Creating a Lean R&D System : Lean Principles and Approaches for Pharmaceutical and Research-Based Organizations

The ability to find and remove barriers between people and their systems in R&D can almost guarantee a doubling in performance, and often delivers multiples of that. R&D teams that have smooth handoffs deliver 100 percent of the required knowledge at those handoffs. As a result, such teams do not lose critical information, have unexpected knowledge gaps appear in their projects, or have uncoordinated knowledge transfers that waste minutes, days, and even months every year.

Creating a Lean R&D System : Lean Principles and Approaches for Pharmaceutical and Research-Based Organizations lays out the logic of whyLean implementation isn’t strictly for manufacturing and describes why it can be just as effective in R&D organizations. Terence Barnhart, former senior director of continuous improvement at Pfizer R&D, describes the theoretical and physical underpinnings of creating a Lean transformation in any R&D organization, as exemplified by the Lean transformation initiated within the R&D division of a global pharmaceutical company.

Describing how to merge Lean principles with the cultural virtues inherent in R&D, the book presents Lean approaches that can be easily applied in pharmaceutical and research-based organizations. It takes a strategic approach to solving two problems unique to the Lean field. The first is in noting the key distinctions between R&D and manufacturing, and developing a Lean approach specific to the R&D environment. The second is that it proposes a systematic middle-out (merger/maneuver) strategy to help you initiate and sustain a Lean culture within your pharmaceutical R&D organization that will help you immediately engage all stakeholders involved.

Preface
Acknowledgments
Introduction
Author

Chapter 1 : Seeing and Removing Barriers in the R&D Environment
Chapter 2 : Lean in Research and Development
Chapter 3 : The Individual in the Lean R&D Community
Chapter 4 : Lean Exercises for the R&D Professional
Chapter 5 : The A3 in Developing R&D Thinking
Chapter 6 : The Lean R&D Manager
Chapter 7 : Removing Barriers within the R&D Community
Chapter 8 : Critical Question Mapping
Chapter 9 : Value Stream Mapping in the R&D Space
Chapter 10 : Implementation Strategy
Chapter 11 : The Formation of Lean R&D Communities: A Case Example
Chapter 12 : Reflections

Bibliography
Index

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