Académique Documents
Professionnel Documents
Culture Documents
Understanding of
SELF MANAGED TEAMS
At
Dr. Reddy’s Labs – FTO VI (Baddi)
Anagha Yeri
Mr. Surinder Pal Singh
Roll No. 2007 B-30 Head HR
Dr. Reddy’s Labs
1
Acknowledgement
I take this opportunity to extend my gratitude to all those people
who have helped me reach a platform in my life where I could put to
use all that I have learnt till date & also give me a chance to learn more
that will help me equip myself with better tools to enhance my
performance in the future.
2
outside my home city. I seek God’s blessings to strengthen me with
the ability to live up to everyone’s expectations.
CONTENTS:
3
14) Scope of Study,
Sample…………………………………………………… 26
15) Need for the study, Significance, Objective, Method, literature
review... 27
16) Actual
Study………………………………………………………………….. 28
4
Centre for Excellence in Organization realized that in these times of
hard survival what is needed are not conceptual ideas and solutions but
practical remedies that might deviate from the perceived norms but
GENERATE RESULTS!
CEO prides itself in having brought out radical changes in the business
culture and performance of many goliaths. By emphasizing the power
of human resources and handholding the client in every aspect of the
business processes, it has carved for itself an indisputably unique niche
in the consulting firmament.
Over the years CEO believed that no pre-packaged methods exist than
are universally applicable but rather believes in handholding to
construct the best possible solutions to the organization’s unique
culture and position.
CEO Vision
5
CEO Mission
• Culture building
• Organization Surveys
• Family business
Among others
CEO Spread
6
This project is being hand holded by CEO in Dr. Reddy’s Labs, FTO VI
Baddi
Abstract:
In the challenging climate & environment, to survive in the market
place, it is increasingly apparent that one of the key to successful
7
organizational performance is the people within the organization, & the
management system that harness their talents & capabilities
Organizations & the way they are managed have evolved over a period
of time. Right from the beginning of the nineteenth century till today,
long living companies have adapted themselves to the changing
requirements of the market place. Earlier the culture in most of the
organizations was of hierarchy & a boss & subordinate relation existed
amongst the employees where the boss or the manager was the
decision maker & the subordinate was just an executer.
8
SMT History:
In London a study was conducted by the Tavistock institute & a system
called the socio technical design was developed. The system arose
from work done in the coal mining industry. Under this study
conducted in the coal mines of London, it was observed that the miners
worked without any supervisors or any sort of technology. Therefore in
order to increase productivity supervisors as well as technology like
wireless etc. were introduced. It was however found that the
productivity decreased instead.
This was because earlier the miners worked without any supervision &
they had an emotional connect between them. With the introduction of
the technology as well as the supervisors their emotional connect was
lost.
Later, miners were formed into multi skilled work groups to support a
redesign of the way in which work was carried out underground. Teams
were made responsible for their own decisions & for the flow of their
work. The system achieved greater productivity & better morale within
the workforce.
In the USA P&G based an entire new facility on the concept of SMT’s.
the success was so spectacular that P&G treated it with the greatest
confidentiality, classifying information about their team organization &
treating it as a trade secret. Later Volvo, with the commissioning of it’s
now famous Kalmar plant, broke new ground. Teams built complete
components of cars as manufacturing cells rather than as operators
supporting zones of a linear production line. This produced a dramatic
increase in productivity & demonstrated the power of teaming.
9
TERMINOLOGY:
HPWS represent a new approach to the way work is organized and performed.
Instead of organizing work based on the traditional Taylor model-reducing a
process to individual simple steps, work is restructured around the whole
processes. The new system integrates the needs of the people with the work to
10
be done and those closest to the job help design the job. It redistributes power,
authority and responsibility so that people closest to the customer and the
end product or result have decision-making facility.
Traditional
Ele Organizatio Self Managed
ment n Teams
Organizationa Layered/ Flat/Team-based
l Structure Hierarchical
Job Design Narrow/Singl Whole Process/Multi-task
e-task
Manager’s Direct/Contr Coach, Facilitator
Role ols
Leadership Top-down Shared with team
Rewards Individual Team based
Performance
11
Information Controlled Open and Shared
Flow and limited
Job Process Managers Teams Plan, Control and
Plan, Control Improve
and Improve
12
A key factor that sets self-managed work teams apart from
conventional teams is that all members of the team are intimately
familiar with all of the tasks done within the team. All members of a
SMWT must not only understand the variety of jobs and tasks within
the team; they must also have the capability to perform each of these
tasks. Training all team members in each other’s tasks is an important
component of SMW skill set.
13
includes the skill of goal setting, establishing benchmark standards,
evaluating performance and developing plans for performance
improvement with minimal assistance from management.
