Contact Information
Registered Office/ Head Office:
Ashford Laboratories Pvt. Ltd.,
31/36, 5th Floor, Dheeraj Heritage,
S. V. Road, Santacruz (West),
Mumbai (Bombay) - 400 054. India.
Tele- fax: + 91 22 6675 8866
Email:info@ashfordlab.com

Japan Office:
Ashford Laboratories,
4-11-24-1402 Fukae Kitamachi,
Higashi Nada Ku, Kobe 658-0013,
Japan.
Tele- fax: +81 0784 122579
Email:japan@ashfordlab.com
IMPLEMENTING KAIZEN CULTURE
Efficient Improvement Culture Takes Root

Technical operation at Ashford is successfully implementing the Kaizen improvement culture in their administration processes.

Ashford has embraced culture. One of the leading pharmaceutical companies worldwide, Ashford has now realized the need to be able to make quick improvements both in production and in their administrative processes. Therefore, Technical operation at Ashford Laboratories decided to implement the Kaizen Culture in 2005.

INTERACTION AT ALL LEVELS
Through Kaizen the employees of the company create an optimization culture which contributes to ensuring integrated development of quality and productivity. The Kaizen philosophy is about development of employee understanding regarding qualitative improvement at all levels of the company. Only through a committed management effort and by influencing employee attitudes is it possible to implement and embed Kaizen in the company and there by obtain significant results when it comes to production goals and culture. Ashford is an excellent example of this.

PRIMARY AND SECONDARY GOODS HAVE BEEN REACHED
First Ashford addressed the handling of work order for Maintenance of all their production systems. This was a central administrative process with an obvious potential for improvement. A value stream analysis made in collaboration with the employees led to a number of goals for the first Kaizen event. After the first seven-week event, all the primary and secondary goals were reached.

  Lead time is reduced by 62%
  Transfer of responsibility is reduced by 44%
  Huge Financial savings in the First Year of implementation.

Ashford has also reached all the secondary goals: Expanded supplier co-operation, standardized work processes and employee training. So, after seven weeks of learning the first Kaizen process has been completed. And a tested and efficient improvement culture has root at Ashford.

CULTURAL FOUNDATION FOR ADDING VALUE
The effect is very much a result of major employee involvement in the team. One of the company’s own project managers has been in charge with a view to ensuring that the Kaizen values are permanent and embedded in the organization. We have now created the cultural basis for continuous improvements and an operational Kaizen manual has been developed specifically for Ashford. Now new events will takes place with involvement of new employees for the process to move on. We have seen a number of advantages of Kaizen and we have now decided to implement the tool in all the operational areas of the Group

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