Lundbeck is a pharmaceutical company that produces drugs for psychiatric and neurological disorders. They have implemented a Lean transformation over several phases to improve their supply chain and become the best in their industry. The initial "Improve" phase focused on process mapping and kaizen events to identify and implement improvements. Later phases included engaging managers through training and assessments, building systems like policy deployment and boards to guide operations, and fully integrating Lean into daily management to develop a true Lean culture.
What does the future DMO of the future look like? Probably a lot like Visit Sørlandet, a small DMO in Southern Norway led by a visionary CEO named Heidi Sørvig.
In an insightful and inventive presentation on April 10 at #SoMeT14EU, Sørvig demonstrated a cooperative and necessary approach to destination marketing that could be the future blueprint for DMO restructuring.
The highlights are summarized in our blog: http://www.sometourism.com/somet14eu-future-dmos/
Kim Wylie - “Getting the culture right: lessons from Google”Alexis May
Kim Wylie's presentation from Open Forum Events' Change Management: Blueprint for Better conference, which took place at America Square Conference Centre, London on 7 July 2015.
What does the future DMO of the future look like? Probably a lot like Visit Sørlandet, a small DMO in Southern Norway led by a visionary CEO named Heidi Sørvig.
In an insightful and inventive presentation on April 10 at #SoMeT14EU, Sørvig demonstrated a cooperative and necessary approach to destination marketing that could be the future blueprint for DMO restructuring.
The highlights are summarized in our blog: http://www.sometourism.com/somet14eu-future-dmos/
Kim Wylie - “Getting the culture right: lessons from Google”Alexis May
Kim Wylie's presentation from Open Forum Events' Change Management: Blueprint for Better conference, which took place at America Square Conference Centre, London on 7 July 2015.
Agile is simple to understand but difficult to implement and hard to master.
This is because many organisations start implementing Agile in a cultural context that is mostly non-Agile.
This creates a significant number of tensions and frictions that the teams adopting Agile have to deal with although they are often not fully aware of them. Darren will discuss the why, the what and the how.
Is there any waste in your process? Yes! There are 8 of them to be exact. And one way to root out the 8 Wastes is to conduct a Waste Walk. It’s a great way to introduce co-workers to “see with new eyes,” recognize the process issues all around them and start thinking about ways to get rid of unnecessary steps, activities and materials.
Join this webinar for a simple guide to a sight-seeing tour of the 8 Wastes along with next steps.
The Art of SAFe ART/VS Design - Agile Boston Meetup - Feb 2016Yuval Yeret
How to map SAFe Agile Release Trains and Value Streams to your organization
Please join us on Wednesday February 24 in Burlington MA starting at 6:30 pm as senior enterprise agility coach Yuval Yeret describes how to map SAFe Agile Release Trains and Value Stream to your organization.
In this interactive session we will focus on an exciting aspect of the process of implementing a scaled agile approach. How to build those "Teams of Teams" that Scaled Agile approaches such as SAFe(tm) talk about. We will quickly review the purpose of the Agile Release Train and Value Stream constructs, understand ART/VS design considerations, and then work on a couple of case studies/exercises to see what the ART/VS design should look like.
NOTE: Yuval will bring some of his interesting case studies. AND If you are thinking about implementing a scaled agile approach yourself and trying to figure out ART/VS design, we would love to do a live case study in the session. You will get free expert consulting as well as the wisdom of the crowds to give you some potentially useful ideas!
Transforming music festivals_OnceinaLifeTimeEventsJulia Ramos
Presentation on Sustainability for Music Festivals.
Once in a LifeTime Events.org is a "Strategic Sustainable Development" training and consultancy company.
Update on the Supply Chain Index on the countdown to the Supply Chain Insights Global Summit. Join us for our series of webcasts to understand the impact.
The report reflects what we learned from GBMP 517 and uses that knowledge to provide recommendation for improving the supply chain management process of Wal-Mart Stores, Inc. Canadian division Walmart Canada Corp.
Executive Summary
Supply chain excellence makes a difference to corporate value. Resilient, predictable, and forward-looking supply chain processes drive sustained balance sheet improvement. This is especially true in times of declining growth. (In this research, only four industries—aerospace & defense, apparel, automotive, and packaging suppliers—experienced growth for 2009-2014.)
Leaders want to drive excellence. By their nature these leaders are competitive. They want to power performance improvements, increase corporate value, and outpace competitors. It is not easy. The rate of business change is intense and the personal stakes are high. Day after day, supply chain leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology there is now a way to gauge improvement.