ADVANTAGES OF HPWS
It has been observed that organizations practicing HPWS are on
average 30 to 50% more productive than their conventional counter
parts. The following are the advantages of HPWS:
14
7. Increased employee commitment to the organization.
8. Ability to attract and retain the best people.
9. Improved employee quality of work life and job satisfaction.
10. Reduced absenteeism and employee turnover.
CHALLENGES OF HPWS
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buy skills. Implementation of HPWS is a long-term process and requires
patience and enduring support of management and employees through
out the process. HPWS entails continuous learning and up gradation of
skills and many incur huge expenses in training the employees.
Developing HPWS requires a high degree of planning, selecting the
right team players, designing the work, training continuously and
carefully managing the shift of power and responsibilities from
supervisors to team members.
The HPWS model would pass through various transition stages to reach
the ideal HPWS structure (with having only three layers and
supervision-less functioning). Better the maturity level of the teams
better the autonomy and empowerment.
16
- The teams are configured based on VAPs (Value Added
Processes). The ideal team strength is around 8 to12 members.
- A team could be of members from across shifts or within shifts
also. Also, it could consist of members from cross functional /
section or within functional / section.
- Maintenance function generally gets disintegrated as
autonomous maintenance except for specialized maintenance
and projects. Quality team would extend support - acts as a
trainer and conscious keeper, and not as an inspector.
- Stores would remain as a centralized support team but will have
a defined resource person to support each team.
17
Sourcing &
Selection (Based Designing
Studying on skill & Introducing Skill
Organization personal SMT Teams Team Score Evaluation
Expectations qualities) Configuration card Tools
Stage 1: The pink cells represent the processes that are aimed at
diagnosing the requirement properly and aligning all the stakeholders
on the challenges and outcome.
18
Stage 2: The blue cells refer to processes that are foundation for
creating the HPWS culture, which are to be carried out before the roll
out of teams.
Stage 3: The yellow cells refer to processes that are core processes of
a SMT. To start with, these can be implemented in pilot area and on
seeing results (say within 4-5 months) it can be replicated to others
areas.
Stage 4: The green cells are the advanced processes which can be
initiated only after establishing the core processes of SMT.
19
ownership with the grassroots
3. Facilitating performance
through coaching and guidance
(not thru
supervision)
2) Team Charter 1. Agreeing on common goals and
building synergy & team bonding
20
6) Communication 1. SAM - Facilitating timely
Continuum exchange of information (shift
handing over
and taking over)
2. Team Meetings - Thoroughly
analyzing the improvement areas
and
preparing the SMART action plan
3. Face to Face - Reviewing the
monthly performance of the teams
4. Open House – Creating space
for transparent exchange of
information about company’s
business plan, customers, future
goals,
challenges, opportunities etc
7) SBPS (Skill Based 1. Enabling individuals to progress
Progression System) in the career ladder through
proper
skill acquisition (Identifying value
added processes, defining skill
blocks & inventory, evaluation,
training and certification)
2. Transparent understanding of
the skill levels and its related
reward /
Recognitions
8) HVAT (Human Value 1. Facilitating celebrations,
Action Team) perception surveys, handling
disciplinary
issues, thinking from macro level
for higher level of team
21
empowerment
9) Training & 1. Enabling all participants across
Development levels to acquire the skill sets /
qualities required to perform their
role in SMT context
Dr. Reddy’s aim is to help people lead healthier lives through two
parallel objectives:
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geographic & socio-economic barriers. Dr. Reddy’s is a global, vertically
integrated pharmaceutical company with a presence across the value
chain, producing & delivering safe, innovative, & high quality finished
dosage forms, APIs & biological products. Its products are marketed
across the globe, with an emphasis on North America, Europe, India,
Russia & other emerging markets.
23
EXECUTIVE SUMMARY:
More often than not a seasoned organization looks back over its
shoulders only to realize that its performance over the years though
good (or even excellent) is just not maximal. A reigned in business,
when harnessed & trained to maximum efficiency would undoubtedly
take the venture far beyond lines that are now perceived as intrinsic
limitations.
24
The basic aim of Self Managed Teams is to enable employees to
exercise decision making, leading to flexibility, innovation,
improvement and skill sharing. By facilitating the development of high
performance work systems we help organizations make continuous
improvement a way of life.
The Self Managed teams not only to do their routine work but also,
take on Management functions formerly performed by Supervisors,
Engineers and Managers.
In the year 2000, with the help of CEO consultants Pvt. Ltd., Dr.
Reddy’s became the first pharmaceutical company in India to
implement Self Managed Teams in it’s organization.
25
In the bargain these young people were getting an opportunity
to pursue their B.Sc. in Pharmacy totally funded by the organization, &
a free hostel accommodation.
. Later on, after a technical & a behavioral training of 45 days,
these employees were ready to be inducted in the organization.
At the plant, these employees were divided & were formed into
self managed teams, who then went on to manage their daily work in a
systematic way. A team from the middle level management, known as
the Hand Holding Team facilitated the formation of the Self Managed
Team.
INTRODUCTION:
As discussed a Self Managed Team is a group of people working
together in their own ways towards a common goal. It is a team of
people with individual strengths & weaknesses which compliment
each other in managing their daily work management activities &
improve their performance & to achieve their goals.
