2026-09-20T08:57:15Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/591632022-01-27T21:28:20Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Roy Welsch and Charles Cooney.
Lawler, Maureen E. (Maureen Elizabeth)
Leaders for Global Operations Program.
Leaders for Global Operations Program at MIT
Massachusetts Institute of Technology. Department of Mechanical Engineering
Sloan School of Management
2010-10-12T17:48:05Z
2010-10-12T17:48:05Z
2010
2010
http://hdl.handle.net/1721.1/59163
659561053
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Global Operations Program at MIT, 2010.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 55-57).
Within the Technical Operations division of Novartis Pharmaceuticals, there is an aggressive vision to be the "Toyota" of the Pharma Industry by 2010. To accomplish this, PharmOps Switzerland has embraced operational excellence, IQP (Innovation, Quality, and Productivity). Still, there is more that the site, and more specifically manufacturing, can do to fully realize the benefits of adopting all aspects of IQP. Currently, there is a lack of adequate visualization on the shop floor. The current status and schedule of production cannot be quickly seen at the tools where the work is being performed. This thesis focuses is on improving the visualization and creating a set of KPIs (Key Performance Indicators) and visual displays that will improve performance Change, especially cultural, is difficult and takes considerable time and effort. Even when changes are implemented slowly with small iterations, it might not be well received. Without a strong culture of continuous improvement, teams may not perceive that there are things that can be improved. Historical metrics are comfortable and useful to the shop floor. Visual metrics have improved communication.
by Maureen E. Lawler.
S.M.
M.B.A.
57 p.
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by
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reproduction or distribution in any format is prohibited without written
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http://dspace.mit.edu/handle/1721.1/7582
Sloan School of Management.
Mechanical Engineering.
Leaders for Global Operations Program.
Improving shop floor visualization and metrics
Thesis
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<Abstract>Within the Technical Operations division of Novartis Pharmaceuticals, there is an aggressive vision to be the "Toyota" of the Pharma Industry by 2010. To accomplish this, PharmOps Switzerland has embraced operational excellence, IQP (Innovation, Quality, and Productivity). Still, there is more that the site, and more specifically manufacturing, can do to fully realize the benefits of adopting all aspects of IQP. Currently, there is a lack of adequate visualization on the shop floor. The current status and schedule of production cannot be quickly seen at the tools where the work is being performed. This thesis focuses is on improving the visualization and creating a set of KPIs (Key Performance Indicators) and visual displays that will improve performance Change, especially cultural, is difficult and takes considerable time and effort. Even when changes are implemented slowly with small iterations, it might not be well received. Without a strong culture of continuous improvement, teams may not perceive that there are things that can be improved. Historical metrics are comfortable and useful to the shop floor. Visual metrics have improved communication.</Abstract>
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