operational excellence indicators as response to cost ... · 1000004 produkt a04 6% 8% 1000005...

Operational ExcellenceIndicators as response to cost pressures at Takeda Prepared by Joerg Wassenhoven

Jörg Wassenhoven

Director Operational Excellence, OPX

Introduction:

Director Operational Excellence, OPX

Takeda Pharmaceuticals International GmbH

Thurgauerstrasse 130

8152 Glattpark-Opfikon (Zurich)

Switzerland

Mobile +49 (0) 151 14630559

Email [email protected]

2 OpEx Indicators as response to cost pressures at Takeda

Operational Excellence Organisation CCO:

Operations

Exec

Central

OPEX

Functions E

M & others

LATAM

region

Solids

region

Liquids

region

Central OPEX team Master Blackbelts sit on Regional Management teams

Coaching,

training and

mentoring

Coaching,

training and

mentoring Blueprints Repository

Blackbelts at site sit on Management teams

Blackbelts co-ordinate with

Greenbelts & Yellowbelts around active project execution


Regulatory Pressures and Cost Pressures in the Pharmaceutical Industry “

Backround

•On August 2012 CFCD Japan (Takeda corporate finance) has kicked off a Global Capital Management project that covers the world wide Takeda organization in full and requires an Extended Value Stream Mapping approach.


Company

Business Unit

Plant

Department

Equipment

“Regulatory Pressures and Cost Pressures in the Pharmaceutical

Industry “ Demand

Forecast

OEE

KPI Driver Tree

Cost Pressures

COGS

Reduction

Quality Yield/Scrap

Quality Grade

Ca

use

s

OpEx Indicators as response to cost pressures at Takeda

Reduction

Capital

Expenses

Inventory

Optimization

Labour

Utilization

Machine

Capacity

Utilization

Thoughput

time

Production time

Setup Time

Downtime Time

Performance Grade

Availability Grade

8

Ro

ot

Ca

use

s

Business Assessment Process

• The BAP is a universal tool

• Establishes Ownership for management & down to the process level

• Provides Gap Analysis from Current to Future State

• The BAP Generates and Prioritizes an action plan

– Project Portfolio• OpEx Projects

Company

Business Unit• OpEx Projects– Kaizen Events– BB Projects– GB Projects

• Other ProjectsCompany

– Identifies local team initiatives

– Sets a time line for improvements

• Establishes true process understanding

BAP is fast, specific and ties directly linked to the annual targets and

identifies the who, what and when for process improvement


Business Unit

Plant

Department

Equipment

BAP Road Map

OpEx Indicators as response to cost pressures at Takeda10

1

BAP Playbook

Phase I(Alignment)

Phase III(BAP)

Phase II(Plan & Prep)

3-4 Month Prior to BAP 1 -3 month Prior to BAP Day 1 - 2 30-60-90 Day Plan

Phase IV(Post BAP)

�Current EVSM

�Future State EVSM

� Gap Analysis

� Validation to Annual Targets

� Resource Assignments

� 30-60-90 Day Plan

� Resources

� Logistics

� Product Lines

� Takt Time

Future StateOrganizational

Alignment &

Identify Key

Value Streams

Data Collection Project Resourcing

& Implementation


� Validation to Annual Targets

� Project Identification

� Project Priority

� 30-60-90 Day Plan

�Project Clusters

� BB Projects

� GB Projects

� Kaizen Events

� Future State EVSM

� Future State

� Throughput Time

� Cycle Time

� Inventory €

� Resource Plan

� Strategy

� Annual Targets

� VOC

� Team ID

� Critical Y

� ROIC

� CTQ

� KPI`s

� Takt Time

� Team Assign.

� Data Checklist

� Data, Data, Data

�Maturity Assessment

� Current State VSM

� Spaghetti Diagram

� C&E Matrix, FMEA

� Defect Data

� Cycle Time Analysis

� Constraint Analysis

Value Streams

Tool Selection/Usage May Vary From One Assessment to Another

Current State

Identification of Key Value Streams

PQ Analysis – initially narrow down opportunities based on volume, value

Demand Segmentation – narrow down further and segment based on volume, variability,

inventory level, quality,…


Extended Value Stream MappingGap Analysis & Waste Identification

Lieferant

Produktionsplanung

MRP-System

Artikelnr. Produktbezeichnung Tabletten Tabletten Tabletten Tabletten Tabletten Tabletten Tabletten Tabletten Tabletten Tabletten Tabletten Tabletten

