A Leading Bio-Pharma Company Reduces
Delivery Delays by 66% with Shamaym
Industry: Bio-pharma Employees: 1,400 Location: 38 countries
The Operations Manager met us with the challenge of building a culture of personal responsibility at the company’s Operations Center in Israel. His department receives parts from around the globe and is responsible for inspecting and assembling them into medical equipment that is shipped to hospitals worldwide. The smallest change ignites a process that requires sign-off from each team member. It is complex and highly interdependent, and to avoid error each individual on the team must feel safe enough to own his or her successes and mistakes and discuss them openly.
We trained team leaders to deploy Shamaym’s continuous improvement solution rooted in our Core Values of accountability, transparency, and actionable thinking. The managers, who play an integral role in setting the cultural tone of the company branch in Israel, built learning routines that would become the norm in their teams’ workflows. In Shamaym’s language, they learned how and when to step into their Learning Zone.
Teams clearly defined what events in their workday would be good opportunities to debrief and learn lessons. To decrease the amount of customer visits per issue, the Field Support team now debriefs after each customer visit. To increase its on-time-delivery rate, the Planning Team debriefs each discrepancy in its deliveries. To reduce time to reach project milestones, Project Managers debrief their project at the end of each month.
With Shamaym’s support, the Operations Manager led his department to embed a culture of continuous improvement by establishing learning routines within and across teams - routines that have led to improved KPI across all teams:
On time delivery
improved by 15%
24% more often
Second visit for field support issue no longer needed (reduced from 33% of the time)
What does a cross-team learning routine look like? As an example, every two weeks the Operations Manager and his directors choose an event or process that involves multiple players across teams in his department, and invites those folks to share what happened and main lessons from their perspective. Rather than measuring progress against a team-level KPI, cross-team learning seeks concrete process improvements that affect the entire department. Recent cross-team learning sessions resulted in:
Other learning routines established at our bio-pharma client:
In accordance with Shamaym’s vision, 75% of employees believe that the language of personal responsibility has trickled into their organizational or personal life.
The transparent, direct, and open process of sharing and discussing lessons in a public forum was a game changer. Relationships within the department improved. Employees began to address issues that had been neglected for years because they seemed, according to one, “too complex to touch”. “Shamaym’s methodology breaks down big problems into small subsections that can be solved in a very short timeframe,” that employee said.
Our survey revealed improvements in department-wide attitudes toward learning and personal responsibility:
When I’m in conflict with someone else, I always examine what I need to change in myself
When a member of this team makes a mistake they are responsible to examine why it happened
When a problem arises at work, I acknowledge my share in it and do not blame others