Pharmaceutical Company Redesigns Processes to Support Rapid Growth Initiative
The CEO of a mid-size pharmaceutical company had publicly announced that the company planned to double in size within four years. With recent acquisitions, the Medical & Scientific Affairs department had grown considerably. Many of the current processes were out of date, others were a collection of processes from the legacy companies and employees indicated a lack of awareness of the process for several key department functions. Leadership recognized that they could not simply “scale up” the existing processes (even the ones that were working) to meet future demands. Similar projects in other departments had taken nearly a year to accomplish. The client needed to complete this project, without full-time dedicated resources, in three months.
The team determined which processes were working and which were not, where things got bogged down, and where there were redundancies. They mapped sixteen “as-is” processes that the department owned. This included who owned each step of the process and clearly identifying the output of the process. Then they did in-depth analysis of each of the processes, including identifying which steps were value added and which were not. In the end, the group mapped out eleven redesigned processes and then identified where efficiencies could be built into the processes.
The group put together a detailed business plan and analysis, which was presented to the CEO. It recommended an implementation plan that had all eleven redesigned processes rolled out over the next three years. In record time, the team redesigned processes leading to over $750,000 in cost savings for just the redesign process.