IMD-6-0285 © 2006
Carlos; Cordon, Ralf; Seifert, François, Jäger
The initial reactions were not rather positive; most of the workers believed such a target was not completely practical. Procedures were reengineered; step by step NNE got to the goal and individuals were trained. The worker believed the 12 months aim was reachable. To 24; NNE came down from a 30 to 36 months sector typical building time afterward 18 and eventually 11 months.Novo Nordisk Engineering Running For Fast-Track Project Execution Case Solution 1
Learning objectives: From a supply chain view it demonstrates the value of involving outside partners to providers in successful job performance from customers. In addition, it helps comprehend that even in highly regulated sectors (here pharmaceutical business) procedures can be altered and enhanced. From a human resourced direction it demonstrates the value of investing in project management training and creating energy driving workers to defeat incredibly difficult jobs.
Subjects:Pharmaceutical Industry; Project Management; Supply Chain Management; Construction; Business Processes Reengineering; Speed to Market
Settings: Pharmaceutical Construction; Denmark; 1999-2005; 2004 turnover $152 million