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    This Excel spreadsheet file contains a complete list of functional and cross-enterprise Standard Operating Procedures (SOPs) for the Pharmaceutical enterprise. SOPs are used by our Cannabis and Hemp Value Chain organizations to design, organize, deploy, execute and enhance any process across the enterprise. This file has been provided by APQC and IBM. Pharmaceutical.xls
  3. Cannabis & Hemp (C+H) Value Chain Excellence represents the hallmark of business management expertise and work management discipline which governs how we need to engineer, build, manage and sustain all legal C+H value chains around the world. We help our Members achieve process excellence in an exceedingly complex business environment. We help them to configure value chains with complete Control, Coordination, Communication and Collaboration (4 C) practices with all our C+H value chain partners no matter whether they are strategic partners, joint ventures, M&A, joint deals, etc. Our raid-paced and highly regulated business management processes are handled like any highly-regulated pharmaceutical enterprise. We employ advanced Lean Six Sigma practices and tools which help us deal with the value chain challenges which our Members face. We also leverage Kata scientific thinking and decision-making and the “Drum-Buffer-Robe” Theory of Constraints systems engineering approach made world-famous as a manufacturing strategy by Eliyahu Goldblatt. Our C+H Value Chains We all deal with a rapid work pace and short-cycle relays (i.e. the restarting of new Cannabis and Hemp plants from cloning or tissue culturing practices and related problems at each handoff / juncture for all our Cannabis and Hemp Value Chain Standard Operating Procedures (SOPs)… 1. Indoor / Outdoor Cultivation 2. Clean Room Processing 3. CPG Packaging and Branding 4. Medicinal and Recreational Sales Dispensary 5. Customer Experience Management and Oversight Why are C+H value chains are so challenging? Multiple manufacturing production “feeds & speeds” Our Cannabis and Hemp value chains are so challenging because of the variety of product strategies which are needed to optimize the production based on these methods: “Ship-To-Stock” – A commonly employed production strategy used by Cannabis & Hemp cultivators to maximize stock. “Engineer-To-Order” - A commonly employed production strategy used by Cannabis & Hemp processors to assess their market and product requirements as early in the design process as possible in order to provide product and services for Consumer-Packaged Goods (CPGs) Stock-Keeping Units (SKUs) to surprise and delight the customer. “Configure-To-Order” - A commonly employed production strategy used by Cannabis & Hemp product design laboratories and processors They assess their market requirements as early in the design process as possible in order to provide product and services for Consumer-Packaged Goods (CPGs) Stock-Keeping Units (SKUs) which are capable of surprising and delighting the customer. “Make-To-Order” - A commonly employed production strategy used by Cannabis & Hemp processors (for both medicinal and recreational market channels) to minimize excess inventory for branded Consumer-Packaged Goods (CPGs) and Stock-Keeping Units (SKUs) held as inventory. “Demand Pull” - A commonly employed production strategy used by Cannabis & Hemp retail sales dispensaries (for both medicinal and recreational market channels) to minimize excess inventory for branded Consumer-Packaged Goods (CPGs) and Stock-Keeping Units (SKUs). Multiple Service Dimensions Need to Be Optimized We use the well-proven five (5) Service Quality dimensions of the SERVQUAL “Rater” methodology to assess our Cannabis and Hemp operations against these business objectives: 1. Responsiveness 2. Assurance 3. Tangibles 4. Empathy 5. Reliability Applying the Principles The five Lean principles provide a framework for creating an efficient and effective organization. Lean allows managers to discover inefficiencies in their organization and deliver better value to customers. The principles encourage creating better flow in work processes and developing a continuous improvement culture. By practicing all 5 principles, an organization can remain competitive, increase the value delivered to the customers, decrease the cost of doing business, and increase their profitability. We recommend that all Members leverage our value chain methodology which are founded on lean principles and practices. Our 5-Step C+H Process lays out the key concepts below which come from Partner organizations such as The GEMBA Academy and The Lean Way. We thank them for their contributions to our International, American and Canadian Cannabis and Hemp Value Chain organizations. 1. Define Value To better understand the first principle of defining customer value, it is important to understand what value is. Value is what the customer is willing to pay for. It is paramount to discover the actual or latent needs of the customer. Sometimes customers may not know what they want or are unable to articulate it. This is especially common when it comes to novel products or technologies. There are many techniques such as interviews, surveys, demographic information, and web analytics that can help you decipher and discover what customers find valuable. By using these qualitative and quantitative techniques you can uncover what customers want, how they want the product or service to be delivered, and the price that they afford. 2. Map the Value Stream The second Lean principle is identifying and mapping the value stream. In this step, the goal is to use the customer’s value as a reference point and identify all the activities that contribute to these values. Activities that do not add value to the end customer are considered waste. The waste can be broken into two categories: non-valued added but necessary and non-value & unnecessary. The latter is pure waste and should be eliminated while the former should be reduced as much as possible. By reducing and eliminating unnecessary processes or steps, you can ensure that customers are getting exactly what they want while at the same time reducing the cost of producing that product or service. 3. Create Flow After removing the wastes from the value stream, the following action is to ensure that the flow of the remaining steps run smoothly without interruptions or delays. Some strategies for ensuring that value-adding activities flow smoothly include: breaking down steps, reconfiguring the production steps, leveling out the workload, creating cross-functional departments, and training employees to be multi-skilled and adaptive. 4. Establish Pull Inventory is considered one of the biggest wastes in any production system. The goal of a pull-based system is to limit inventory and work in process (WIP) items while ensuring that the requisite materials and information are available for a smooth flow of work. In other words, a pull-based system allows for Just-in-time delivery and manufacturing where products are created at the time that they are needed and in just the quantities needed. Pull-based systems are always created from the needs of the end customers. By following the value stream and working backwards through the production system, you can ensure that the products produced will be able to satisfy the needs of customers. 5. Pursue Perfection Wastes are prevented through the achievement of the first four steps: 1) identifying value, 2) mapping value stream, 3) creating flow, and 4) adopting a pull system. However, the fifth step of pursuing perfection is the most important among them all. It makes Lean thinking and continuous process improvement a part of the organizational culture. Every employee should strive towards perfection while delivering products based on the customer needs. The company should be a learning organization and always find ways to get a little better each and every day.
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