26
The organization’s situation here becomes like a dinosaur, if something
hits the tail, it will take a long time to reach the head. I.e., if something
is wrong at the lower level management it will take a long time to reach
the top management, by which time the situation would have
worsened.
The Self Managed teams not only to do their routine work but also, take
on Management functions formerly performed by Supervisors,
Engineers and Managers.
I. Plant Head
II. HHTs (Hand Holding Team members)
27
III. SMT members
28
In fact, one of the major differences between SMTs & traditional
teams is the complete lack of layers of seniority & hierarchies. This
concept empowers the first level people. Generally there are 4-5 layers
in an organization, with the result that people often don’t feel
ownership; they feel disconnected.
Under this model, people are responsible, accountable & feel a
sense of ownership.
There is also a financial benefit in this model. At the Yannam
plant, the initial manpower requirement came up to 120 people, but
when the SMT concept was put on the table, they realized they could
manage the same operations with 40 people & the work done was
more effective.
Similarly, the Baddi plant which gives an output of 130 million
tablets & capsules, 2.5 lac vials of injectables, 6 – 7 lac tubes of
ointments & pastes & a revenue of 30 – 35 crores every month is
managed by just 120 SMTs, who take care of the entire chain of value
addition right from management of warehouse to the dispatch of
goods.
29
Supply Chain
Management 1 0 1
Safety health &
Environment 1 0 1
Finance 1 0 1
Human
Resource 1 1 2
SAMPLE SIZE:
The plant runs in 3 regular shifts i.e. the A shift (7 a.m. to 3 p.m.),
General Shift (9 a.m. to 6 p.m.) & B shift (3 p.m. to 11 p.m.) If however,
there is a demand for higher production, then the plant also runs in an
extra shift (11 p.m. to 7 a.m.).
30
NEED FOR THE STUDY:
The concept of SMT was earlier implemented at Dr. Reddy’s plant, FTO
IV, Yannam, with a great success. The experiment was replicated at the
Baddi plant.
31
LITERATURE REVIEW: For the purpose of the study, various articles
from websites have been read, books like “The Toyota Talent” have
been read.
ACTUAL STUDY
In an SMT concept the Team Members are inducted within an
organization through a proper selection process.
1) Scientific Selection Process: In an SMT model the team
members are selected through a well developed Scientific
Selection Process. First of all, the business processes of an
organization are mapped & the requirements of an organization
are determined in order to know the selection criteria.
The team members are selected through a series of tests - written,
psycho diagnostic & neuromuscular - & a group discussion &
personal interview.
32
P
Psycho Yes
Requirement Initial a
Aptitude Test Diagnostic
Profiling Screening s
Test
s
Neuro Muscular
Test
No
No
Yes
Group
Discussion / Task
Exercise
Multi Mode Integrated Talent P
No
Selection Thank a
You s
s
Yes
No No
P Medical P
Yes Yes
a Checkup & a Structured
Induction Offer
s Antecedent s Interview
s Verification s
P = PASS
33
For the purpose of Dr. Reddy’s Labs, the selection criteria
was identified as 12th pass students from science Background
(Non medical + Medical). Candidates from almost every district
of Himachal Pradesh underwent the selection tests. These
candidates under went an Aptitude Test, Psycho diagnostic
Test, a Neuro muscular Test, Group Discussion & then a
personal interview. Later on the selected candidates were
called for a medical test the next day.
34
SMT Tools: The implementation of a proper SMT concept involves the
execution of certain tools. Most of these tools are yet to be
implemented at unit FTO VI & will be put into action after the VAP
(Value Adding Processes) model comes into existence. Though not fully
implemented, we can see the impact of these tools at various places in
the organization. These tools are as follows:
35
III. Layout: The layout also differs from organization to
organization & the formation of a team to a great extent is
determined by the layout.
36
2) Star Caps: According to the structure of the SMT model, after
the formation of the SMT team, one of the steps is the formation
of the Star Caps.
37
is an expert of Landmines. Based on the situation one of them
becomes the leader of the team & the rest follow his instructions. For
example, when the team should accomplish a task of defusing
landmines in the sea, the Sea expert takes over the leadership of the
team till they reach the landmines. Once they reach the spot, the
landmines, the Landmine expert takes over the leadership & others
follow him.
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1. Attitude
• Regular Attendance
• Involvement in improvements ( Suggestions & other
improvement activities )
2. Skill
• Interpersonal Skill
• Planning Skill
• Communication Skill
• Data Management & Record Maintenance Skill
• Problem Solving Skill
3. Knowledge
• Knowledge on cGMP (Current Good Manufacturing
Practises).
• Knowledge on Equipment & Accessories
• Process Knowledge
• Product Knowledge
• SAP & Computer Knowledge
39
Step 3: Defining the critical skills required for a STAR Caps
Step 4: Identifying STAR Caps
Step 5: Training the STAR Caps
Step 6: Implementing the STAR Caps
Step 7: Handholding the STAR Caps
Traditionally the work structure for any organization was based upon
the concept of “Division of Labor” i.e. the work is divided & broken into
various parts & each individual is expected to perform only one task &
excel in that area. As a person would do the same work again & again,
it was believed that such a method of working would reduce the time
taken to do the work & thus would improve the efficiency of the
employee.
