The Current State of Operational Excellence Implementation: 10 Years of Benchmarking
This chapter reviews the current state of Operational Excellence (OPEX) in the pharmaceutical industry. Based on the St.Gallen OPEX Benchmarking data, the level of implementation of OPEX practices and tools as well as the development of selected Key Perfo
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The Current State of Operational Excellence Implementation: 10 Years of Benchmarking Thomas Friedli, Nikolaus Lembke, Uli Schneider, and Saskia Gu¨tter
More and more pharmaceutical companies report success stories about their way to Operational Excellence (OPEX). First implemented only 10 years ago, the history of OPEX in the pharmaceutical industry is relatively short (cf. Chap. 3); Toyota, for example, looks back on 70 years of experience. Pharma’s way to OPEX methods and tools was paved by rising cost pressure, the end of the traditional blockbuster business model and the productivity crisis in pharmaceutical R&D (cf. Chap. 6), in combination with a push from regulatory authorities (cf. Chap. 5). The pharmaceutical industry has invested a lot of time and resources in building up some of the most sophisticated OPEX management frameworks across industries (cf. especially part B of this book). It seems a good point in time to reflect on achievements made over the last 10 years – is it possible to measure the impact of made efforts? Since 2004, the University of St.Gallen has been conducting an international benchmarking project that deals with the implementation of OPEX in the pharmaceutical industry. As of May 2013, the St.Gallen OPEX database includes data of 248 pharmaceutical manufacturing sites (API, Formulation & Packaging, and Biotech) from more than 90 different companies that range from small and medium-sized companies to Big Pharma. The following chapter presents results from the analysis of 10 years of benchmarking data (2003–2012). This comparison is presented in reference to the two sub-systems of the St.Gallen OPEX model: (1) the technical sub-system, consisting of the building blocks Total Productive Maintenance (TPM), Total Quality Management (TQM), Just-in-Time (JIT), and (2) the social sub-system, represented by the Effective Management System (EMS) (see Chap. 2). The level of OPEX implementation is determined by two indices: First, the median of enablers (Defined as “methods and tools leading to better performance”) and second, by the corresponding performance, which is assessed T. Friedli (*) • N. Lembke • U. Schneider • S. Gu¨tter Institute of Technology Management, Chair of Production Management, University of St. Gallen, Dufourstrasse 40a, St.Gallen, St.Gallen 9000, Switzerland e-mail: [email protected]; [email protected]; [email protected]; saskia. [email protected] T. Friedli et al. (eds.), Leading Pharmaceutical Operational Excellence, DOI 10.1007/978-3-642-35161-7_4, © Springer-Verlag Berlin Heidelberg 2013
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T. Friedli et al. TPM
Preventive Maintenance Technology Assesment & Usage
4% -6%
Housekeeping
TQM
4%
Process Management
5%
X-Functional Prod. Devel.
2%
Customer Involvement
7%
Supplier Quality Management
1%
Set-up Time Reduction
JIT
1%
Pull
30%
Layout Optimization Planning Adherence
1% -7%
Direction Setting
EMS
8%
Management & Company Culture Employee Inv. & Cont. Improvement
-1% -3%
Funtional Integr. & Qualiication
Basic Elements
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