A manufacturer of injectable medicine systematically drove performance improvement through visual performance management. Within four months, the goal of “increasing output by 25% while holding conversion costs constant” was exceeded. This resulted in a cultural change toward process ownership and continuous improvement.

Efficient ways to save time led to a deeper understanding of processes, improved cross-functional collaboration in investigating root causes and ultimately to real business outcomes such as reduced deviations and scrap.

WordPress Cookie Notice by Real Cookie Banner