40
Organizations today are looking for highly efficient people who can
deliver superior performance in their work, people who are adroit at
multi skilling.
41
organization
Skill Based Progression Systems recognizes the actual & the desired
skill level amongst individuals & tries to bridge the gap through focused
training. It promotes vertical & horizontal multi skilling within
individuals.
42
Step2: Identify Skill Blocks in each VAP – The accumulated skills
required to perform a particular function or within an area
together are known as a Skill Block. Thus the next step would be
to study the various functions & identify Skill Blocks for these
functions.
43
Step7: Implement the system – The final stage is the implementation
stage, wherein the employees are evaluated on their current skill level,
& a skill matrix is developed for the organization.
Benefits of SPBS:
• Organizational flexibility: As employees become efficient in
performing more than one task/job, they can easily take over the job
performed by the other employees in case of their absence or
unavailability. This also reduces the functional demarcation within
the departments & the work of the organization does not come to a
still in case of non availability of man power. Thus makes the
organization flexible.
44
inspection or fault detection then he will inspect the work done
during the process itself. It will reduce the time taken for a separate
inspection process to be done later.
Based on the above & with the help of the book, “The
Toyota Talent” a study was done focusing on this particular
tool at the plant as follows:
Procedure:
The foremost important step is to map the process & define the
critical requirements of work.
From the perspective of skill development, work can be divided
into two further categories i.e.
o Task Variety
o Task Analyzability
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employee spend most of the time doing the same type of activities or
he is equally likely to move between different types of tasks?
Task Analyzability: To what extent the job can be broken down into a
set of clearly specifiable tasks that can be easily taught? i.e. Can we
specify what the content of each task is & the sequence of each task in
such a way that we can standardize the task?
46
high analyzability) work, fast food sequence, timing, problems, problem
server, bank teller, fundamental skills, response, problem
data entry clerk product specifications, solving
workplace layout – tools
Technician (High Inspection, material Generic procedures, core Trouble shooting
variety, high handling, lab data processes, fundamental ability, intuitive
analyzability) analyst, computer skills, product problem solving,
technical support specifications, workplace mental map of
work, equipment layout –tools problem situations
maintenance
Craft (Low variety, Group leader, Generic procedures, Intuitive problem
low analyzability) nurse, buyer, some fundamental skills, solving, reading
engineering jobs product guidelines, situations
workplace layout – tools
Non routine (High Program manager, Generic procedures, Creative –
variety, low variety) R&D scientist, fundamental skills, innovative ability,
development product criteria, intuitive problem
engineer, surgeon workplace layout – tools solving, reading
situations
47
This also depends upon the importance of the task & risk
associated with working in the actual condition.
o Ancillary Task: Ancillary tasks are secondary &
supportive in nature. At some point it will be necessary
to learn to do these tasks, but it is entirely possible to
perform the core task without ever doing the ancillary
tasks. It would not make sense to attempt to teach the
ancillary tasks in the same session as the core tasks.
The trainer should teach each ancillary task separately.
These items may be covered in classroom training, but
this must generally be supplemented by on the job
mentoring (i.e. Offline + Online)
o Core Task: After the fundamental skills & sound
judgment regarding the operations have been achieved,
it is put it together on the actual job. This is the core
task. The learning process moves from “Offline” to
“Online”. The person learns to apply the fundamental
skills in context of the actual work & must deal with real
work conditions such as operating a different machine
with similar functions etc.
o Accumulated know how: The person, under the
watchful eye of the trainer, begins to acquire knowledge
on the job that will enable them to know instinctively
what to do. This is known as “Accumulated Know how”.
This is the ability to compile a mass of experience & turn
that into correct actions. There is no substitute for
experience. The experience may be gained by first
studying the policy knowledge. These skills must be
repeated numerous times before the mentor can be
assured the student is capable of handling the novel
situations he will face on his own.
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All the above skills/ tasks to be based upon VAP
Study:
For the purpose of study, one of the processes of tabled manufacturing
i.e. Granulation was selected.
