About this Presentation
This presentation describes the background of the Viable Vision (VV) implementation at Neuland Labs. The analysis of the various stages of implementation, lessons learned, corrections made, and results achieved are provided. Neuland is an API manufacturer (make the active ingredients that go into many medicines) doing contract research and contract manufacturing with two US FDA/EU/TGA/PMDA approved manufacturing facilities. Neuland has a 40,000 square foot state-of-the-art R&D facility with 185 scientists in R&D and over 1500 total employees; and exports to 85 countries. Over 80% of its business is conducted in the US and Europe. Neuland entered into the Viable Vision (VV) in 2006 which was initially based on the strategy and tactics (S&T) tree based on the vendor managed inventory (VMI) solution but changed to the reliability and rapid response (RRR) S&T tree solution. At the beginning of the implementation capacity became totally booked; this required a massive elevation of capacity requiring significant capital investment. The API environment includes long touch times, regulatory issues, unstable processes, and long approval cycles. Additionally sales and marketing were not aligned with operations. Top management has to give 100% commitment to the VV project. Getting the right measurement system is the key to the VV. Throughput and due date performance (OTIF-on time in full) are made primary measures and the bonuses of employees are linked to these measures. The S&T tree must be tailored to the individual environment. You must recognize that you must understand the old environment as many times what they are doing is right and not based on the old paradigm. Release control, daily buffer management (BM), BM priority system, emphasis on full kit and preparations were essential to implementing the S&T tree. Eli Goldratt discusses the presentation and the one-page report that give you the dashboard for projects; this same visibility is not available in distribution and production. When we have a deviation we need input from different functions. We need the organizational S&T tree. He apologizes for his abruptness and lack of politeness in pointing out the problem of companies not recognizing and therefore underestimating their new found potential.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Top management commitment and drive are key to success. If the top management is too busy, the implementation of a viable vision project is unlikely to be successful.
Getting the right measurements is key to project success. Measurements drive behavior, but they can also give rise to unanticipated behaviors.
Synchronization amongst the various functions is the key to harmonious working. Daily meetings should be initiated to ensure that issues are highlighted early and resolved quickly.
Instructor(s)
Jennifer Eckman
Ms Alka Wadhwa
Alka Wadhwa is an experienced consultant and process improvement expert with over 24 years of expertise in the Theory of Constraints (TOC), Lean Six Sigma, and organizational performance optimization. She has successfully led projects in healthcare, financial services, and manufacturing, driving significant improvements such as a 67% boost in hospital operations and a 140% increase in outpatient visits.
Previously, Alka Wadhwa spent 17+ years at GE Global Research Center, where she led initiatives to enhance various GE businesses through advanced technologies, process redesign, and system optimization. Founder of Better Solutions Consulting, LLC, she specializes in using TOC, Six Sigma, and data analytics to streamline operations and build high-performance teams.
Her work has earned her multiple accolades, including the Empire State Award of Excellence in healthcare.
Dr Gary Wadhwa
Dr. Gary Wadhwa is a Board Certified Oral & Maxillofacial Surgeon with extensive experience in the field. He completed his Oral & Maxillofacial Surgery training at Montefiore Hospital, Albert Einstein College of Medicine in Bronx, NY, and has served as an Attending at prestigious institutions like St. Peters Hospitals, Ellis Hospital, and Beth Israel Hospital in NY. With a career spanning over two decades, he was the former CEO and President of a group specialty practice in NY from 1994 to 2015. Dr. Wadhwa holds an MBA from UT at Knoxville, TN, and has undergone additional training in System Dynamics at MIT, Health System Management at Harvard Business School, and Entrepreneurship and healthcare innovations at Columbia Business School. Committed to expanding access to Oral & Maxillofacial Surgery care, he is currently engaged in a meaningful project to provide healthcare services to underserved populations in inner city and rural areas through non-profit Community Health Centers.