View
167
Download
3
Category
Preview:
Citation preview
Lonza Operational Excellence (OE)
DeploymentDeployment
Successful Operational Excellence
Deployment Case Study
Key Takeaways
• An appreciation of
– a complete successful OE deployment with the key elements & success factors
– globally standardized & locally customized OE approaches for both new and mature businessesapproaches for both new and mature businesses
– three core processes of OE deployment
• OE culture building
• OE capability development
• OE project management & execution (translated into ROI, tangible financial benefits)
2
Presentation Content
• Lonza Global OE deployment
• Greenfield implementation of Lonza (China)
OE deployment – Life Science Ingredients (LSI),
Lonza Custom Manufacturing (LCM)Lonza Custom Manufacturing (LCM)
• Summary & Conclusion
3
Presentation Content
• Lonza Global OE deployment
• Greenfield implementation of Lonza (China)
OE deployment – Life Science Ingredients (LSI),
Lonza Custom Manufacturing (LCM)Lonza Custom Manufacturing (LCM)
• Summary & Conclusion
4
Lonza Company Overall Strategy
In clearly defined
life-science markets,
we focus on
customers’
We offer technology
solutions based on
biological and
chemical platforms
We deliver
Operational
Excellence
in innovation,
1 2 3Tech
no
log
y a
nd
Inn
ovatio
n
Sa
fety
& H
ea
lth
En
viro
nm
en
t & E
ne
rgy
OUR VISION We strive to be the leading supplier using science and technology to improve quality of life
OUR MISSION We work with passion, using advanced technologies to transform life science into new possibilities for our customers
OUR VALUES Influential, Enterprising, Connected
External Partnerships
R&D and
manufacturing needs,
as well as end-
consumer needs.
chemical platforms
and end-use
applications within
these platforms.
leadership,
operations and all
processes which are
valued by our
customers.
Tech
no
log
y a
nd
Inn
ovatio
n
Sa
fety
& H
ea
lth
En
viro
nm
en
t & E
ne
rgy
Consumers Patients Customers
5
Why Lonza Global OE Deployment?
To be the best at what we do for
customers & being better than our customers & being better than our
competitors is our right to exist!
6
Our Vision:
“Finding the lowest cost way of
consistently meeting customer
requirements”
Our Mission:
Lonza Global OE Deployment
Accountability
& Recognition
Our Mission:Lonza Operational Excellence aims to
Enable the organization to grow a
continuous improvement culture� by engaging, empowering, teaching &
coaching people
� to find the lowest cost way to continuously
achieve customer satisfaction using lean
principles to reduce waste, improve
effectiveness, efficiency and generate flow.
Annual
Targets
Training &
Mentoring
Quick
Wins
Collaboration &
Communication
7
Lonza OE Globally Standardized Elements
• Every site must fully aligned to company overall
strategy - delivering Operational Excellence in innovation,
leadership, operations and all processes which are valued by
our customers
• Engagement of external consultancy expertise –
Green Belt training program, etc.
• Lonza Excellence Program utilizing Lonza Excellence
Assessment
8
Hoshin BoardsPerformance Boards
PDCA Management Control System
9
Overview of OE Deployment – Run the
Business & Improve the BusinessDashboard
Run & monitor the overall business
X-Matrix
Improve the business
Dashboard Operations Overview 2010
YTD Results (Jan - March 2010)
BT
Pep
tid
es B
rain
e
BT P
ep
tid
es
Vis
p
BT C
on
juga
tes
BT E
arl
y P
hase
BT L
ate
Pha
se V
isp
BT
Late
Ph
ase N
an
sh
a
BT L
ate
