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Case study · Quality organisation

A process-based organisation: twice as many activities carried out autonomously

To become a benchmark among chemical CDMOs in Europe, this site started with a pilot workshop: rethinking processes, simplifying, and clarifying everyone’s role to get out of “firefighting mode”.

API manufacturer (CDMO) · pilot workshop of 20 people2022Completed

The results

28 → 53 %of the workshop’s activities carried out fully autonomouslytarget organisation
52 → 85 %of short-term activities carried out autonomously
18 → 39 %of medium-term activities carried out autonomously
19,8 → 17,3full-time equivalents neededwith the estimated improvement gains

Current situation measured by mapping and workload plan; target organisation sized with the teams and presented to the leadership team in 2022.

The starting point

  • Only 28% of the workshop’s activities carried out fully autonomously.
  • 26% of support functions’ workload devoted to planning and managing.
  • Very little time devoted to maintaining the qualified and validated state: 1.5% of the workload.
  • Preparing work sheets: 4% of the workload, 90% of it with no added value.

What we did together

  1. Early 2022MapThe workshop’s processes and activities with the teams, and the workload plan for each position.
  2. Set the principlesOne process, one team; don’t mix short and medium term; size according to processes; choose according to skills.
  3. Fine-tune with leadershipOptimisation and fine-tuning workshops with the leadership team.
  4. Improve 4 activitiesThe role of supervisors, work sheets, work permits and workshop management.
  5. Sept. 2022Validate the targetA target organisation, a role map and a skills matrix presented to the leadership team.

More autonomy, at every horizon

Share of activities carried out fully autonomously by the workshop, today and in the target organisation.

Current situationTarget organisation
Supervisors on the shop floor

a typical day that puts them back at the heart of the workshop rather than in the office.

Up-to-date work sheets

updated at the end of each campaign, with a clear review circuit.

Coordinated interventions

a single schedule, shared every morning with the engineering departments.

Management that decides

rituals used to make decisions, not just for reporting.

Our takeaways

An organisation aligned with processes only works with execution discipline. The skills analysis also showed that anticipation roles (investigator, methods, process QA) would be the hardest to fill.

The approaches used

Quality organisation

Our advice if you’re getting started

  • Forget the people in place when you design the organisation: it’s the processes that set the needs.
  • Identify medium-term positions early: they are the hardest to fill.

Is your team running to keep up with day-to-day work?

Let’s talk about your organisation: together we’ll map your processes and your real workload.

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