipment Efficiency<br />
Verfügbarkeit %<br />
Leistung<br />
%<br />
Qualitätskennziffer ....%<br />
Verfügbarkeit<br />
Verfügbare Zeit 21T x 8h = 168 h<br />
Pausen 21T x 0,5h = 10,5 h<br />
Rüsten ( %) = ... h<br />
Stillstand = ... h<br />
Frei (ca. ..%) = h<br />
Summe Verfügbarkeit = ... h/m<br />
Verfügbarkeit von ... %<br />
Leistung<br />
Theoretisch max. .. Tabl./h<br />
SOLL-Leistung ..... Tabl./h<br />
IST-Leistung .. Tabl./h<br />
Geplante Leistung ...%<br />
IST-Leistung ...%<br />
Qualität<br />
Volumen Input ...tabl<br />
Volumen Output ...tabl<br />
Qualitätskennziffer .%<br />
Overall Equipment Efficiency<br />
Verfügbarkeit %<br />
Leistung<br />
%<br />
Qualitätskennziffer ....%<br />
OEE=VxLxQ<br />
....%<br />
OEE=VxLxQ<br />
....%<br />
OEE=VxLxQ<br />
....%<br />
OEE=VxLxQ<br />
....%<br />
OEE=VxLxQ<br />
....%<br />
13 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
OEE Standardization<br />
• Blueprints:<br />
– OEE & TEEP available<br />
– Next blueprint under development<br />
• Best Practice Sharing / Training<br />
14 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
GAMED – How does it work?<br />
Vizualisation<br />
Server PC<br />
Controlling<br />
Client PCs<br />
Planning<br />
Global<br />
Functions<br />
Integration<br />
Client/Server<br />
Machine PC<br />
tabletting<br />
Production signal from<br />
PLC or sensor (24V)<br />
Buffer<br />
Machine PC<br />
Packaging<br />
Material flow<br />
good<br />
Local<br />
operation<br />
Logon product A<br />
(Terminal or PLC)<br />
High<br />
Low<br />
Product A<br />
scrap<br />
Production signal<br />
Setting-up<br />
Production<br />
Downtime<br />
Production<br />
Machine status<br />
Time<br />
15 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
His<strong>to</strong>rical Background<br />
# of Licenses<br />
90<br />
80<br />
70<br />
60<br />
Currently covering production lines / machines like<br />
•Filling/packaging lines<br />
•Tabletting lines<br />
•Inspection lines<br />
•BFS machines<br />
•Coating and granulation equipment in progress<br />
Radar Screen<br />
Mexico, Cerano, Russia,...<br />
34 Lines in preparation<br />
Oranienburg<br />
Brazil<br />
50<br />
40<br />
30<br />
20<br />
10<br />
8 Licences<br />
Linz<br />
5 Pilot Lines<br />
Brüssel<br />
Elverum<br />
Singen<br />
Lyszkovice<br />
Roskilde<br />
46 Lines<br />
Brüssel<br />
Elverum<br />
Singen<br />
Lyszkovice<br />
Roskilde<br />
Asker<br />
Oranienburg<br />
Status January 2013<br />
Request for 59 new<br />
lines within Europe<br />
2007<br />
12/2009<br />
05/2011<br />
12/2012<br />
Today<br />
Time<br />
16 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
“coming from theory <strong>to</strong> practice”<br />
17 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda<br />
“It’s a kind of Magic”
Thank you very much for your attention!<br />
18 OpEx <strong>Indica<strong>to</strong>rs</strong> <strong>as</strong> <strong>response</strong> <strong>to</strong> <strong>cost</strong> pressures at Takeda
Change language