Pha
se R
ive
rsid
e
Safe
ty
Number of accidents (> 1 day lost time) 0 0 0 0 0 0
OTIF (on time in Full) avg of on time in full 87% 25% 100% 100% 98% 100%
number of complains / shipment 0 1 4 0%
TT Success Rate Technology Transfer n/a n/a n/a n/a
Batch Success Rate 100% 91% 100% 98% 97%
Cleaning Success Rate 99% 92% n/a
Overdue Deviations vs total number of deviations 32% 3.0%
Number of Deviations per Batch 4 0.81 0.29 0.90
BR
T
Batch Release Time < 30 Days 32% 0% 93% 79% 96%
Cu
sto
mer
Qu
ality
ProcessProcess
PeoplePeople
AttractionAttraction DevelopmentDevelopment RetentionRetention
Purpose/Vision/StrategyPurpose/Vision/Strategy
PerformancePerformance
CustomerCustomer
PD
CA
Co
re P
roce
ssC
ore
Pro
cess
SHE
Delivery CostQuality
Innovation Value
KPIV’sKPIV’s
Co
re P
roce
ssC
ore
Pro
cess
KPIV’sKPIV’s
Business:
Process:
ProcessProcess
PeoplePeople
AttractionAttraction DevelopmentDevelopment RetentionRetention
Purpose/Vision/StrategyPurpose/Vision/Strategy
PerformancePerformance
CustomerCustomer
PD
CA
Co
re P
roce
ssC
ore
Pro
cess
SHE
Delivery CostQuality
Innovation Value
KPIV’sKPIV’s
Co
re P
roce
ssC
ore
Pro
cess
KPIV’sKPIV’s
Business:
Process:
ProcessProcess
PeoplePeople
AttractionAttraction DevelopmentDevelopment RetentionRetention
Purpose/Vision/StrategyPurpose/Vision/Strategy
PerformancePerformance
CustomerCustomer
PD
CA
PPDD
CCAA
Co
re P
roce
ssC
ore
Pro
cess
SHE
Delivery CostQuality
Innovation Value
KPIV’sKPIV’s
Co
re P
roce
ssC
ore
Pro
cess
KPIV’sKPIV’s
Business:
Process:
SHE Core Process 1Quality/Delivery/Cost
Core Process …Quality/Delivery/Cost
Customer Value People Innovation
1 2 3 4 5 6
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
Result
Measur
es
10
LCM Strategy Flow Down Based on PDCA
LCM(Visp, Braine, Nansha)
LCM-E Visp LCM-P BraineLCM-L VispLCM-L Nansha
11
PDCA Production Lines PDCA QC PDCA LCRD Projects
Visual Management is Key to Get Employees Engaged at All Levels
Success Factors for Leading
Improvement!
Vision Skills Incentives ResourcesAction
PlanImprovement!
Skills Incentives ResourcesAction
PlanConfusion�
�Skills Incentives Resources
PlanConfusion
Vision Incentives ResourcesAction
PlanAnxiety
Vision Skills ResourcesAction
Plan
No/Slight
Improvement
Vision Skills IncentivesAction
PlanFrustration
Vision Skills Incentives Resources False Starts
��
��
�12
So, What is OE?
Improvement Journey towards
Excellence
Improvement usually means doing something that we have never
done before
~ Shigeo Shingo
13
Presentation Content
• Lonza Global OE deployment
• Greenfield implementation of Lonza (China)
OE deployment – Life Science Ingredients (LSI),
Lonza Custom Manufacturing (LCM)Lonza Custom Manufacturing (LCM)
• Summary & Conclusion
14
Results & Outcomes
• Achieved a total of 1000Mil JPY (10Mil USD) bottom-line savings
• Lonza OE maturity improved to System (Silver) level
Greenfield implementation of Lonza (China) OE deployment
level
• Nurtured and developed next level of leaders
– 50+ (5%) managers/supervisors,
– 400+ (35%) supervisors/senior engineers and
– 1000+ (90%) employees in different levels of problem solving capabilities
15
Beginning of Lonza China (4 Sites) OE
Deployment
• Triggered in the summer of 2008 due to a new LCM
investment in China Guangzhou, Nansha
• A Team of 4 was formed to support both LSI and LCM
• Started with building lean fundamentals
Greenfield implementation of Lonza (China) OE deployment
• Started with building lean fundamentals
– Workplace Organization (5S, Visual Management),
– Kaizen system setup and