The basic activities for the process of granulation are as following
1) Dispensing
2) Segregation
3) Sifting/Milling
4) Binder Preparing
5) Granulation
6) Drying
7) Sifting/Milling
8) Blending
These activities were mapped & the various skills required to perform the
activities were identified
It was found that in case of shop floor SMT structure, as the SMT work
is “Low on task variety & high on task analyzability, the following
intervention to be followed:
Based upon the study conducted in the granulation area the activities
were broken & studied in detail & the following skills & knowledge were
identified:
49
50
Granulation
Accumulated
S.No. Activities Fundamental Core Tasks Ancillary Task knowhow
What is meant by Documentation of
dispensing dispensing
Cross verification of
dispensed material with
BMR reading label & BMR
Different ingredients
used in the products
What are the
measures to be taken
1 Dispensing while dispensing
The different types of
API's, excepients,
Binder materials &
2 Segregation lubrication Material. Material Identification
Able to identify
any abnormality in Trouble
What is Sifting & why Operation of Sifting machine shooting in
is it necessary machine operation sifting machine
Identification of sieves Setting of various parts of
& screens sifting machine
Utilities used in the Selection of different
process of sifting meshes sizes for sifting
Process flow, including
Knowledge of input & output weight
3 Sifting Process flow calculation
Identification of
any defect in
Effect of improper binder
What is Binder Preparation of binder binder on product preparation
Various types of Binder
Importance of Binder for different products
Knowledge of BAP Time taken to prepare a
Vessel Binder
Utilities used in the
Binder process of Binder
4 Preparation preparation
Importance of Inprocess
Granulation/ Why is PLC, MMI Control & Improper testing of the
granulation done Operations granulation material
Understanding of the
RMG machine Blade Settings
Utilities in the process Granulation end point
of granulation detection
Usage of Chopper &
5 Granulation Impella
Trouble
Utilities used in the Shooting,
process (Compressed Operation of FBD Defects of Over/ Defects
air, electricity, steam) machine Less drying Detection
51
The Next Step……
Now we know the skill blocks as well the quadrant that the SMT’s are
in. The next step would be to prepare training module for standardizing
the work & methods.
For the purpose of preparing a training module, the knowledge & skills
& the processes were divided & the following framework was made.
After the training framework has been prepared, the training hours for
each process or skill block has to be decided.
As a general guideline;
52
One session of 30 minutes, therefore 8 such sessions for teaching one
process. The total training time in such a case would be calculated as
follows:
Later using the same method we can calculate the total hours
required for training. The further work will be done after approval from
the Head HR of the organization.
4) Team Charter:
It is very important for any team to have a common goal &
mission in performing any task. It is this common goal or objective
which unites all of them together & helps them succeed.
53
Moreover having a common logo or a symbol brings together the
people members of the group as they find united to one identity,
making them work like a family & in harmony. It gives them a sense
of ownership & belongingness to that particular group & makes
them feel responsible for the success of that group.
Thus one of the SMT Tools, i.e Team Charter creates that feeling of
being in a harmonious group.
• SMT Name
• SMT Logo
• SMT Photo
• SMT Leader
• SMT STARS
• SMT Members
• SMT Score Card
• SMT Imp.
Projects
• SMT Meeting
54
The importance of a formal Team Charter is
55
Synergy, Innovation, Punctuality). These attributes are common
across the organization.
Parameters under each of the attributes are identified
team-wise, which could be different from team to team. Then,
targets are set for these parameters & scores are given based on
target Vs actual delivery. This scoring system helps the team to
understand & appreciate their performance better like that of
sports teams. They also compete with each other based on the
scores, thus enhancing the organization delivery, efficiency &
performance levels.
56
The main aim of this tool is to:
• Create forums and devise channels of communication to
communicate all business related information to every
one involved in the business in a timely manner, to enable
decision making at action point.
• Foster a transparent culture for better teamwork.
57
- It is a standing meeting for a maximum time of 10
minutes.
- The DSM format should be duly filled & the members
should come pre - prepared with the relevant data.
- It is important to stick to the time & agenda of the
meeting.
- The communication should be crisp loud & clear.
- Here only issues relating to the shifts can be raised &
solutions be found later.
- Moreover it should be noted that it is not a grievance
sharing forum.
- The SMT leader should convene the team meetings every week
for duration of 60 minutes.
- The SMT should come prepared to the meeting.
- The SMT leader should convene the meeting & ensure
participation of all the SMT members and could allocate activities
to the members.
- The SMT should adhere to timing & agenda of the meeting.
- The discussion should be data oriented to the extent possible.
- The meeting should be duly documented.
58
- The SMT leader should use this forum to appreciate & recognize
the performance of the SMT members whenever applicable.
- Any SMT issues should be raised & sorted out during the meeting.
- The SMT leader should use this forum to build trust & motivation
of the SMT members.
The Agenda should comprise of:
1. cGMP Standards Adherence
• Sharing of any violation in cGMP standards
2. Present the previous week’s performance
3. Discuss Customer Complaints & Concerns
4. Discuss the SMT Score Card Score
5. Analyze the Data
6. Identify areas for improvement & develop action plans along with
target dates & measure
7. Freeze the performance targets for the next week
Participants
• All the members of the SMT
• HHT
• HR Head &
• Plant Head
59
- The performance of the SMTs should be reviewed monthly
where each SMT has about 15 minutes time to present their
performance
- The meeting would be spread over different weeks of the
month to cover all the SMTs effectively
- The convener of the meeting would be the HHT
- The SMTs have to come prepared for the meeting
- The forum should be used to motivate the members,
Reward & Recognize the performance of the SMTs & any
specific SMT members
- The forum should be used to address the grievances of the
SMT, and any inter SMT conflicts also can be addressed at
this forum
- The forum should focus on improvement than finding faults
or analyzing the past
Participants
All SMT members,
HHT
Head – HR
Plant Head &
Business Head
60
- The meeting should be conducted once in every quarter to
start off & then move on to a half yearly basis once the issues
start coming down.
