C-suite summary A competitive environment makes an optimised and effi- cient production value stream a prerequisite to success. Inefficient processes in the QC department can hurt the bottom line in several ways, and yet this department is of- ten overlooked when management is seeking to optimise the supply chain. So if you want to maximise the potential in your entire production value stream, it may be worth- while to take a closer look at the operational efficiency in your QC department. This whitepaper seeks to demonstrate how QC depart- ments may achieve up to 30-45% in efficiency gains within a few months through an approach that goes beyond conventional lean activities and combines oper- ational excellence with data insight and change leader- ship. And these figures do not even take into account the benefits that optimised QC processes will result in further along in the value stream. Executive management typically begins efficiency improvements with lean initiatives on the shop floor, whereas the approach recommended in this whitepaper is the next level of efficiency improvements. By building on already existing lean initiatives, the ap- proach presented in this whitepaper has enabled 17% in productivity improvements in a world-leading pharmaceu- tical company. And results such as these are not isolated to this particular company but have been realised across a number of companies. The approach consists of three keys to unlocking the full potential in your QC department and consequently your entire value stream. These three keys are: KEY 1 Be data-driven Data insight provides transparency in task flow and utilisation of resources KEY 2 Take control The transparency achieved with data insight enables efficient operations management and a more proactive QC department KEY 3 Create lasting change The third key is actually also the first action to take place. Change leadership is the foundation for realising the improvement initiatives As evident from these three keys, the approach combines conventional lean and operations management initiatives with data insight and change leadership methods. The re- sult is not only a much more efficient QC department with more satisfied employees who feel in charge of the task inflow and process planning, i.e. a proactive rather than a reactive department. The result is also an optimised supply chain with fewer risks of costly delays, fewer reruns and an overall more efficient utilisation of resources. In other words, the result is a stronger bottom line. 3
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