– Management Yellow Belt training
• Lonza Excellence Assessment baselining
• Conducted 1st wave of Green Belt Program
16
Visual Management - Examples
Greenfield implementation of Lonza (China) OE deployment
17
LSI & LCM Business Characteristics
• Achieved superb strong fundamentals after 1st year deployment
• OE approach for the 2 BUs were customized to align with their
business objectives & characteristics
Characteristics LSI BU (Mature Business) LCM BU (New Business)
Business objective Sustain business with great To establish new business,
Greenfield implementation of Lonza (China) OE deployment
Business objective Sustain business with great
profits
To establish new business,
standards and customers
BU Maturity Business/Operations
ongoing for 10+ years with
old guards, change averse
“One year old BU” in China
with new employees,
hungrier for improvement
Leadership Sponsorship Top down Fully buy-in
Resources Relatively abundant Scarce
Processes Established and stable –
running for 10+ years
New processes
OE Competencies Low Low 18
Lonza OE Deployment House
PerformancePerformance
CustomerCustomer
SHE
Delivery CostQuality
Innovation Value Business:
Process:
Ma
na
ge
me
nt
&
Ca
pa
bil
ity
Bu
ild
ing
(LE
A)
Greenfield implementation of Lonza (China) OE deployment
Lon
zaO
E/C
I D
eliv
er S
ign
ifican
t
Business
enabling
&
support
� BluB/YB/GB Program
� Kaizen system
� Key theme workshops
� Best practice sharing
� Annual Excellence
Contribution Award
PeoplePeople
AttractionDevelopment &
TrainingRetention
Purpose/Vision/StrategyPurpose/Vision/Strategy
Pro
ject
Exe
cuti
on
Pro
ject
Ma
na
ge
me
nt
&
Exe
cuti
on
OE
Ca
pa
bil
ity
Bu
ild
ing
OE
Cu
ltu
re
Bu
ild
ing
(LE
A)
19
Pro
mo
te &
De
ve
lop
Lo
nza
Cu
ltu
re
De
live
r Sig
nifica
nt F
ina
ncia
l Be
ne
fits
Lonza Excellence Assessment (LEA)
PerformancePerformance
CustomerCustomer
SHE
Delivery CostQuality
Innovation Value Business:
Process:
Ma
na
ge
me
nt
&
Ca
pa
bil
ity
(LE
A)
Greenfield implementation of Lonza (China) OE deployment
Lon
zaO
E/C
I D
eliv
er S
ign
ifican
t
Business
enabling
&
support
� BluB/YB/GB Program
� Kaizen system
� Key theme workshops
� Best practice sharing
� Annual Excellence
Contribution Award
PeoplePeople
AttractionDevelopment &
TrainingRetention
Purpose/Vision/StrategyPurpose/Vision/Strategy
Pro
ject
Exe
cuti
on
Pro
ject
Ma
na
ge
me
nt
&
Exe
cuti
on
OE
Ca
pa
bil
ity
Bu
ild
ing
OE
Cu
ltu
re
Bu
ild
ing
(LE
A)
20
Pro
mo
te &
De
ve
lop
Lo
nza
Cu
ltu
re
De
live
r Sig
nifica
nt F
ina
ncia
l Be
ne
fits
Lonza Excellence Assessment LevelBRONZE (41% - 60%)
(12 – 24 months)
SILVER (61% - 80%)
(12 – 18 months)
GOLD (> 80%)
(12 – 18 months)
Evidence of tools in use Evidence of systems in
use
Evidence of Principles
are widely understood
� Existence of some static
ideas
� Many good effective,
efficient Systems
� Clear & ingrained
understanding
Greenfield implementation of Lonza (China) OE deployment
� A significant amount of
appropriate tools and
techniques application
� Structured use of human
and technical resources
� Systems linked to
strategic priorities
� Systematic improvement
across supply/value
chain
� Improved business
performance
� Widespread involvement
and empowerment
� Strategic focus on high
value added processes
� Sustained business
success
Scoring adopted from Shingo Prize requirements
21
LEA Improvement Focus
LSI LCM
Continual strengthening of
fundamentals such as 5S, Visual
Mgmt, Standardized work
Advanced lean tools & techniques
such as SMED, VSM, TPM, etc.
