Why SMED is quick win in pharma – Episode III

Improving changeovers in pharma industry is a relatively quick and easy way to… quick wins, faster and easier than usually assumed. This series tells you why. Episode III: How to and Why it works In the previous Episode I explained the background of the lag of many traditional pharma makers in regards to Industry Best … Continue reading Why SMED is quick win in pharma – Episode III

Why SMED is quick win in pharma – Episode II

Improving changeovers in pharma industry is a relatively quick and easy way to quick wins, faster and easier than usually assumed. This series tells you why. Episode II: What Gain? Why? In the previous Episode I explained the background of the lag of many traditional pharma makers in regards to Industry Best Practices (mainly Lean) … Continue reading Why SMED is quick win in pharma – Episode II

Why SMED is quick win in pharma – Episode I

Improving changeovers in pharma industry is a relatively quick and easy way to quick wins, faster and easier than usually assumed. This series tells you why. Episode I depicts the pharma background, introducing why mastering quick changeover is both mandatory and a hidden or long disregarded improvement potential Episode II explains what gain can be … Continue reading Why SMED is quick win in pharma – Episode I

Why the Goal Tree is more and more relevant

Command and control management style, based on standardized work and centralized decision-making, becomes increasingly irrelevant as more and more business environments become highly variable and the number and pace of decisions to make soar. What is required is autonomy and accountability as well as alignment on a well understood Goal. The Goal Tree is an … Continue reading Why the Goal Tree is more and more relevant

Problem solving: what was the last change?

This post could be a sequel of “Yeah, problem solving” in which I used Peter Senge’s quote: “Today’s problems come from yesterday’s solutions”. Quite often people we consultants meet are puzzled by a problem they can’t understand: a reliable process or machine suddenly seems out of control, steady performance dropped unexpectedly and with no apparent … Continue reading Problem solving: what was the last change?

When enough is… enough

This is a behavior I’ve noticed quite often in food industry, in chemical or pharmaceutical plants: cleaning and sanitation processes (mainly their duration) are extended beyond the standard procedures at the expense of costs and production capacity. Fear of harming In the regulatory-constraint industries like food, chemical or pharma, people on shopfloor are trained and … Continue reading When enough is… enough

Where I could have used a Goal Tree but didn’t know about the tool then

During the June 2016 Logical Thinking Process alumni reunion, Bill Dettmer asked the participants to share their “War Stories”, i.e. experience with the Logical Thinking Process (LTP) and LTP tools. I came up with several short stories. In this excerpt, I recall I could have used a Goal Tree but didn’t know the tool at … Continue reading Where I could have used a Goal Tree but didn’t know about the tool then

What data for changeover monitoring and improvement?

Maximizing the exploitation of critical Capacity Constraint Resources (CCRs), so called bottlenecks, is crucial for maximizing revenue. Changeovers usually have a significant impact on productive capacity, reducing it with every new change made on those resources that already have too few of it. Yet changeovers are a necessary evil, and the trend is going for … Continue reading What data for changeover monitoring and improvement?