When we started this work we were fearful that the methodology would not be selective enough to reward leaders. Our fear was that the list would be too large. However, we should not have worried. For two consecutive years only 10% of the companies studied are performing above the average of their peer group on the Supply Chain Metrics That Matter—operating margin, inventory turns and Return on Invested Capital—while driving improvement to a greater degree than their peer group. It is a select group. Figure 5 shows the 26 winners of the 2015 Supply Chains to Admire analysis.
The 26 companies are: Anheuser-Busch InBev; Audi AG; Biogen Inc; CCL Industries Inc.; Cisco Systems, Inc.; Coloplast Corp.; CVS Pharmacy; Dollar General Corporation; Dollar Tree, Inc.; Eastman Chemical Company; EMC Corporation; The Estée Lauder Companies Inc.; General Mills, Inc.; Intel Corporation; Deere & Company; Lexmark International Inc.; L'Oréal Group; Nike, Inc.; PPG Industries; Qualcomm Inc.; Samsung Electronics Co. Ltd.; United Tractors; Wal-Mart Stores, Inc.; Western Digital Corporation; and Whole Foods Market Inc. (Note: Shorter corporate or trade names are used in the tables within this report.)
Seven companies have made the list for two consecutive years: Cisco Systems, Inc.; General Mills, Inc.; Eastman Chemical Company; EMC Corporation; Anheuser-Busch InBev; Intel Corporation; and Nike, Inc.
Driving Supply Chain Process Improvement: Trials and TribulationsLora Cecere
The presentation given by Dave Biegger, Senior Vice President of Global Supply Chain at Campbell Soup Company, at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 10, 2014
Driving Supply Chain Process Improvement: Trials and Tribulations
Join this discussion to understand what propelled Campbell Soup Company to lead the pack in the food and beverage peer group for the period of 2006-2012 and then falter in 2013.
Outline of unique leadership development process for organizations - not training, not consulting, but how we coach/facilitate people in achieving specific measurable personal and professional goals
IPDC Training - Leadership Skills for Managing Greater Business PerformanceIPDC Training Institute
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
Agile is simple to understand but difficult to implement and hard to master.
This is because many organisations start implementing Agile in a cultural context that is mostly non-Agile.
This creates a significant number of tensions and frictions that the teams adopting Agile have to deal with although they are often not fully aware of them. Darren will discuss the why, the what and the how.
Is there any waste in your process? Yes! There are 8 of them to be exact. And one way to root out the 8 Wastes is to conduct a Waste Walk. It’s a great way to introduce co-workers to “see with new eyes,” recognize the process issues all around them and start thinking about ways to get rid of unnecessary steps, activities and materials.
Join this webinar for a simple guide to a sight-seeing tour of the 8 Wastes along with next steps.
The Art of SAFe ART/VS Design - Agile Boston Meetup - Feb 2016Yuval Yeret
How to map SAFe Agile Release Trains and Value Streams to your organization
Please join us on Wednesday February 24 in Burlington MA starting at 6:30 pm as senior enterprise agility coach Yuval Yeret describes how to map SAFe Agile Release Trains and Value Stream to your organization.
In this interactive session we will focus on an exciting aspect of the process of implementing a scaled agile approach. How to build those "Teams of Teams" that Scaled Agile approaches such as SAFe(tm) talk about. We will quickly review the purpose of the Agile Release Train and Value Stream constructs, understand ART/VS design considerations, and then work on a couple of case studies/exercises to see what the ART/VS design should look like.
NOTE: Yuval will bring some of his interesting case studies. AND If you are thinking about implementing a scaled agile approach yourself and trying to figure out ART/VS design, we would love to do a live case study in the session. You will get free expert consulting as well as the wisdom of the crowds to give you some potentially useful ideas!
Transforming music festivals_OnceinaLifeTimeEventsJulia Ramos
Presentation on Sustainability for Music Festivals.
Once in a LifeTime Events.org is a "Strategic Sustainable Development" training and consultancy company.
Update on the Supply Chain Index on the countdown to the Supply Chain Insights Global Summit. Join us for our series of webcasts to understand the impact.
The report reflects what we learned from GBMP 517 and uses that knowledge to provide recommendation for improving the supply chain management process of Wal-Mart Stores, Inc. Canadian division Walmart Canada Corp.
Executive Summary
Supply chain excellence makes a difference to corporate value. Resilient, predictable, and forward-looking supply chain processes drive sustained balance sheet improvement. This is especially true in times of declining growth. (In this research, only four industries—aerospace & defense, apparel, automotive, and packaging suppliers—experienced growth for 2009-2014.)