1000001 Produkt A01 5% 2% 1% 1% 2%

1000002 Produkt A02 6% 25% 11% 20% 30% 6% 8% 16%

1000003 Produkt A03 20% 8% 10%

1000004 Produkt A04 6% 8%

1000005 Produkt A05

1000006 Produkt A06 6% 11% 30% 6% 8% 16%

1000007 Produkt A07 1% 6% 6% 3%

1000008 Produkt A08 12% 21% 16% 18% 20%

1000009 Produkt A09 24% 43% 30% 26% 40%

1000010 Produkt A10 27% 14% 36%

1000011 Produkt A11

1000012 Produkt A12

1000013 Produkt A13 3% 5% 3% 7% 10% 7% 2%

1000014 Produkt A14 3% 12% 8% 16% 4% 5% 14% 4%

1000015 Produkt A15 5% 22% 17% 33% 7% 35% 33% 9%

1000016 Produkt A16 2% 6% 3% 6% 9% 9% 2% 17% 3% 11% 9% 3%

1000017 Produkt A17

1000018 Produkt A18 4% 4%

1000019 Produkt A19 6% 25% 11% 20% 30% 35% 8% 38% 9% 35% 16% 10%

Total 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%

ø Chargen 7,18 16,58 4,00 9,09 5,00 3,33 2,86 12,50 2,63 11,11 2,86 6,25 10,00

Jan_08 Feb_08 Mrz_08 Apr_08 May_08 Jun_08 Jul_08 Dez_08Aug_08 Sep_08 Okt_08 Nov_08

500,00

1000,00

1500,00

2000,00

2500,00

3000,00

3500,00

4000,00

4500,00

5000,00

Tab

l./m

in

WartezeitWartezeit

WIPWIP

2 Kampagnen

10 Chargen

5000000 Tabl./Monat

21 Tage/Monat

8 h/Tag

0,5 h Pause/Tag 10,5 h/Monat

157,5 h/Monat

9450 min/Monat

567000 sek/Monat

5000000 Tabl./Monat

157,5 h/Monat

9450 min/Monat

567000 sek/Monat

31746 Tabl./h

529 Tabl./min

Kundennachfrage

1 Kampagne = 5 Chargen

1 Charge = 500000 Tabl= 100kg API

Kundennachfrage

Verfügbare Arbeitszeit

168 h/Monat


Kundentakt Kalkulation

Kundennachfrage


Kundentakt

Ungenauigkeiten im

„Rolling Forecast“ von

Venezuela

Kunde

Wartezeit

WartezeitWIP

Unter dem

Kundentakt

Nu

r P

rod

ukt

„A

“


1 Tonne 5

Chargen

max. 3 Tage

max. 5 Chargen

� Tage

5 Chargen

14 Tage...

20 Tage

IPC

7.5 h/Schicht/MA (exkl.

Pausen)

54.000 sek verfügbar

1 Rüsten für 5 Chargen

1,5 h Rüsten (SOLL)

Rüsten �.. (IST)

SOLL-Fertigungszeit 8 h für 5 Chargen

7.5 h/Schicht/MA (exkl. Pausen)


1 Rüsten für 5 Chargen

SOLL-Fertigungszeit 5 h für 1 Charge

SOLL-Fertigungszeit 25 h für 5

Chargen

SOLL-Rüstzeit 4h

IST-Rüstzeit �..

7.5 h/Schicht/MA (exkl. Pausen)


SOLL-Fertigungszeit 7h/Charge

IST-Fertigungszeit 5.25 h

SOLL-Rüstzeit 11h

IST-Rüstzeit 13.5h; Ende der Kampagne

SOLL-Rüstzeit 2h; IST-Rüstzeit 1.25 h;

