Latina 6 novembre 2013. Il General Manager di Janssen Cilag, Luca Russo, ha parlato dell'esperienza formativa della sua azienda, condivisa con Pfizer, AbbVie, Johnson&Johnson e Haupt Pharma e di come il percorso formativo sia stato fondamentale per implementare la "culture of changes"

1. Janssen Latina site
a journey to
Supply Chain Excellence
Luca Russo, General Manager
November 6th 2013
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2. Janssen Supply Chain Vision
Transforming Our World:
Delivering affordable medicines to anyone, anywhere, any day
Our Mission
Be recognized as a lean & very competitive pharmaceutical
manufacturer for J&J to bring Innovation into reality !!!
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3. Janssen Latina, Italy
Be recognized as a lean & very competitive pharmaceutical manufacturer for J&J to bring Innovation into reality !!!
Plant Space (Mfg)
• Land: 1.313.000 sq ft
• Facility Size: 591.000 sq.
ft. (including ext
technical areas)
• Facility footprint:
341.000sq. ft.
• Total covered area:
503.000 sq. ft.
Major Products
• Rispedal, Reminyl
• Invega, Incivo
• Intelence, Prezista,
Edurant
• IBL, Imodium, Motilium
• Jurnista, Tramadol
• Sporanox
• Zytiga,
• Zyrtec, Tylenol,
Benadril, Simply sleep
Utilization/Shifts/Quality
• Utilization 75% (based
on 24/7)
• 24hr*7 days shift pattern
• +1700 FG sku’s
• FDA approved since ’95
• Last 5 FDA inspections
approved
• ISO 14001 certified
• OHSAS 18001 certified
People
• People: 522.5 HC (incl.
38 global)
• Salaries: 156
• Wages: 220
• Others: 146.5
• Exempts: 118
• Non-exempts: 404,5
Sales / Production
Costs**
• Sales Supported: 4 BN$
Product Launches
• 100% on-time launches
• Capital: $ 16 MM
• Conversion Cost: $ 67
MM (excl. IT)
**(YE 2012)
*(FBP2013)
(76 in 2012)
• 24hrs rapid launches
• 2013 Launch plan:
Intelence 25 mg tabs
TMC278 25mg tabs
Prezista 800 mg tabs
Prezista Glide tabs
BG12 120mg capsules
TMC435 capsules
Canagliflozin tabs
Technology&Capabilities
• Solids:Tabs,Caps(5.7BN)
• Liquids: Shampoos,
Solutions (700 Tons, 14 MM
bottles)
• Spray powder (100Tons,
4MM cans)
• Packaging: Blisters, Bottles,
Sachets, Wallet
• High level of automation and
integration
2014 Vision
• Capacity to produce 6.2 BN
units
• Fast execution: all lines at
5x3
• Unit cost reduction of 30%
• Full supplier integration
• Excellence in compliance
and customer service
• Pipeline development:
talents and Global leaders

4. Latina
QEHS and Compliance
Quality organization productivity:
Increased flexibility to
support volume and
copmlexity growth
Quality Highlights:
One Quality System as
outcome of intellectual
Date
Audit
2007
• Saudi Arabia HA
• FDA
2009
• AIFA
• KFDA
2010
•
•
•
•
2011
• Turkish HA
• AIFA
• KFDA
2012
• Japan
• AIFA
• Kenia
2013
EHS Highlights:
• FDA
• MOCK TMC435
• Mochida
synergy with all regulations.
ANVISA
AIFA
FDA
AIFA
No Smoking Site since 2007
ISO 14001 Certified since 1999
OHSAS 18001 Certified since 2005
Sound EHS Compliance Profile
2003 MAARS 4-4-4
2006 MAARS 4-5-4
2009 MAARS Green
2012 MAARS Green
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5. Understanding Latina: “culture of change”
an History of Engagement , Change mgmt and Results
• Pharma RX, OTC,
Operating mode: Flexibility & Adaptability
•
• Global Pharma,
including Japan,
Stent coating
• Business Change
(MD)
• FDA approved
• Large complexity
• Local production
• Small complexity
•
•
•
generics, medical
devices
Best Solid center in
J&J
Process Oriented
Engaged
Organization
System Based
Compliance
• Consumer,
Techfidera, Zytiga,
Canaglifozine
• Reliable org
• Talent development
• Process centered org
732
506
523
377
322
218
150
40
1980
Local business
1990
Technology &
International
2000
2005
Center of excellence
& customer dedication
2008
2010
Launch accelerator
2012
2013
Benchmark for costs,
compliance & customer service
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6. Today challenges
NEW BUSINESS
NEW
VOLUMES
NEW
TECHNOLOGIES
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7. LATINA LEAN JOURNEY
2001-2003
REDUCE PROCESS
VARIABILITY
•Cycle time &
Process
variability reduction
(6σ)
•Maint. Excellence &
OEE improvement
•Quality Improvement
•Process Automation
•System Integration
2004-2005
REDUCE CYCLE
TIME
•Key Suppliers
involvement
•Customer Integration
•Cycle Time Reduction
•Productivity increase
•Planning reengineering
•Solid Area reengineering
•Digital Factory
2005-2006
2007-2008
2009-2011
DEPLOY FLOW & PULL
INTEGRATION
SUSTAIN
INTEGRATION
•Internal Value Chain
•Inventory reduction
Stock Down (RM, PM)
Consignment stock
RW application with
supplier
Wip control &
Kanban system
•Flow Visual Management
•Internal Benchmarking
•Key Suppliers
integration
•Postponement
•Integrated Change
Mng.
•Lean application to all
Transactional areas
•Organization
simplification
•Cost competitiveness
•Internal & External
Benchmarking
•Full Suppliers
integration
•E2E stream
synchronization &
flowing
•Extensive
Benchmarking
•Robust Organization
•Continuous
Improvement
2011-2013
REINFORCE
INTEGRATION
•Extensive Suppliers
integration
•E2E stream
synchronization & flowing
•Customer oriented culture
•Talent Development
•Reliable Organization
•Change management/site
master plan
•Process automation &
robustness
• TDDB
Integration
Integration
Integration
Pull
Flow
Stability
Official LMA 11
Official LMA 13
Sensei LMA 09
Internal LMA 07
Official LMA 08
Official LMA 06
LMA 2013
preparation

