TWI N · 2020. 11. 4. · VSM & Kata focus . Translating Company Essentials into Operational Practice with TWI TWI to drive transformation in NN 19th June 2018 7 Site Leadership trained

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TWI IN A TURNAROUND AT NOVO NORDISK SITE CHARTRES

KASPER BØDKER MEJLVANG CORPORATE VICE PRESIDENT, NOVO NORDISK

Novo Nordisk at a glance

Novo Nordisk is a global healthcare company with 95 years of innovation and leadership in diabetes care.

This heritage has given us experience and capabilities that also enable us to help people defeat other serious chronic diseases: haemophilia, growth disorders and obesity.

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Novo Nordisk - Corporate Presentation

PRODUCTS MARKETED IN

170 COUNTRIES

STRATEGIC PRODUCTION SITES

IN BRAZIL, CHINA, DENMARK, FRANCE AND US

SUPPLIER OF NEARLY

HALF OF THE WORLD’S INSULIN

27,700,000 PEOPLE USE OUR

DIABETES CARE PRODUCTS

AFFILIATES IN COUNTRIES

R&D CENTRES IN CHINA, DENMARK,

UK AND US

DKK 112 BILLION IN TOTAL REVENUE

APPROXIMATELY

210,000 SHAREHOLDERS

79

EMPLOYS APPROXIMATELY

42,100 PEOPLE DIABETES

OBESITY

HAEMOPHILIA

GROWTH DISORDERS

79 COUNTRIES

NOVO NORDISK MARKETS ITS PRODUCTS IN

COUNTRIES WORLDWIDE 170

NOVO NORDISK AFFILIATES IN Our global presence

Novo Nordisk Site Chartres

19th June 2018 TWI to drive transformation in NN 4

In 2013, a challenged Site

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2004 2008 2012 2014 2016 2018

DFP BSN Meeting 6

2017

2018

Start with a systematically

problem solving (SPS)

Leaders at shopfloor program

SPS Improvements

Product Supply Production

System implementation

Striving for Operational

Excellence based on Trust, Respect

& Courage

Site CH 2004

‘One DFP’ Journey started:

Focus on Standards

VSM & Kata focus

Translating Company Essentials into Operational Practice with TWI

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Site Leadership trained first …followed by 50 Managers …followed by 75 Team Leaders

Leaders as Teachers to support KATA Culture

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Under-utilised resources

Problem Solvers

The Team at Centre in a C.I. Culture “Take care of your members and they will take care of the processes”

Line 1 OEE1

Target

Getting to Results is critical to drive energy

Sustainability through a “Train the Trainers” Setup

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• Give TWI direction, e.g. through KATA challenges

• KATA culture needs strong first line leaders who can invert the triangle

• Tools should drive a thinking way, not become an end in itself

Our Top Three Learnings

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• In this situation, what would you do next ?

• In your own company, what would you do differently?

Your reflections

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