Abstract
In the period around 2000 Novo Nordisk Product Supply experienced challenges which occasionally required emergency intervention caused by cases of back orders, long delivery times, low operational efficiency, delayed investments and budget overrun. During that period, forecast precision was limited and new product launches were delayed. But in 2003 PS was characterized by relative stability and deliveries, investments and budgets all met the targets. From that perspective, the timing was optimal for defining a long term strategic goal and to invest in long term measures and solutions for the organization to get ahead of the game.
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- 1.
From the start, in 2007, this initiative was called ‘Adrenalin Shot’, however, it soon matured into a concept focusing more on sustainable change at shopfloor. Since ‘Adrenalin’ and ‘Shot’ were assessed to yield the wrong associations for this, the program changed name in 2010.
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© 2013 Springer-Verlag Berlin Heidelberg
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Mejlvang, K. (2013). Ten Years with OPEX as a Brand: cLEAN© in Novo Nordisk Product Supply. In: Friedli, T., Basu, P., Bellm, D., Werani, J. (eds) Leading Pharmaceutical Operational Excellence. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-35161-7_9
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DOI: https://doi.org/10.1007/978-3-642-35161-7_9
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