- The objective of the meeting is to allow issues to come to the
open forum so that they can be addressed, hence the
facilitators of the forum should encourage as much
participation as possible.
- The SMT members should not use the forum to complain or
criticize an individual but only to raise a genuine concern or
grievance with facts wherever possible.
- No abusive language is entertained.
- The forum is also to pool any ideas of the SMT members have
that would help in organizational development or growth.
61
team members is celebrated & all the employees generally
have fun.
62
7) Learn Teach Learn: Talking about a team, a successful team is
formed when within a team there are people with different levels
of knowledge, skills & attitudes & all of them work compliment
each others strengths & weaknesses.
A Self Managed Team goes on step further in strengthening
this team. This particular tool helps to improve the skills & the
knowledge level of the team members. This is a platform for the
team members to share their knowledge with others. Here the
team members teach others what they know & in turn learn from
others.
63
- To recognize people who make the difference as well as
encourage
people to make a difference.
In What
Type Means For what Purpose Frequency
Display of the
achievement in
notice board. •Any achievement which is a first •As and when it
•Highlighting the time achievement / a milestone / a happens (Within
achievement in the new positive trend achieved by the the next day)
Public DRL’s in-house team (this needs to be validated by •Magazine
Recognition magazine HHT before actioning) periodicity
•This requires deliberation at the SMT
Champion and HR level as it involves As and when it
•In any common finance. Also there has to be a happens or on a
Reward in gathering of small uniform approach to extending this defined
Kind or large groups reward. periodicity
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For E.g. – the achievement of the Injectables department
to pack a whole batch within a short period of time by just 2
SMT members was displayed on the display board. These
small forms of motivation go a long way in increasing the
morale of the SMT members.
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no clear way to address the problems, enforce discipline &
recognize merit. Hence HVAT is a tool which governs discipline &
fosters a culture that is conducive to business. It is basically a
team representing employees from various functions of
Organization. This team comprises of SMTs, as well as HHTs. The
purpose of creating this team is to address any misconduct by
done by anybody in the organization.
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For e.g. few of the incidents, which the HVAT team has
dealt with, are as follows:
a. In one of the cases, few of the team members,
during the time period of morning 7 to 9 & evening 7 to 10
were found using the Orkut website during office hours.
The HVAT team found that 5-6 people were involved in it.
Inquiry was made, & their parents were called up &
informed about this act of theirs. The embarrassment
caused in front of the parents itself was a punishment
enough for them. Apart from that, 2 days salary was cut &
their names were put on the notice board.
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Before starting the actual study on any concept it is very important to
know & understand the business of the organization. It is the business
& the industry which determines the course of further action for any
process.
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The company uses color coding for easy identification of the
stock of material. According to this concept, the level of both the Raw
Material inventory as well as the Finished Material inventory are divided
into four colors i.e. Black, Red, Yellow, Green according to the
availability of the stock. The motto of the company while using Viable
Vision is”EVERY COLOR SAYS SOMETHING! FOLLOW COLOR
PRIORITIES”
This stock is maintained in the online inventory management
system called “Symphony”. The material is procured or produced
when the stock available is less according to the Viable Vision.
Level of stock
> 10%
38% - 10%
64% - 38%
100% - 64%
Under this system, stock of goods & Raw material in black color
are given the highest priority, Red the next, followed by yellow & then
finally green for production & procurement respectively. This system is
connected with the vendor of material who sends the RM, PM according
to the requirement. This ensures that the level of inventory managed at
the plant is maintained accordingly & there is no excess inventory.
It is the responsibility of production SMT members to
ensure that no product under symphony comes under Black
color, & even if it comes, they have to rapidly bring that to
Yellow & Green level.
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inventory goes beyond the minimum maintained level, a Purchase
Order is automatically generated by the system & it is sent to the
concerned vendor, who in turn sends the required material to the plant.
SCM of Raw
SCM of Revenue Material & Pack. SCM of Capital
Items Material Items
Request is raised
by "SYMPHONY" &
a PR is generated
by the system
Request is
Request is raised raised by
by Authorized Authorized
Personnel Personnel
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The PR goes The PR goes
through a chain through a chain
of approvals of approvals
A PO is raised in
the system & is
sent to the vendor
as well
Materials are
received at the
plant
Basically, three kinds of items are procured at Dr. Reddy’s Labs, Baddi.
d. Revenue items
e. Raw Material & Packing Material
f. Capital Items
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There is one person who centrally looks after the PR of many FTOs. He
checks the PRs generated in the system & raises a Purchase Order or a
Stock Transfer Order with the particular vendor of the material.
A copy of the PO remains in the system. After the receipt of the PO, the
vendor sends the material to the plant. This material is then received
by the warehouse, after cross checking with the copy of PO that is with
them.
