Eisai Production Operations Employee Development

Eisai Eisai Production OperationsProduction OperationsEmployee Development Employee Development

Production Operations Employee DevelopmentCreating and Transferring Knowledge…

…for the manufacturing of products that benefit both patients and their families.

SafetySafety

GMPGMP

SolidSolidDoseDose 101101

PharmaPharmaWorkWork

Employee Development ModelEmployee Development Model

Organizational Systems

Skills/Training

Recruiting

Performance Management

Development

Compensation

RequiredCompetency (GMP/EHS)

Personal Effectiveness Competency

Technical Knowledge and Skills Competency

Business Application

EHSQuality(GMP)

Production Operations

Specific

TeamworkQualityProfessionalismIntegrity Respect

Job SpecificJob Specific

FoundationalFoundational

CoreCore

Project Management Proposal

July 19, 2006

Why did we develop this Why did we develop this program?program?

Employee Survey Results Meet our Future Business Needs Remain Globally Competitive

Project Management Proposal

July 19, 2006

Employee Survey ResultsEmployee Survey Results

Rewards of work survey conducted • 85% Response Rate

Areas Employees Not Satisfied: Pay Process Talent & Performance Management Career Opportunities

How do we know if we are getting How do we know if we are getting returns on our investments ?returns on our investments ?

• Quality Improvements• Reduced Turnover• Improved Employee

Satisfaction• Highly Productive and

Knowledgeable Workforce

Then

How We Got From….How We Got From….

Now

ThenThen

Why do my co-workers get paid more or the same as me and I have more knowledge and do more?

Is there a way to have a more objective method to measure skills, knowledge and performance?

What is required to move to the next position? How can we get more training?

Program ObjectivesProgram Objectives

Employees are paid based on knowledge, skills and performance.

Employees know what is expected of them in their current position.

Employees know what it takes to move to the next position.

Employees have individual development plan.

Career Ladder Career Ladder Technicians and Team LeadsTechnicians and Team Leads

Technicians

Working Knowledge Proficient Mastery

Levels

3 3W 3P 3M

2 2W 2P 2M

1 1W 1P 1M

Team Leads

Proficient Mastery

Levels

3 3P 3M

2 2P 2M

1 1P 1M

Level P

rog

ression

Skill Step Progression

Groups Included: Manufacturing, Packaging, Mechanics

Project ProcessProject Process

Job Descriptions (written/evaluation/pay scale)

2. Data Gather for Task Analysis

1. Career Ladder

Learning Plan

Learning Resources Made Available

3. Competencies Mapped (skills/knowledge defined)

Qualification/Assessment Documents Developed

Employees Assessed/ Mapped to Level & Pay

ACTIVITY TASKS/STEPS EQUIP’T / TOOLS/ DOCS

KNOWLEDGE / SKILLS / ATTITUDE

PERFORMANCE EXPECTATIONS

PERFORMANCE MEASUREMENT

LEARNING (Knowledge transfer)

Line A Operate Palace Bottle Unscrambler

Turn on/off Main power

Start/Stop equipment

Correctly identify cases

Load bottles into hopper

Turn on/off air supply

Monitor component flow

Reload components

SOP #PK88GMP’s

Line overview Location, purpose

of equipment components

Basic equipment operation

HMI screens and equipment controls

Able to keep equipment operating 100%

Able to perform changeovers without assistance, according to SOPs, and within a specified time

Able to clean equipment and work areas according to SOPs

Line efficiencies as measured by throughput

# completed batches

Presentation/DemoTransfer skills = OJT with use of references

(20 hrs. Filler, Labeler; 5 hrs. other units)

Reinforce concepts /practice skills = Hands on with trainer feedback and explanation

Data Gather Task Data Gather Task AnalysisAnalysis

Mapping to the Job DescriptionMapping to the Job Description

MajorActivities

Tasks/Steps Competency Tasks/Steps Competency GroupingGrouping

Competencies Working

Knowledge

Proficient Mastery

Equipment Operation X X X

Clean Equipment X X X

Changeover X X X

Write policies and procedures for equipment X (Level 3)

Training others on equipment X X

Troubleshooting X) X X

Adjustments requiring physical intervention, I.e., changing codes, adjusting PE’s, etc.

X (Level 2 and above)

X

Inspection X X X

Competencies Performance Competencies Performance LevelsLevels

Mastery (M)

Competencies Working

Knowledge

Proficient Mastery

Equipment Operation X X X

Clean Equipment X X X

Changeover X X X

Write policies and procedures for equipment

X (Level 3)

Training others on equipment

X X

Troubleshooting X) X X

Adjustments requiring physical intervention, I.e., changing codes, adjusting PE’s, etc.

X (Level 2 and above)

X

Inspection X X X

Packaging Packaging Position Position ChartChart

AssessmentsAssessments

Develop AssessmentDevelop Assessment

Skill AssessmentsSkill Assessments

Skill AssessmentSkill Assessment

Qualification ProcessQualification Process

Module 1 (ie Cleaning)

Module 2

Module 3

Course

Module Delivered (0nlineClassroomSelf Study

Module Delivered (0nline/Classroom Self Study)

Knowledge Check

Knowledge Check

Knowledge Check OJT

OJT

OJT

Performance Evaluated

Performance

Evaluated

Performance Evaluated

QualifiedQualified

Module Delivered

(Classroom/Online/Self Study)

QualificationQualification

Pay and Progression System End Results

Training Opportunities

TRAINING PROVIDEDTRAINING PROVIDED

Shutdown Training– Public Speaking– On-the-Job Training– Mechanical Skills– Solid Dose Overview– Technical Writing

Onsite Training– Microsoft Word, Excel,

PowerPoint– Deliberate

Documentation

Knowledge Space

Screen shot to be added

SIMULATION - SIMULATION - MANUFACTURINGMANUFACTURING

COMPUTER BASED COURSES - COMPUTER BASED COURSES - SAFETYSAFETY

Team TrainingTeam Training

The right pieces … for The right pieces … for

Performance

Competencies

Business ImpactBusiness Impact

• Quality Improvements• Reduced Turnover• Improved Employee

Satisfaction• Highly Productive and

Knowledgeable Workforce

Program Check InProgram Check In

Focus Group FeedbackFocus Group Feedback

Pace Revaluate timing (ie pay increase 3

mos., 6 mos?) Training

Limited due to staff Pay

Market Analysis Make Lead Pay and Level/Step Info

Public

Management ResponseManagement Response

Action: Will not change pace at this time. Program is new; difficult to change without sufficient data.

ACTION: Provide additional training options: Micro sampling (environment / water) Instrument calibration Cleaning validation (swab sampling)Options will continue to expand based on business opportunities, (e.g.,

in-process lab)

ACTION: Hire temps to provide opportunity for our full time regular employees to train in other areas.

ACTION: Add wage information for Manufacturing, Packaging, Leads and Mechanics to Public Drive

ACTION: Annual Survey of Industry Wages

LearningsLearnings

Successes Vice President Support Employees involved at each step “Pull” by employees for training Interest in expanding programs to

other areas Challenges

Ability to rotate based on business needs

Adding additional training modules

QUESTIONSQUESTIONS