« Nobody is perfect, but a team can be » Peter Jehander 3 rd International Summit on GMP, GCP and...
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Transcript of « Nobody is perfect, but a team can be » Peter Jehander 3 rd International Summit on GMP, GCP and...
![Page 1: « Nobody is perfect, but a team can be » Peter Jehander 3 rd International Summit on GMP, GCP and Quality Control Valencia 25 th of September 2014 Maintain.](https://reader030.fdocuments.in/reader030/viewer/2022032802/56649e0c5503460f94af4b57/html5/thumbnails/1.jpg)
« Nobody is perfect, but a team can be »
Peter Jehander
3rd International Summit on GMP, GCP and Quality Control
Valencia 25th of September 2014
Maintain the effectiveness of a QMS by using Lean Six Sigma approach
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LEAN - System approach
Source: PLAN organization, SWEDEN
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Sustainable Lean
Source: Lean Iceberg Model © 2008 P. Hines, P. Found, G. Griffiths, & R Harrison
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Lean management
Traditional leadership – Taylorism; Command and control
Focus on results - management by objectives
Lean Leadership – Coaching leadership
Process approach and focus on results
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Key Performance Indicators(Taylorism)
Source: Bernard Marr; Key Performance Indicators
11%
89%
Financial perspective
QMSKPI
![Page 6: « Nobody is perfect, but a team can be » Peter Jehander 3 rd International Summit on GMP, GCP and Quality Control Valencia 25 th of September 2014 Maintain.](https://reader030.fdocuments.in/reader030/viewer/2022032802/56649e0c5503460f94af4b57/html5/thumbnails/6.jpg)
Key Performance Indicators(Lean)
Source: Bernard Marr; Key Performance Indicators
38%
63%
Customer perspective
QMSKPI
![Page 7: « Nobody is perfect, but a team can be » Peter Jehander 3 rd International Summit on GMP, GCP and Quality Control Valencia 25 th of September 2014 Maintain.](https://reader030.fdocuments.in/reader030/viewer/2022032802/56649e0c5503460f94af4b57/html5/thumbnails/7.jpg)
Key Performance Indicators(Taylorism)
Source: Bernard Marr; Key Performance Indicators
18%
82%
Marketing and sales perspective
QMSKPI
![Page 8: « Nobody is perfect, but a team can be » Peter Jehander 3 rd International Summit on GMP, GCP and Quality Control Valencia 25 th of September 2014 Maintain.](https://reader030.fdocuments.in/reader030/viewer/2022032802/56649e0c5503460f94af4b57/html5/thumbnails/8.jpg)
Key Performance Indicators(Lean/Taylorism)
Source: Bernard Marr; Key Performance Indicators
83%
17%
Operational processes and supply chain perspective
QMSKPI
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Key Performance Indicators(Lean)
Source: Bernard Marr; Key Performance Indicators
50%50%
Employee perspective
QMSKPI
![Page 10: « Nobody is perfect, but a team can be » Peter Jehander 3 rd International Summit on GMP, GCP and Quality Control Valencia 25 th of September 2014 Maintain.](https://reader030.fdocuments.in/reader030/viewer/2022032802/56649e0c5503460f94af4b57/html5/thumbnails/10.jpg)
Key Performance Indicators(Lean)
Source: Bernard Marr; Key Performance Indicators
50%50%
Corporate social respon-sibility perspective
QMSKPI
![Page 11: « Nobody is perfect, but a team can be » Peter Jehander 3 rd International Summit on GMP, GCP and Quality Control Valencia 25 th of September 2014 Maintain.](https://reader030.fdocuments.in/reader030/viewer/2022032802/56649e0c5503460f94af4b57/html5/thumbnails/11.jpg)
Key Performance Indicators
Source: Bernard Marr; Key Performance Indicators
43%
57%
Total score
QMSKPI
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QMS EffectivenessManagement responsibilities
Main process
Clause 5.1 Management commitment
Subprocesses
Clause 4.4.2 System processesClause 6 Resource managementClause 5.5.3 Internal communicationClause 8.4 Analysis of dataClause 8.5 Improvement
Source: ISO EN 13485:2003
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BMS instead of QMS
System processes/Resource management
The QMS (Quality Management System) is not integrated with the governance structure on top level, which traditionally focuses on the Financial together with Marketing and sales perspective KPIs.
Top Management should align its KPIs to match the QMS process objectives,and accept this system as a BMS (Business Management System).
Internal communication/Improvement
This is the most efficient way for employees on different levels to contribute andunderstand their role when adjusting system parameters in organizations.
Performance management needs to adapt to a more flexible approach.
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Thank You!
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