Physical Verification of
goods
GRN is Prepared
Pool Sample
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Attaching UNDER Container
TEST labels on them wise sample
Reserve
sample
Samples for QC
testing for both Active
as well as Inactive
ingredient
Not
Approved Approved
For any product, it is very important that the raw material that
goes in the manufacturing is of a very good quality so as to get a good
quality of output. Mores over if it is a plant manufacturing medicinal
dosage forms as it’s final product, it is very important that the raw
material that goes in the manufacturing of these products are of the
highest quality & without any defects as it will be affecting the person
who will intake the drug. Therefore Quality Assurance plays a very
important role in all the steps of the process.
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When the materials are received, immediately, Under Test labels
are attached on the containers. At this level also color coding is used
by the company for easy verification. The under test labels are yellow
in color so that they are easily identified & don’t get mixed with other
material.
After the GRN preparation, the samples of the materials are sent for
Quality verification with the Quality Control department.
Pool Sample: This is the sample taken from all the containers put
together. For E.g. if there are 10 containers of Raw Material, & we have
to take a sample of 100 gms, then a total of 100 gms. From all the
containers put together will be taken for verification.
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back, then it is destroyed within the plant. The plant also has an
Effluent Treatment Plant for the purpose.
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Dispensing is done through the following process.
Requirement of Finished
products seen in SYMPOHNY
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Batch record shall contain a formulation work order for product to
be manufactured, packing & appropriate forms for recording of
production & quality control data for final disposal of product.
1) Read the shelf life/ Expiry date & see that the
material being dispensed is approved & not yet
expired.
2) Read the Batch manufacturing Record in order to
send the right material in the right quantity & check
the material before dispensing.
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3) Analyze the report number of the accepted material
from the system.
4) Calculation of Essay. (Many products lose some of
their weight during processing, they have to
calculate this loss & send the extra material which
will cover the loss. This calculation is known as
Essay calculation).
5) Continuously monitor the temperature in the
warehouse.
6) To see that the dispensing booth is totally clean &
free from any cross contamination from any previous
product.
7) To check proper calibration of weighing machine.
8) Maintain proper cleanliness & hygiene in the
dispensing area.
After the dispensing of the material is done, the Team Member from
the respective department receives the material at the dispensing
booth. The production team member accepts the material after proper
physical testing & cross verification with the copy of BMR which is with
him, for proper materials & weights.
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Pellet Formation
Testing
Filling in Shells machine. These pellets are then tested for Assay
calculation & water content. After testing these are
Testing further processed for Seal coating & Enteric coating &
finally filled in the empty capsule shells. After this the
Packing & capsules are tested & sent for packing & dispatch.
Dispatch
At times an individual SMT member is capable
of looking after 2-3 areas of pellet formation.
Binding
Granulation
GRANULATION
Drying
Testing
(LOD)
Sifting/
Milling
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Blending
Compression
Testing
Coating
Packing
Blister
packing Strip Packing
The process of Granulation starts with Sifting & Milling. The raw
material (the Active ingredient & Excipients) for tablet is in the form of
powder. This powder has to be first sifted & so that no big particles
remain in the mixture, which is known as Sifting. Next the big particles
that are remaining have to be broken down into uniform particles or in
the form of powder, which is known a Milling.
The powder form used in the production is not capable of getting
formed in a tablet. Therefore the next step is binding which will bind all
the material properly.
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For the smooth formation of tablets, proper granules of the
materials have to be formed. For the formation of granules, the next
step is granulation.
The material from granulation is still wet & not capable of getting
formed into a tablet. Therefore proper drying has to be done to get the
proper moisture content in the material. This process is known as
drying.
After drying again the process of sifting & milling is to be
followed, so that no lumps remain in the material, & it attains a smooth
flow.
The final step of the process of granulation is Blending. In this
process, the material is mixed with the blender & the lubricant so that
the material flows smoothly while compression & tablets are formed
easily.
Some of the tablets are sensitive in nature, & therefore they are
required to be coated with some chemicals before they can be packed.
Therefore the next step after compression would be coating. In case
the tablets are to be coated then they are sent for testing directly after
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coating & not after compression. After testing if the lot is approved by
the QC department, the batch goes for packing.
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of a whole batch of millions of tablets is the result of a team
work of mere 5 – 6 team members.
These members work individually taking care of their own
areas, but the end result is that of a team.
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The next type of product produced at the plant is Ointments.
Gum Soaking
Adding Ingredients
Water
based
Mixing in Manufacturing
Vessel
Oil Based
Sampling
Filling
Testing
Any type of Ointment or Cream requires some kind of base for it’s
formation, a base in which the Active ingredient & the Excipients can
be mixed to form the product. The base for Ointment manufacturing is
Gum. This Gum is first soaked in certain solutions. After soaking, the
Active ingredient of the particular product is added in the Gum. After
adding this ingredient, the mixture is properly mixed in the mixing
vessels.