Focus improvement projects using Process design, standardization &
Greenfield implementation of Lonza (China) OE deployment
Focus improvement projects using
DMAIC methodology
Process design, standardization &
management utilizing PDCA
Mainly tangible financial results (Cost) Other output KPIs (Safety, Quality,
Delivery)
Kaizen System, Best practice sharing, Annual Excellence Contribution Award
22
LEA Deployment Top Tips
• Need to set an improvement target every 6 months
• Need to conduct JIT training and hands-on workshops
to provide skill set and work hand-in-hand with do-ers
• Must engage stakeholders & do-ers of LEA
Greenfield implementation of Lonza (China) OE deployment
• Must engage stakeholders & do-ers of LEA
improvement roadmap with rewards & recognition
• Must match speed of improvement with resources
(sponsors & do-ers), business needs and situation
• Must generate half yearly action plan, execute and
monitor it at least monthly
23
Lonza Excellence Assessment Results
Greenfield implementation of Lonza (China) OE deployment
60.1 61.0
67.5
70.0
60.0
70.0
80.0
90.0
100.0
LE
A S
co
re (
%)
Lonza Excellence Assessment (LEA): Lonza China
24
6.2
20.0
29.5
38.0
42.4
51.1
6.9
26.4
42.0
51.0
0.0
10.0
20.0
30.0
40.0
50.0
Apr-09 (Baseline) Nov-09 May-10 Dec-10 Jun-11 Apr-12 Dec-12 Dec-13
LE
A S
co
re (
%)
Time of AssessmentLSI Actual LCMC Actual LSI Plan LCMC Plan* Note that 2 different LEA tools were used for LSI and LCMC
before 2012 and an improved standardised LEA tool is used in
2012 where a new baseline was established
Lonza Excellence Academy
PerformancePerformance
CustomerCustomer
SHE
Delivery CostQuality
Innovation Value Business:
Process:
Ma
na
ge
me
nt
&
Bu
ild
ing
(LE
A)
Ca
pa
bil
ity
Greenfield implementation of Lonza (China) OE deployment
Lon
zaO
E/C
I D
eliv
er S
ign
ifican
t
Business
enabling
&
support
� BluB/YB/GB Program
� Kaizen system
� Key theme workshops
� Best practice sharing
� Annual Excellence
Contribution Award
PeoplePeople
AttractionDevelopment &
TrainingRetention
Purpose/Vision/StrategyPurpose/Vision/Strategy
Pro
ject
Exe
cuti
on
Pro
ject
Ma
na
ge
me
nt
&
Exe
cuti
on
OE
Cu
ltu
re
Bu
ild
ing
(LE
A)
OE
Ca
pa
bil
ity
Bu
ild
ing
25
Pro
mo
te &
De
ve
lop
Lo
nza
Cu
ltu
re
De
live
r Sig
nifica
nt F
ina
ncia
l Be
ne
fits
Lonza Excellence Academy Philosophy
• Train and develop all levels of employees with
appropriate skills & competencies
• Increase capability used to solve larger, more
complex problems & projects
Greenfield implementation of Lonza (China) OE deployment
complex problems & projects
• Structured tiered layer of coaching support to
the levels above
• Recognise and value the expertise of our
people
Lean, entrepreneurial and learning organization26
Lonza Excellence Academy Thinking
Tell the people how to do itDevelop solutions together
with the employeesLine Managers
Lonza Excellence ThinkingTraditional Thinking
Top-down Customer FocusOrientation
Greenfield implementation of Lonza (China) OE deployment
Far away from the daily work
Functional view Process view
Integrated in the daily work
Everybody solves problems
Brush them under the carpet
Problem Solving
Problems
Decisions
Procedures
Specialists solve problems
Chance for improvements
27
Blue BeltAll employees – Basic Scientific Problem Solving
Workplace Organization (5S, Visual Management),
Standard Work, Kaizen system, Root Cause Analysis
Yellow BeltShift leaders, Supervisor & above
Tiered Accountability Process, SMED, Leaders’
Standard Work, Process Mgmt, Project Mgmt
Developing and
recognizing all levels
1000+ (~90%)
400+
(~35%)
Lonza Excellence Academy Framework
Greenfield implementation of Lonza (China) OE deployment
Standard Work, Process Mgmt, Project Mgmt
Green BeltsManagers
Hoshin Planning - BU (Strategy Deployment)
Black BeltExperts
VSM, TPM
Coaching support to the
levels above
Increased capability to
solve larger, more
complex problems &
projects
recognizing all levels
of employees with
appropriate skills &
competencies
50+ (~5%)
4 (~0.5%)
28
Lonza OE Project Management
PerformancePerformance
CustomerCustomer
SHE
Delivery CostQuality
Innovation Value Business:
Process:
Ca
pa
bil
ity
Ma
na
ge
me
nt
&
Bu
ild
ing
(LE
A)
Greenfield implementation of Lonza (China) OE deployment
Lon
zaO
E/C
I D
eliv
er S