Leaders want to drive excellence. By their nature these leaders are competitive. They want to power performance improvements, increase corporate value, and outpace competitors. It is not easy. The rate of business change is intense and the personal stakes are high. Day after day, supply chain leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology there is now a way to gauge improvement.
When we started this work we were fearful that the methodology would not be selective enough to reward leaders. Our fear was that the list would be too large. However, we should not have worried. For two consecutive years only 10% of the companies studied are performing above the average of their peer group on the Supply Chain Metrics That Matter—operating margin, inventory turns and Return on Invested Capital—while driving improvement to a greater degree than their peer group. It is a select group. Figure 5 shows the 26 winners of the 2015 Supply Chains to Admire analysis.
The 26 companies are: Anheuser-Busch InBev; Audi AG; Biogen Inc; CCL Industries Inc.; Cisco Systems, Inc.; Coloplast Corp.; CVS Pharmacy; Dollar General Corporation; Dollar Tree, Inc.; Eastman Chemical Company; EMC Corporation; The Estée Lauder Companies Inc.; General Mills, Inc.; Intel Corporation; Deere & Company; Lexmark International Inc.; L'Oréal Group; Nike, Inc.; PPG Industries; Qualcomm Inc.; Samsung Electronics Co. Ltd.; United Tractors; Wal-Mart Stores, Inc.; Western Digital Corporation; and Whole Foods Market Inc. (Note: Shorter corporate or trade names are used in the tables within this report.)
Seven companies have made the list for two consecutive years: Cisco Systems, Inc.; General Mills, Inc.; Eastman Chemical Company; EMC Corporation; Anheuser-Busch InBev; Intel Corporation; and Nike, Inc.
Driving Supply Chain Process Improvement: Trials and TribulationsLora Cecere
The presentation given by Dave Biegger, Senior Vice President of Global Supply Chain at Campbell Soup Company, at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 10, 2014
Driving Supply Chain Process Improvement: Trials and Tribulations
Join this discussion to understand what propelled Campbell Soup Company to lead the pack in the food and beverage peer group for the period of 2006-2012 and then falter in 2013.
Outline of unique leadership development process for organizations - not training, not consulting, but how we coach/facilitate people in achieving specific measurable personal and professional goals
IPDC Training - Leadership Skills for Managing Greater Business PerformanceIPDC Training Institute
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
IPDC Training - Leadership Skills in Transforming the Company Core ValuesIPDC Training Institute
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
IPDC Training - Leadership Essential Coaching for Greater Effectiveness and P...IPDC Training Institute
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
Measurement tool strongly related to business results.
We wanted to create a dialogue-tool that is:
Easy to understand
Easy to use for effective dialogue
Easy to convert into action
To ensure optimal working conditions for direct reports.
To create effective leadership and followership.
Webinar: Engaging Leaders and the Baldrige Framework to Advance Excellence at...KaiNexus
Presented by
Karen Kiel Rosser, MHA, CLSSGB
Vice President of Quality
Mary Greeley Medical Center
Ron Smith, MPA, CLSSGB
Process Improvement Coordinator
Mary Greeley Medical Center
Hosted by Mark Graban and KaiNexus
In this webinar, you will learn:
How MGMC combines various methodologies to improve
A high-level view of MGMC’s improvement journey
Ways in which MGMC engages leaders in Lean
Tips for increasing the sustainability of improvement work
Lessons learned through a Lean transformation
The CAF is an easy-to-use, free tool to assist public-sector organizations across Europe in using quality management techniques to improve their performance.
10 Principles of Lean Leadership: A Guide to Effective Management | CIO Women...CIOWomenMagazine
Key Principles of Lean Leadership: 1. Respect for People, 2. Continuous Improvement, 3. Gemba (Go to the Source), 4. Value Stream Mapping, 5. Empowerment and Decentralization, etc.
Blended threads: Global leadership development at Coats Kineo
How does a large global manufacturing organization up skill it's front line and middle managers on core leadership skills? By finding the right blends of approaches and partners! Check out this presentation from Learning Solutions 2014 with Kineo's Cammy Bean and Coat's Gary Droghini.
Blended threads: Global leadership development at CoatsCammy Bean
How does a large global manufacturing organization up skill it's front line and middle managers on core leadership skills? By finding the right blends of approaches and partners! Check out this presentation from Learning Solutions 2014 with Kineo's Cammy Bean and Coat's Gary Droghini.
