Implementation of a Tier / Accountability meeting structure to improve daily management in a pharmaceutical site
General Manager and Site Leader
Company:
Warner Chilcott Deutschland GmbH (part of Allergan plc)
Role:
General Manager of Warner Chilcott Deutschland GmbH and site leader of the Weiterstadt Site
Industry:
Pharmaceutical
Revenue:
Allergan: $17 Billion
WCD: 100 Million €
Employees:
WCD: 250
Situation:
Increase efficiency by improved daily management and better/quicker decisions
Responsibility(Revenue/Employees):
- 250 Employees
- 100 Mio€ Revenue
Sponsor and customer of the project. High level of involvement in planning and roll out, execution done by Operational Excellence Leader (direct report)
Context:
- Driven by local management team
- Site had a well established daily direction setting meeting structure dating back to P&G. This structure worked fine, but the focus was more on reporting and less on driving accountability to the lowest level and less on problem solving.
- Implementation of a new meeting structure that creates more transparency on results and progress, improves working relationships between functions, delegates decision making tot he lowest level and ensures fast escalation when required.
Actions:
- Benchmarking with other sites in the network
- Analysis of current state and definition of target state
- Implementation of target state with high involvement of employees from respective areas: Starting with an 80% version
- Continuous improvement and further development of the target state using structured feedback process
Result:
- Significant improved working relationship between the different areas and better alignment regaring day-to-day business
- Increased responsibility and decision making on the shop floor level
- Faster and better decisions, much stronger focus and prioritization on key challenges
- High level of transparency on achievements vs. plan in all areas