The Ointments can be of two types: water based & Oil based.
At the plant, two different vessels have been maintained for the
purpose.
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After the mixing of the ingredients has been done, the sample of
the same is taken by the QC department for testing & verification. If
the test results are approved, then the batch goes for filling in the
tubes. Next, the tubes are also tested for any defects for in case of the
body of the tube or printing of the tube etc. After this the tubes are
packed & dispatched,
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The next type of product manufactured at the plant is Injectables:
Decartonating,
Transportation &
washing of Vials
Dry Heat
Unit Preparation
& Sterilization Autoclave
Moist Heat
Radiation
Filtration
Filling
Lyophilization
Sealing
FG storage
Inspection
Loading
Packing &
Dispatch
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Extreme care has to be maintained in the manufacturing of
injectables because it is that product, which, when injected gets in
direct contact with the blood of the individual. If there is any sort of
defect or negligence during manufacturing then it will directly affect
the patient who has been injected.
The first step is to decartonate (removal from cartons as supplied
by vendor), visually inspect the vials for any manufacturing defects like
cracks in glass, deformed shape etc. & transport the vials to the vial
washing area.
Vials are the small bottles in which the injectables are filled.
After this, the next step is vial washing. It is very important to
hygienically wash the vials taking utmost care because they will be the
carrier of the drug. The vials are washed with in the following cycle:
Water For
Recycled Compressed Purified Compressed Injectables Compressed
Water Air Water Air (WFI) Air
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organisms are killed through UV rays, their remains are still there.
Therefore in order to remove those remains which are approx. of 3
microns, the solution is filtered with 2 micron filters.
After filtration, the solution is filled in the vials. After the filling
activity, the liyophilization of the injectables takes place. It is the
process of converting the liquid injectable into a dry cake form by
freezing primary drying & secondary drying. Lyophilized Injectables are
made with the Products which are not stable in liquid form as well as
they are not stable at higher temperature.
The next step after liyophilization is the sealing of the vials. Here
full stoppered vials are sealed with 4 head sealing machines. After
sealing, the vials are manually inspected against black & white board to
inspect different defects in liyophilized a vial.
The sealed vials are kept in FG storage for 7 days before packing
& dispatch. After these 7 days they check whether there is any defect
in liyophilization, whether there has been any melt back of the cake
form etc.
If everything is inspected & is fine, then the vials are loaded on
the machine & are packed & dispatched.
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Type A: It is the cleaning done when there is a batch to batch
change over. i.e. when there is production of the same type of product
but of a different batch. When there is production of the same type of
product, the raw material used is the same. Therefore, the cleanliness
to be done would mainly consist of dusting, & dry cleaning. It takes
around 1 hour to complete this type of cleaning. Type A cleaning is
done whenever the batch changes or after 24 hours whichever is
earlier.
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members are aware of this & they themselves take extra care to follow
the processes. They know the importance of manufacturing a medicine
& also that it is going to be consumed by a patient , therefore feel
responsible for it.
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any chances of cross contamination from the previous product or any
harm from the external environment.
There is in process testing done by the QC department for every
product right from material handling to packing. The samples as well as
the results are passed through the QA department. After the packing, a
Finished Goods Transfer Note (FGTN) is prepared by the packing
department to take approval from the QA to dispatch the material from
the shop floor to the warehouse. Later a Final Release Request (FRR) is
prepared by the production to get approval from QA to dispatch the FG
to the final depo.
Apart from that, whenever there is any deviation in the
manufacturing of any process or if any batch has failed, the QA
department has to be intimated giving them the incident, as well as the
reason for the incident & what was done.
Any changes in the system, facilities, documentation etc will be it
has to be rooted through various stakeholders they give their
suggestions & the QA department does the review of the suggestions.
All the above processes are more or less a part & parcel of the
pharmaceutical industry. However the concept of SMT has made these
processes work in a better way. Few of the examples of the
performances of the SMTs in the organization are as follows:
- Last year, the Baddi plant reported a zero accident year, a hit
miss ratio of more than 95% & a drop in cost of unit by 10%.
- During the month of March’09, the company reported “No Black”
in the symphony system, i.e. no product was in the black color.
- During the month of July last year, the pellet formation team of 5
members gave a production of 5.5 ton as against an average of 4
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ton in a month. During this month the production was run in only
2 shifts. The efficiency increased by 45%, productivity by 50%, &
a cost saving of 3.32 lacs in terms of utilities & cost of casuals
etc. A detailed planning of 2 months & convincing the HHT
members with facts & data for 3 months resulted in such
achievement.
- Apart from that, in the month of December last year, the
production department gave a production of 154 million tablets &
capsules as against an average of 130 million.
These are just few of the examples of the success stories of
the plant.
Last but not the least, In the words of the Company HR Head,
”The organization has definitely benefited by implementing this
innovative concept.
The SMT model certainly makes financial sense, by keeping
manufacturing & manpower costs lower than in traditional plants, it is
also beneficial with respect to quality, on time delivery & overall
productivity”
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