Eisai Eisai Production OperationsProduction OperationsEmployee Development Employee Development
Production Operations Employee DevelopmentCreating and Transferring Knowledge…
…for the manufacturing of products that benefit both patients and their families.
SafetySafety
GMPGMP
SolidSolidDoseDose 101101
PharmaPharmaWorkWork
Employee Development ModelEmployee Development Model
Organizational Systems
Skills/Training
Recruiting
Performance Management
Development
Compensation
RequiredCompetency (GMP/EHS)
Personal Effectiveness Competency
Technical Knowledge and Skills Competency
Business Application
EHSQuality(GMP)
Production Operations
Specific
TeamworkQualityProfessionalismIntegrity Respect
Job SpecificJob Specific
FoundationalFoundational
CoreCore
Project Management Proposal
July 19, 2006
Why did we develop this Why did we develop this program?program?
Employee Survey Results Meet our Future Business Needs Remain Globally Competitive
Project Management Proposal
July 19, 2006
Employee Survey ResultsEmployee Survey Results
Rewards of work survey conducted • 85% Response Rate
Areas Employees Not Satisfied: Pay Process Talent & Performance Management Career Opportunities
How do we know if we are getting How do we know if we are getting returns on our investments ?returns on our investments ?
• Quality Improvements• Reduced Turnover• Improved Employee
Satisfaction• Highly Productive and
Knowledgeable Workforce
Then
How We Got From….How We Got From….
Now
ThenThen
Why do my co-workers get paid more or the same as me and I have more knowledge and do more?
Is there a way to have a more objective method to measure skills, knowledge and performance?
What is required to move to the next position? How can we get more training?
Program ObjectivesProgram Objectives
Employees are paid based on knowledge, skills and performance.
Employees know what is expected of them in their current position.
Employees know what it takes to move to the next position.
Employees have individual development plan.
Career Ladder Career Ladder Technicians and Team LeadsTechnicians and Team Leads
Technicians
Working Knowledge Proficient Mastery
Levels
3 3W 3P 3M
2 2W 2P 2M
1 1W 1P 1M
Team Leads
Proficient Mastery
Levels
3 3P 3M
2 2P 2M
1 1P 1M
Level P
rog
ression
Skill Step Progression
Groups Included: Manufacturing, Packaging, Mechanics
Project ProcessProject Process
Job Descriptions (written/evaluation/pay scale)
2. Data Gather for Task Analysis
1. Career Ladder
Learning Plan
Learning Resources Made Available
3. Competencies Mapped (skills/knowledge defined)
Qualification/Assessment Documents Developed
Employees Assessed/ Mapped to Level & Pay
ACTIVITY TASKS/STEPS EQUIP’T / TOOLS/ DOCS
KNOWLEDGE / SKILLS / ATTITUDE
PERFORMANCE EXPECTATIONS
PERFORMANCE MEASUREMENT
LEARNING (Knowledge transfer)
Line A Operate Palace Bottle Unscrambler
Turn on/off Main power
Start/Stop equipment
Correctly identify cases
Load bottles into hopper
Turn on/off air supply
Monitor component flow
Reload components
SOP #PK88GMP’s
Line overview Location, purpose
of equipment components
Basic equipment operation
HMI screens and equipment controls
Able to keep equipment operating 100%
Able to perform changeovers without assistance, according to SOPs, and within a specified time
Able to clean equipment and work areas according to SOPs
Line efficiencies as measured by throughput
# completed batches
Presentation/DemoTransfer skills = OJT with use of references
(20 hrs. Filler, Labeler; 5 hrs. other units)
Reinforce concepts /practice skills = Hands on with trainer feedback and explanation
Data Gather Task Data Gather Task AnalysisAnalysis
Mapping to the Job DescriptionMapping to the Job Description
MajorActivities
Tasks/Steps Competency Tasks/Steps Competency GroupingGrouping
Competencies Working
Knowledge
Proficient Mastery
Equipment Operation X X X
Clean Equipment X X X
Changeover X X X
Write policies and procedures for equipment X (Level 3)
Training others on equipment X X
Troubleshooting X) X X
Adjustments requiring physical intervention, I.e., changing codes, adjusting PE’s, etc.
X (Level 2 and above)
X
Inspection X X X
Competencies Performance Competencies Performance LevelsLevels
Mastery (M)
Competencies Working
Knowledge
Proficient Mastery
Equipment Operation X X X
Clean Equipment X X X
Changeover X X X
Write policies and procedures for equipment
X (Level 3)
Training others on equipment
X X
Troubleshooting X) X X
Adjustments requiring physical intervention, I.e., changing codes, adjusting PE’s, etc.
X (Level 2 and above)
X
Inspection X X X
Packaging Packaging Position Position ChartChart
AssessmentsAssessments
Develop AssessmentDevelop Assessment
Skill AssessmentsSkill Assessments
Skill AssessmentSkill Assessment
Qualification ProcessQualification Process
Module 1 (ie Cleaning)
Module 2
Module 3
Course
Module Delivered (0nlineClassroomSelf Study
Module Delivered (0nline/Classroom Self Study)
Knowledge Check
Knowledge Check
Knowledge Check OJT
OJT
OJT
Performance Evaluated
Performance
Evaluated
Performance Evaluated
QualifiedQualified
Module Delivered
(Classroom/Online/Self Study)
QualificationQualification
Pay and Progression System End Results
Training Opportunities
TRAINING PROVIDEDTRAINING PROVIDED
Shutdown Training– Public Speaking– On-the-Job Training– Mechanical Skills– Solid Dose Overview– Technical Writing
Onsite Training– Microsoft Word, Excel,
PowerPoint– Deliberate
Documentation
Knowledge Space
Screen shot to be added
SIMULATION - SIMULATION - MANUFACTURINGMANUFACTURING
COMPUTER BASED COURSES - COMPUTER BASED COURSES - SAFETYSAFETY
Team TrainingTeam Training
The right pieces … for The right pieces … for
Performance
Competencies
Business ImpactBusiness Impact
• Quality Improvements• Reduced Turnover• Improved Employee
Satisfaction• Highly Productive and
Knowledgeable Workforce
Program Check InProgram Check In
Focus Group FeedbackFocus Group Feedback
Pace Revaluate timing (ie pay increase 3
mos., 6 mos?) Training
Limited due to staff Pay
Market Analysis Make Lead Pay and Level/Step Info
Public
Management ResponseManagement Response
Action: Will not change pace at this time. Program is new; difficult to change without sufficient data.
ACTION: Provide additional training options: Micro sampling (environment / water) Instrument calibration Cleaning validation (swab sampling)Options will continue to expand based on business opportunities, (e.g.,
in-process lab)
ACTION: Hire temps to provide opportunity for our full time regular employees to train in other areas.
ACTION: Add wage information for Manufacturing, Packaging, Leads and Mechanics to Public Drive
ACTION: Annual Survey of Industry Wages
LearningsLearnings
Successes Vice President Support Employees involved at each step “Pull” by employees for training Interest in expanding programs to
other areas Challenges
Ability to rotate based on business needs
Adding additional training modules
QUESTIONSQUESTIONS