Similar to Nikolai Wacher Hansen -0 Creating the Best Supply Chain in the Pharmaceutical Industry (20)
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
4. Who is Lundbeck?
OUR VISION OUR MISSION OUR VALUES
is to become a world leader in
psychiatry and neurology
is to improve the quality of life of
people suffering from psychiatric and
neurological disorders
Imaginative – Dare to be different
Passionate – Never give up
Responsible – Do the right thing
5. Our Product Areas
The world’s most burdensome illnesses
1. Cancer 14. Osteoarthritis
2. Depression and anxiety 15. Bipolar disorder
3. Ischaemic heart disease 16. Liver cimhosis
4. Cerebrovascular disease 17. Dementia
5. Chronic obstructive pulmonary disease 18. Endocrine disorders
6. Refractive errors in the eye 19. Macular degeneration
7. Hearing loss 20. Nephritis and nephrosis
8. Congential anomalies 21. Drug abuse
9. Alcohol dependence 22. Hypertensive heart disease
10. Diabetes mellitus 23. Epilepsy
11. Cataracts 24.Migraine
12. Schizophrenia 25. Rhematic heart disease
13. Asthma
*) Disability adjusted life years, Source: Lundbeck based on Global Burden of Disease 2004, WHO
6. Our Supply Chain
Lumsås
Padova
Valby
Nice
Valby
Nice
Mexico
China
Pharmaceutical Bulk
Production
Finished Goods
Production
Chemical Production
Suppliers and Industrial Customers
7. Why Lean?
The Best Supply Chain
in
The Pharmaceutical
Industry
9. “Improve”: Start the Event Machine
• Map processes and activities across
departments (Current, Ideal and
Future State)
• Identify what adds value to your
business. Bring attention to areas
of improvement
• Run Kaizen Events with groups of
employees across departments.
Dedicated for 3 - 5 days to find real
solutions and implement them
10. Lean Year 2 (2007): 70 Events, 1/10 of employees
Event example: Reduction of setup time by 40%
11. Establish Lean Support and Academy
• Project Organization established to direct
Lean initiatives
• All managers trained in Lean tools
• Lean Ambassador Program established to
train employees to facilitate Lean events
12. Lean Academy and
coaches
The “Improve” Phase in a Nutshell
• Strength: Close link between
training and learning by doing
• Characteristic: Transformation was
driven by events rather than daily
management
• Weakness: Lack of systems and
middle management motivation
13. ”Lead”: Get all Managers Onboard
• Senior management group align and communicate leadership
expectations: “The Lean Leadership Model”
• Ambitious development programme executed
The Lean
Leadership
Foundation
Lean People
Leadership
Lundbeck
Lean
Acceleration
Sustaining
Lean
1 2 3 4
Execution
Personal
leadership
Relations
Business focus
14. A Lundbeck Lean Leader should:
Have the combination of detailed
knowledge of the processes and the
ability to develop the employees
Coach and ask questions not provide
solutions
Teach others to learn through their
own experiments and errors
Lean Leadership
15. Engage Managers in the Transformation
• Self-inspection based on the Shingo
model
• All managers were trained in
assessment using the principles in
the Shingo Model of Operational
Excellence
• Managers paired up and assessed
areas outside own division
• Each assessment concludes with
feedback on principles and systems,
and concrete “Strengths” and
“Opportunities”
16. The ”Lead” Phase in a Nutshell
• Strength: Increased leadership
commitment and confidence
• Characteristic: Managers engage
themselves in the Lean
implementation
• Weakness: Lack of alignment and
employee involvement
17. ”Align”: Build Systems that will Guide and Direct
• Policy Deployment
– Link strategic objectives and targets/activities
department and team level
– Targets and activities are prioritized across functions
and departments
• Board meeting system
– Visualise performance in all departments
– Frequent meetings with focus on daily operations
• Improvement Boards
– Manage idea generation and implementation
– The employees are responsible for improving their
everyday work
18. All About People 2011 – Engage teams in Kaizen
Kaizen team of the year
20. The “ALIGN” Phase in a Nutshell
• Strengths: Good infrastructure in
place. Lean creates results
• Characteristic: Everybody is now part
of the system
• Weakness: Lean is not fully embedded
as a culture
21. “Strive for Perfection” – Develop a Real Lean Culture
21
2013: Integrate SHINGO into Corporate Principles and Teach Lean Culture
• Every month COO broadcasts principles
lecture
• Management teams teach principles
systematically and recognise improvements
and behaviour as principled behaviour
22. Full integration of Lean into Daily Operations
The Daily Lean Leadership Initiative
Ensure that daily
management systems are
aligned and support
production needs
• Deployment of objectives
• Improve response management
• Production follow up
• Daily management systems
• Managers’ roles,
responsibilities and daily tasks
• Standards for daily tasks
• Feedback, coaching and follow
up routines
Standardise how
managers support
operational excellence
and continuous
improvements
Develop the leadership standards that will drive the culture forward