zwischen den Chargen

Kilian RTS 23

Tablettenpresse

1 1

0,00

500000 Wiegen Mischen Tablettierung Lackieren

Abfüllung und

Konfektionierung

Abfüllung und

Konfektionierung

h 1,75 10,00 6,50 8,50 19,20 12,87

min 105 600 390 510 1152 772,2

sek 6300 36000 23400 30600 69120 46332

Tabl./h 285714,29 50000,00 76923,08 58823,53 26041,67 38850,04

Tabl./min 4761,90 833,33 1282,05 980,39 434,03 647,50

Tabl./sec 79,37 13,89 21,37 15,29 7,23 10,79

Takt Tabl./h 31746,00 31746,00 31746,00 31746,00 31746,00 31746,00

Takt Tabl./min 529,00 529,00 529,00 529,00 529,00 529,00

Takt Tabl./sek 9,00 9,00 9,00 9,00 9,00 9,00

Taktzeit Kalkulation exkl. Endreinigung

Lackierung

1 1

CT = 510 min

TT = 980 Tabl./min

Wiegen

2 1

CT = 105 min

TT = 4762 Tabl./min

Abfüllung +

Konfektionierung/2

Blister

3 2

CT = 772 min

TT = 647 Tabl./min

CTT = 529 Tabl./min CTT= 529 tabl./min

CTT = 529 Tabl./min

CTT = 529 Tabl./minCTT = 529 Tabl./min

Rechtzeitiger

Bestand von

Fertigprodukten

im Lager

unflexibel

Verfügbarkeit

Verfügbare Zeit 21T x 8h = 168 hPausen 21T x 0,5h = 10,5 h

Rüsten (� %) = ... h

Stillstand = ... hFrei (ca. ..%) = � h

Summe Verfügbarkeit = ... h/m

Verfügbarkeit von ... %

LeistungTheoretisch max. �.. Tabl./h

SOLL-Leistung ..... Tabl./h

IST-Leistung �.. Tabl./hGeplante Leistung .4..%

IST-Leistung 4...%

QualitätVolumen Input �...Tabl

Volumen Output �...Tabl

Qualitätskennziffer 4.%

...

�

�

�

�

�

...

...

�

�

�

�

�

...

Overall Equipment Efficiency

Verfügbarkeit ��%Leistung ��%

Qualitätskennziffer .�...%

OEE=VxLxQ 4....%

WIP

Date

n v

on

alle

n

Pro

du

kte

n

Abfüllung +

Konfektionierung/

1Blister

3 2

CT = 1152 min

TT = 434 Tabl./min

TT = 529 Tabl./min

Kilian RTS 20

Tablettenpresse

1 1

CT = 390 min

TT = 1282 Tabl./min

Mixer

1 1

CT = 600 min

TT = 833 Tabl./min

VerfügbarkeitVerfügbare Zeit 21T x 8h = 168 h

Pausen 21T x 0,5h = 10,5 h

Rüsten (� %) = ... h







IST-Leistung 4...%







OEE=VxLxQ 4....%


Pausen 21T x 0,5h = 10,5 h

Rüsten (� %) = ... h







IST-Leistung 4...%







OEE=VxLxQ 4....%


Pausen 21T x 0,5h = 10,5 h

Rüsten (� %) = ... h







IST-Leistung 4...%







OEE=VxLxQ 4....%


Pausen 21T x 0,5h = 10,5 h

Rüsten (� %) = ... h







IST-Leistung 4...%

QualitätVolumen Input �...tabl

Volumen Output �...tabl





OEE=VxLxQ 4....%

max. 5 Chargen

� Tage

max. 5 Chargen

� Tage

OEE Standardization

• Blueprints:

– OEE & TEEP available

– Next blueprint under development


• Best Practice Sharing / Training

GAMED – How does it work?

Machine PC

Machine PC

Server PC Client PCs

Client/Server

Integration

tabletting Buffer

Production signal from

PLC or sensor (24V)

Controlling Planning

Global

FunctionsVizualisation

OpEx Indicators as response to cost pressures at Takeda

Local

operation

tabletting Buffer

Packaging

Material flow

scrap

good

Low

High

Time

DowntimeProduction ProductionSetting-up

Logon product A

(Terminal or PLC)

Product A

Machine status

Production signal

15

Historical Background

46 Lines 50

60

70

80

90

34 Lines in preparationOranienburg

Brazil

# of Licenses

Radar Screen

Mexico, Cerano, Russia,...Currently covering production lines / machines like

•Filling/packaging lines

•Tabletting lines

•Inspection lines

•BFS machines

•Coating and granulation equipment in progress


05/201112/20092007

8 Licences

Linz

5 Pilot Lines Brüssel

Elverum

Singen

Lyszkovice

Roskilde

Today12/2012

46 Lines Brüssel

Elverum

Singen

Lyszkovice

Roskilde

Asker

Oranienburg

10

20

30

40

50

Time

Status January 2013

Request for 59 new

lines within Europe

“coming from theory to practice”

“It’s a kind of Magic”17 OpEx Indicators as response to cost pressures at Takeda

Thank you very much for your attention!Thank you very much for your attention!


operational excellence indicators as response to cost ... · 1000004 produkt a04 6% 8% 1000005...

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