TWI to drive transformation in NN 19th June 2018 1 TWI IN A TURNAROUND AT NOVO NORDISK SITE CHARTRES KASPER BØDKER MEJLVANG CORPORATE VICE PRESIDENT, NOVO NORDISK
TWI to drive transformation in NN 19th June 2018 1
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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