8. LATINA SUCCESS LEVERS 2011-2013
CHANGE
MGMT
RELIABILITY
AGILITY&
ADAPTABILITY
ORGANIZATION
STRENGHT
PEOPLE
CUSTOMER
FOCUS
INNOVATION
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9. Understanding Latina: Change management
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10. Critical Success Factor: Innovation
The backbone of our history:Integration of People, Process & Technology
NEXT Decade
Globalization JSC
Plant Activity & Efficiency
•Must add value.
J&J Factory
MES
Shop Floor Automation
Global Q&C systems
•Must help people.
Third Decade
Regional Fill/Finish
EuRoPe2
PES (Best Practice)
Integration
Operational Intelligence (Best practice)
Second Decade
INTEGRATION
Quality & Compliance Systems
Automatic Materials Handling System
First Decade
BASEMENT
Computer Integrated Manufacturing
Electronic Batch Record System
Laboratory Integrated Manag. System
1982-1991
1992-2001
2002-2011
Decades
2012-2021

11. Customer Focus: Customer Focus
Dep Value Streams:
PLANNING
•Consumer
•Bottles
•Risperdal
•Mfg/Pkg E2E
QC
MFG
•Low vol
•Fluid Bed
•Dry Granulation •High vol
•Japan
E2E value streams:
•Pharma
•Consumer FW
•Japan
•Prezista
•Daktaryn
•Dolormin
•Tylenol s
•Narcotics
•NPI
•Launches
QA
•Pharma
•Consumer FW
•Japan
E2E VALUE STREAM
PLANNING
S
T
R
E
A
M
QA
CONSUMER FW
D
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P
V
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QC
MFG
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JAPAN
PHARMA
H
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H
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N CONSUMER
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L NARCOTICS
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ZYTIGA E
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NPI/LAUNCHES
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12. Critical Success Factor:People Development
• Top Management visibility
• Compensation strategy (incl. Operator)
• Global roles
• Strong connection with
University to attract top
talents (Blue Eyes)
• Internal growth & targeted
external injection
• Shop floor experience
• Job rotation (Intra-Extra Plant)
• Campus Mode
• MORE Program
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13. Developing Leaders
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14. Developing Leaders
MORE
Managers On the Roadof Excellence

15. Reliable Results
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16. Business Impact of Latina in 2013
Reputation & Brand Equity
OTC Recovery
Growth
Launch the Pharm NPI pipeline
TMC435
Sustain
Reliability
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17. Deliver Customer Value
Last 5 years results:
100% on-time launches, including 24hrs launches
Cost/unit
120
100
80
60
40
20
0
2009
2010
2011
2012
2013
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18. Credo & engagement plan
Credo continue to grow
while high rotation level
and people increase
Key elements & focus areas
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Leadership model: “Supervisor a key role”, “more”
2.
Engagement & commitment: “People make it happen”, “Credo execution leaders”
3.
Simple, concrete & business oriented initiatives
4.
Create & sustain a positive & innovative work environment
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19. LEAN TRANSFORMATION
• Adaptive culture and flexibility, attitude to drive the change.
• Will of reshaping our future through continuous improvements.
• People People People : passion and satisfaction for the Job !
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