Growing Capacity within a Global Pharmaceutical Company

Case Study pharmaceutical Example
PharmaCo* was struggling to achieve its strategic goal: providing global support services on a global scale. Following the creation of the global support service team, the team was at capacity unable to fully expand without simply adding costs and resources. Leanscape incorporated Lean principles to improve overall productivity and yielded a 25% improvement in capacity availability.

At a Glance

> Our three-phase approach – standardisation, optimisation and automation – provided the foundation to create the additional capacity across 10 different services lines.

> With 25% improvement in overall capacity, the global service centre extended their service catalogue enabling locally resources to focus on business growth and customer acquisition.

The Full Story

PharmaCo had “picked & dropped” a range of support services from a wide range of regional operations across Europe and Australia. Even though the services were the same from each country, every country had different approaches resulting in as many as 15 different processes for the same service. To achieve the strategic goal, the client had to:

  • Standardise process across the various markets
  • Optimise key processes
  • Automate processes where possible

The Client asked Leanscape to support all three areas and with further engagements, Leanscape placed consultants directly on site for a period of 5 months to support & manage the entire project on the clients behalf.

Case Study Capacity Improvement Pharmaceutical

25% Capacity Improvement

Through standardisation, optimisation and automation, we created an additional 25% capacity within the team to grow their global services and achieve strategic goals.

228 Improvement Ideas

Through the team engagement, a total of 228 improvement ideas were validated and prioritised for implementation following our engagement.

9 Services Improvemed

A total of 9 Global Services were improved allowing for a full global expansion of those services to South America and Asian markets.

Our Approach

Leanscape firstly went about the process of standardising the existing processes. By reviewing each individual workstream, we worked directly with the team to identify where countries differed and where they were similar. The teams at this stage were worked uniquely with a group of countries and were unaware of other teams processes. As we conducted these sessions, a large number of ideas emerged on how to begin the process of standardisation internally.

Once we had standardised internally with the team, we then designed an optimised process and through country engagement to standardise between various country clusters. Achieving around 85% standardisation enabled:

Team members to work cross country and support all countries
A modification in Jira to better track, manage and control KPI performance
Expansion of services in alignment with strategic objectives

Finally, where possible, we reviewed our optimised processes and using Robotic Process Automation and workflow management tools, we began a process of automation.

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