Cut the NPI cycle from 21 to 12 weeks with zero variation, taking the site from two products to five and into a global Centre of Excellence.
Biopharma (Johnson & Johnson / Janssen Biologics, Ringaskiddy) via Life Science Associates
Results
Each of these is one story told in different settings: a complex operation, a class of decisions that was being made badly or not made at all, and the capability built to make it well and keep making it well. They run across biopharma, heavy industry and distribution, because the problem belongs to none of them in particular.
A four-pillar reliability transformation that helped make the Cork site a flagship Centre of Excellence and built the foundation for BioCork2.
Johnson & Johnson / Janssen Biologics, Ringaskiddy via Life Science Associates
Halved days of inventory across a central distribution centre and a 14-business-unit European network, during continuous acquisition-led growth and constant change in supply policy.
Global drinking-water systems providerA finite scheduling approach that balanced fast response against setup efficiency across five interdependent plants, and gave sales capable-to-promise confidence against constantly moving due dates.
Construction steel manufacturer (5 plants)A single optimisation model spanning long-range capacity planning down to detailed scheduling, with no handoffs between horizons. Proven in a live proof of concept.
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