ign
ifican
t
Business
enabling
&
support
� BluB/YB/GB Program
� Kaizen system
� Key theme workshops
� Best practice sharing
� Annual Excellence
Contribution Award
PeoplePeople
AttractionDevelopment &
TrainingRetention
Purpose/Vision/StrategyPurpose/Vision/Strategy
OE
Ca
pa
bil
ity
Bu
ild
ing
Pro
ject
Exe
cuti
on
Pro
ject
Ma
na
ge
me
nt
&
Exe
cuti
on
OE
Cu
ltu
re
Bu
ild
ing
(LE
A)
29
Pro
mo
te &
De
ve
lop
Lo
nza
Cu
ltu
re
De
live
r Sig
nifica
nt F
ina
ncia
l Be
ne
fits
Lon
zaO
E P
roje
cts Ca
teg
oriza
tion
Financial Impact
High
Green Belt projects
Improvement projects
3 depts)
6 months
Black Belt projects
Large Improvement projects
High complexity (>3 depts)
Complete within 6-12 months
Low complexity (within 1 dept)
>3
0K
US
D/Y
>1
00
KU
SD
/Y
>2
00
KU
SD
/Y
Gre
en
field
imp
lem
en
tatio
n o
f Lon
za(C
hin
a) O
E d
ep
loym
en
t
30
Inp
ut / R
eso
urce
s (Tim
e, co
st)
Hig
hL
ow
Low
Green Belt projects
Mid-s-ze Improvement projects
Mid complexity (1-3
Complete within 3-6 months
Black Belt projects
Large Improvement projects
High complexity (>3
Complete within 6
Yellow Belt projects
Small Improvement projects
Low complexity (within 1 dept)
Complete within 1-2 months
Do
no
t tou
ch
30
~2
5
10
to 1
5
1 to
2
Lonza OE Project Management
• OE team responsible for the overall portfolio of projects management
• Typical periodic, monthly key milestones review session with sponsors,
• Regular coaching session with project leaders during project execution
• Selected Yellow Belt projects
Greenfield implementation of Lonza (China) OE deployment
– Financially impactful projects within a department
• Green Belt projects
– Supply/Value Chain projects cutting across a couple of departments
• Black Belt projects/program
– Hoshin Planning
– VSM
– TPM
• Annually, focus on selected 20 to 30 YB, 10-15 GB and 1-2 BB projects
31
Lonza OE Project Management
• Improvement projects from all areas of operations and Supply
Chain - Planning, Manufacturing, Maintenance, QC, QA,
Logistics, etc.
– Overall value chain lead time reduction
– Planning forecast accuracy improvement,
Greenfield implementation of Lonza (China) OE deployment
– Planning forecast accuracy improvement,
– Manufacturing cost savings in yield improvement, product quality
improvement, key raw materials and energy reductions
– Maintenance cost reduction in Plant availability improvement, spare
parts, consumables, Changeover time reduction
– QC & QA productivity improvement
– Logistics cost reduction in inventory optimization, transportation cost
Total savings of 3Mil USD annually for 3 consecutive years
ROI of 750KUSD (75Mil JPY) per Black Belt per year32
Presentation Content
• Lonza Global OE deployment
• Greenfield implementation of Lonza (China)
OE deployment – Life Science Ingredients (LSI),
Lonza Custom Manufacturing (LCM)Lonza Custom Manufacturing (LCM)
• Summary & Conclusion
33
Lonza OE Customized Approach
Summary
LSI (Mature) LCM (New)
Continual focus on Lonza Excellence Assessment. Focus of LEA topics is different
Continual strengthening of fundamentals
such as 5S, Visual Mgmt, Standardized
work
Application of advanced lean tools &
techniques such as SMED, TPM, VSM, etc.
Focus more on Blue, Yellow & Green Belt Focus more on specific key lean
34
Focus more on Blue, Yellow & Green Belt
trainings
Focus more on specific key lean
techniques such as Leaders’ Standard
Work, Process Mgmt, Hoshin planning
through Kaizen events & workshops
Full engagement of middle and shopfloor
employees in Kaizen suggestions and
improvement projects
Very selective engagement of employees
in OE projects that gave maximum returns,
mainly managers and supervisors
Focus more on financial savings through
improvement projects targeting at specific
problems such as overall Cost, Quality,
plant availability
Focus more on standardizing process
using PDCA, Tiered accountability process,
and further process optimization. Other
output KPIs (Safety, Quality, Delivery)
Lonza China OE Improvement Model
• Vision –“Finding the lowest cost way of consistently meeting customer requirements” translated to achieving Gold (Principle) level at the end of 2013
• Skills – Blue, Yellow and Green Belts Trainings and many Lean topic workshops
Vision Skills Incentives ResourcesAction
PlanImprovement!
