Dexcel Pharma Improves
Timely Delivery by 250%
with Shamaym

Dexcel Pharma is Israel’s largest private pharmaceutical company. Founded in 1968, we develop, manufacture and market value-added branded and generic pharmaceuticals. With a diverse product portfolio that spans more than 85 branded and generic products in over 175 dosage forms, our products are sold in the US, the UK and Germany, via subsidiaries and through a trusted network of partners in more than 30 countries worldwide.

Challenge

Learning is a foundational building block of a successful research and development organization. When the leaders of Dexcel Pharma’s R&D group decided to double the organization’s size and disperse it across two sites, a renewed urgency developed to embed a culture of learning and improvement as part of the organization’s daily operations. 

This was particularly important because the R&D organization wanted to improve their delivery time which stood at 30% on-time-delivery, well below the industry average of 60%. In order to reach their desired business outcomes, “it was no longer enough to rely on individual employees’ curiosity to learn—it had to become a routine,” says VP R&D Tomer Gold. 

Rapid expansion also meant that Dexcel’s R&D group needed a method to onboard and train new employees. “Systematic implementation of debriefing routines that encourage individuals to learn faster and more effectively was one of our main goals in thinking about a short but successful onboarding and training process for new team members,” says Gold.

As the team grew, the R&D group’s management team became increasingly concerned with knowledge capture and retention across the organization. Transferring knowledge between relatively new employees at two geographically distant sites was no simple task. To increase cooperation between different business units and teams, it was important to Dexcel to create a new, unified language around learning and improvement.

Process: Working with Change Agents to Embed Improvement

After exploring several solutions to these challenges, Dexcel chose to work with Shamaym because of the simplicity in its process, and the ability to implement a learning and improvement culture without disrupting existing workflows. Unlike some retroactive learning methods, which require a multi-day process of information gathering, analysis and evaluation, and ultimately produce suggestions for improvement that are unrealistic to implement, Shamaym offered a lean solution that still allowed the team to reach its pain points and learn from them quickly.

 

Shamaym initially identified change agents with the Dexcel R&D organization who would lead the process internally. These employees were trained to deeply understand Shamaym’s methodology and champion its use within their departments and teams. They led team-based learning, determining  significant opportunities within the workflow to learn and apply learning, debriefed, and recorded lessons. Debriefing helped employees draw out the most relevant lessons and ensure their timely implementation, developing a growth mindset throughout the team.

 

In addition to their personal learning, employees used the Shamaym Platform to easily share lessons with other members of their teams, and even with other teams and departments within the R&D groupsolving for the knowledge sharing challenge.

Results

Time to Submission Improves 250%

The Dexcel R&D team didn’t just want to build a culture of learning and development for the sake of positive employee feedback—though that mattered, too. They knew that establishing a culture of improvement would positively impact business outcomes. And they were right. Today, they meet 75% of their submissions on time, an especially high outcome for an R&D organization, according to Gold.

A Lasting Culture of Improvement

With Shamaym, Dexcel’s R&D group moved from an organization where employees rarely thought about what can be improved and what role they can play in that improvement, to one where debriefing, learning, and sharing is routine—and that’s lasted for over two years, which company culture surveys returning consistently high results.

“Our work with Shamaym led to a change in perception. The whole company is talking about how the atmosphere has changed. As a manager, I feel a difference, and I know my employees feel it too,” says Gold.

See Shamaym in Action!