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<Title>Case Study:Stryker
Stryker Corporation is a medical technology company, specializing in orthopedic, medical and surgical, and neuro-technology and spine products.
F O U N D E D
1946
R E V E N U E
$ 11 Billion (2016)
P R O F I T
$ 2 Billion (2016)
E M P L O Y E E S
22,000 (2013)
O V E R V I E W
F I N A N C I A L$1.5 Billion Acquisition from Boston Scientific
G E O G R A P H YGlobal
W O R K S T R E A M S17 Different Workstreams
Neurovascular Acquisition T I M E L I N E24 Months
A G G R E S S I V E T I M E L I N ELoss of Revenue plus additional
acquisition costs if missed
D E E P I N T E G R A T I O NIntegration of ERP, Manufacturing,
Product Lifecycle, Ordering, Training Systems
C O M P L I A N C E A N D R I S KMedical Technology regulated by multiple governmental agencies.
Project Complexities
K I C K O F F
Team Mission
2 0 0 + I N T E G R A T I O N S
M I N I M A L D O W N T I M E
1 8 M O N T H S U N T I L C O D E C O M P L E T E
A G I L E I N T H E W A T E R F A L L
F O L L O W I T A L L S T A N D A R D S
D O N ’ T F A I L
Logical Service Bus
ERP MES
Order
PLM
Train CAPA
The Plan
2 W E E K I T E R A T I O N S
A U T O M A T E D E P L O Y M E N T
D E S I G N B Y C O N T R A C T
B U S I N E S S A C T I V I T Y M O N I T O R I N G
M O N T H L Y D E M O S
M O N T H L Y I T R I S K R E V I E W S
M O N T H 1 2 O F F S I T E
Team Mission
2 0 0 + I N T E G R A T I O N S
M I N I M A L D O W N T I M E
6 M O N T H S U N T I L C O D E C O M P L E T E
A G I L E I N T H E W A T E R F A L L
F O L L O W I T A L L S T A N D A R D S
D O N ’ T F A I L
D I S A S T E R S T R I K E S
Situation: Critical
W E F O R G O T A Z E R O
ERP Integrations go from ~75 to ~750
D E L A Y S I N M E S
The manufacturing system upgrade is
not going well
W H O D I D C O N S I G N M E N T ?
A key complex scenario was missed
in planning
T H E D A T E
The calendar has decided to keep
rolling
0 1 2 3
W H A T W O U L D Y O UD O ?
15
The Tour
How does Lean Manufacturing Really Work?
The New Plan
V I S U A L I Z E W O R K
E X P L O I T T H E C O N S T R A I N T
E N A B L E S E L F -S E R V I C E
L I M I T W I P
S M A L L D A I L Y R E L E A S E
S Y N T H E T I C T R A N S A C T I O N S
G O L I V E
Final Delivery
1 5 0 0 I N T E G R A T I O N S
N O D O W N T I M E
C O D E C O M P L E T E I S N O T A T H I N G
C O N T I N U O U S D E P L O Y M E N T
I T R I S K A U D I T
D O N ’ T F A I L
O U T C O M E S
Software as a Supply Chain
R E D U C E C Y C L E T I M E
R E D U C E D E F E C T S
R E D U C E C O S T S
I N C R E A S E P R E D I C T A B I L I T Y
M A N A G E C O M P L I A N C E
M A N A G E R I S K
C O N T I N U O U S D E L I V E R Y
T O D A Y
2 0 1 6 S T R Y K E R I T I N N O V A T I O N A W A R D
A culture of speed, safety, and improvement
N E U D E S I C M A N A G E D S E R V I C E S
Manage BizTalk and Operating Systems
36 Months Later
D I S C U S S I O N
What principles helped drive success?