• Skills – Blue, Yellow and Green Belts Trainings and many Lean topic workshops such as Hoshin Planning, Standardized Work, Leader Standard Work, etc.
• Incentives & Recognition – Monthly Kaizen Stars, improvement projects success celebration, CFO Award, Lonza Annual Excellence Contribution Award, Performance incentives, intrinsic incentives such as personal growth
• Resources – External consultancy, global OE Team, local OE Team, senior managers, department managers and all employees
• Action plan – Multi-year OE strategic plan with half yearly action plan targeting on improving Lonza Excellence Program level (overall Lonza OE culture) and identifying, executing projects with significant financial benefits
35
Lonza China OE Results
• Lonza Excellence Assessment representing Lonza OE maturity level improved from <10% to > 60%, achieved Silver level
• Lonza Excellence Academy nurtured & developed next level of leaders– 4 Black Belts
20.0
29.5
38.0
42.4
51.1
60.1
26.4
42.0
51.0
61.0
67.5
70.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
LE
A S
co
re (
%)
Lonza Excellence Assessment (LEA): Lonza China
– 4 Black Belts
– 50+ (5%) managers/supervisors,
– 400+ (35%) supervisors/senior engineers and
– 1000+ (90%) employees in different levels of problem solving capabilities
• Achieved a total of 1000Mil JPY (10Mil USD) bottom-line savings through OE improvement projects
6.2 6.9
0.0
10.0
Apr-09 (Baseline) Nov-09 May-10 Dec-10 Jun-11 Apr-12 Dec-12 Dec-13
Time of AssessmentLSI Actual LCMC Actual LSI Plan LCMC Plan* Note that 2 different LEA tools were used for LSI and LCMC
before 2012 and an improved standardised LEA tool is used in
2012 where a new baseline was established
36
Blue BeltAll employees – Basic Scientific Problem Solving
Workplace Organization (5S, Visual Management),
Standard Work, Kaizen system, Root Cause Analysis
Yellow BeltShift leaders, Supervisor & above
Tiered Accountability Process, SMED, Leaders’ Standard Work,
Green Belts
Coaching support to the
levels above
Increased capability
to solve larger, more
complex problems &
projects
Developing and
recognizing all levels
of employees with
appropriate skills &
competencies
1000+ (~90%)
400+
(~35%)
50+ (~5%)
4 (~0.5%)
Lonza China OE Value
PerformancePerformance
CustomerCustomer
SHE
Delivery CostQuality
Innovation Value Business:
Process:
Ma
na
ge
me
nt
&
Ca
pa
bil
ity
Lon
zaO
E/C
I D
eliv
er S
ign
ifican
t Achieved a total of
1000Mil JPY (10Mil USD)
bottom-line savings
From 2009-2012, Lonza OE maturity
level increased from < 10% to > 60%
Bu
ild
ing
(LE
A)
37
Business
enabling
&
support
� BluB/YB/GB Program
� Kaizen system
� Key theme workshops
� Best practice sharing
� Annual Excellence
Contribution Award
PeoplePeople
AttractionDevelopment &
TrainingRetention
Purpose/Vision/StrategyPurpose/Vision/Strategy
Pro
ject
Exe
cuti
on
Pro
ject
Ma
na
ge
me
nt
&
Exe
cuti
on
OE
Ca
pa
bil
ity
Bu
ild
ing
Pro
mo
te &
De
ve
lop
Lo
nza
Cu
ltu
re
De
live
r Sig
nifica
nt F
ina
ncia
l Be
ne
fits
OE
Cu
ltu
re
Bu
ild
ing
(LE
A)
Operational Excellence is an
Improvement Journey ...
... not a Destination
And the Journey continues…
38
Thank You!
Lonza Operational Excellence (OE)
DeploymentDeployment
Successful Operational Excellence
Deployment Case Study
Recommended