*Strategy: A corporate strategy department function as a coordinating body, developing and implementing strategies that satisfy the objectives of individual department as well as promoting overall corporate goals. (Development, Implementation, Coordination, Evaluation.) *Lean: Lean Six Sigma (LSS) helps to improve the productivity and quality of product when it is implemented in proper way in pharmaceutical manufacturing facilities. Some of the pharmaceutical manufacturing companies have implemented it. *History: 1920’s: Henry Ford, Automatic Industry Through 1st Mass Production Techniques. 1930’s: Toyota Production, Motor Vehicles Forced for Profitability Resource to Adopt the Just in Time (JIT) For the Supply of Component In 1946. 1950’s: Production Engineer, Tall chi Ohno Develops; Toyota Production Techniques Become Later Toyota Production System (TPS). 1970’s: Oil Crisis →Concept of Waste. 1980’s: Western world taken notice of TNP. 1990’s: Adoption→ Lean Manufacturing Concept. [MIT Researcher→ Published Machine. 2000’s: Expanded→ into “NON” Automotive Industries. 2010’s: Expanded → Service activities & Industries e.g. Back Office Functions, Insurances, Banking. *Benefits are huge: • Better Quality. • More Space. • More Security. • Better Comfort & Safety. • Less Stock. • Fewer Delays. • Fewer Defects. *Costs:  Only Major Investment. Internal resource required to implement. *Risks: Forgetting to assess the impact of changes on health and safety. *Cycle of Changes: A Cycle of models to help understand change management. Traditional Organisation Lean Organization: *GEMBA Where Work In Done & Where Value Is Created & Where Problems Are Solved • Key roles: Leadership main role is to assist the GEMBA operators  Remove Obstacles.  Provide Systems.  Training.  Resources & Tools. • Support Departments → Role → is to assist operations managers & GEMBA `Operators. • Manufacturing World. • Laboratory World. • Transactional World. • e World.

1. STRATAGY:
(INDUSTRIAL MANAGEMENT)
By: AKANSHA SINGH

2.  A corporate strategy department function as
a coordinating body, developing and
implementing strategies that satisfy the
objectives of individual department as well
as promoting overall corporate goals.
 (Development, Implementation,
Coordination, Evaluation.)

3. Strategy
Strategy
Business Unit
lost Strategy
Finencial
Strategy
Marketing
Strategy
Human
Resources
Strategy
Internal
Audit
Strategy
Business Unit
Strategy
Business Unit

4. lean
Increase
Performance
System Work
Eliminate
Farms Of
Waste
(Motion,
Rework,
Wating, Etc...)
Customer
Request /
Lower Cost.
 Lean Six Sigma (LSS) helps to improve the
productivity and quality of product when it is
implemented in proper way in pharmaceutical
manufacturing facilities. Some of the
pharmaceutical manufacturing companies have
implemented it.
(*Many sites already have a good industrial
excellence approach → 5S, 6σ, SMED have
already been deplored.)

5. 6σ
CONTROL
DEFINE
MEASURE
ANALYZE
IMPROVE

6.  1920’s: Henry Ford, Automatic Industry Through 1st Mass
Production Techniques.
 1930’s: Toyota Production, Motor Vehicles Forced for
Profitability Resource to Adopt the Just in Time (JIT) For
the Supply of Component In 1946.
 1950’s: Production Engineer, Tall chi Ohno Develops; Toyota
Production Techniques Become Later Toyota Production
System (TPS).
 1970’s: Oil Crisis →Concept of Waste.
 1980’s: Western world taken notice of TNP.
 1990’s: Adoption→ Lean Manufacturing Concept. [MIT
Researcher→ Published Machine.
 2000’s: Expanded→ into “NON” Automotive Industries.
 2010’s: Expanded → Service activities & Industries e.g.
Back Office Functions, Insurances, Banking.

7. New
Challenges For
The Company
New Markets
Globalization
Health Care
System Reforms
Generic
Compotition
Environmental
Issues
Technological
Revolutions
Risk
Management

8.  Better Quality.
 More Space.
 More Security.
 Better Comfort & Safety.
 Less Stock.
 Fewer Delays.
 Fewer Defects.

9.  Only Major Investment.
Internal resource required to implement.
Risks:
 Forgetting to assess the impact of changes on
health and safety.

10.  A Cycle of models to help understand change
management.
Changes
culture
perception
thinking
behaviour
at work
habits
organisatio--n

11.  (5S= Sort, Set in Order/ Straighter, Sweep/
Shine, Standardize, Sustain & Self Discipline.)
5S: Five Lean
Breakthrough
Area.
Industrial
Aglity
Performance
Management
Simplification
Of Plant
Internal Flow
Common Lean
Culture
Inter-site
Teamwork

12. Customer Desire
 Managements Customers
Evaluation Satisfaction
GEMBA
GEMBA :
 Where Work In Done & Where Value Is Created & Where Problems Are Solved
 Key roles: Leadership main role is to assist the GEMBA operators
 Remove Obstacles.
 Provide Systems.
 Training.
 Resources & Tools.
 Support Departments → Role → is to assist operations managers & GEMBA
`Operators.
 Manufacturing World.
 Laboratory World.
 Transactional World.
 e World.