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Recommended ApproachTo Best Practice ImplementationAndThe Analysis Design And Logic Map

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Joint Focus On Key Business Objectives*

Business

Objectives

Business

Objectives

Critical Success Factors

Critical Success Factors

Controllable

Variables

Controllable

Variables

Gemini Analysis Activities

Gemini Analysis Activities

We come to a clear understanding of what it is you want to do!

We identify those issues which you must manage well in order to achieve your objectives.

We measure how well we're managing the CSFs through process variables typically within your control.

We propose to undertake these studies to uncover strategic, operational, and information opportunities critical to achieving your objectives.

Gemini focuses on how to accelerate business objective attainmentGemini focuses on how to accelerate business objective attainment

* Normally completed during week 1 of the A&D

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Your Business Objectives - Draft of 5/20/92

• Be first to market with an optimal and superior combination of key high-barrier-to-entry oral and injectable products that are either going off or are off patent.*

Business

Objectives

Business

Objectives

Critical Success Factors

Controllable

Variables

Gemini Analysis Activities

* Source: Data gathered during initial interviews

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Critical Success Factors* - Draft 0f 5/20/92

• Speed in delivering new and existing products to market

• Fast and reliable source of supply to selected customer base

• Reputation as a high quality manufacturer

• Market penetration and share growth

• Ability to form strategic alliances

Business

Objectives

Critical Success Factors

Critical Success Factors

Controllable

Variables

Gemini Analysis Activities

* Source: Data gathered during initial interviews

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Controllable Variables* - Draft of 5/20/92

• Unity of vision across and within business units

• Interface effectiveness across multiple disciplines/functions

• Clearly agreed upon product priorities

• Efficient decision-making processes

• Maximized production speed and flexibility

• DC replenishment exceeding industry best

• Effective sales disciplines

• Work process flow effectiveness

• Culture ready to adopt and adapt to Best Practices

• Implement Best Practices for key business processes

Business

Objectives

Critical Success Factors

Controllable

Variables

Controllable

Variables

Gemini Analysis Activities

* Source: Data gathered during initial interviews

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Analysis & Design Activities - Draft Of 5/20/92

• Focus Interview Completion• Process “As Is” Mapping (Leverage Projects Underway)

– Product Selection and Prioritization– Product Development– Development to Manufacturing– Order Entry and Fulfillment– Manufacturing Scheduling– Sales and Marketing– Decision-Making– Regulatory Compliance– Quality Assurance

– Purchasing

• Cost Allocation Study• Initiate Best Practice Benchmarking Process

– For Key Processes, Strategies and Objectives

• Design a Plan for Implementation

• Develop the Business Case for Implementation

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Analysis & Design Project Logic - Draft of 5/20/92

Business Objective

• Be first to Market with an optional and superior combination of key high -barrier- To-entry oral and injectable products that are either going off or are off patent

Critical Success Factors

• Speed in delivering new and existing products to market

• Fast and reliable source of supply to selected customer base

• Reputation as a high quality manufacturer

• Market penetration and share maintenance

• Ability to form strategic alliances

Controllable Variables

• Unity of vision across and within business units

• Interface effectiveness across multiple disciplines and functions

• Clearly agreed upon product priorities

• Efficient decision- making processes

• Maximized production speed and flexibility

Analysis Activities

• Focus interviews

• Key business process “As Is“ mapping

• Product development

• Development to Mfg.

• Order entry and fulfillment

• Mfg. Scheduling

• Sales and marketing

• Decision-making

• Regulatory Compliance

• Quality assurance

• Purchasing

• Cost allocation study

• Initiate best practice benchmarking for key processes, strategies and objectives

• Design implementation

• Business case

How To Use “Best Practices”

To Achieve World Class Performance

Gemini Consulting

May 20, 1992

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How To Achieve World Class Performance Implementation

“AS IS” Modelling“AS IS”

ModellingAttack Immediate

“Obvious Problems”Attack Immediate

“Obvious Problems”

Implement Programs to Exceed Best Known

Practices

Implement Programs to Exceed Best Known

Practices

Implement aContinuous

ImprovementEnvironment

Implement aContinuous

ImprovementEnvironment

Search for Best Practices as “Way of Life”

Search for Best Practices as “Way of Life”

Measure Performance toNew Standards

Measure Performance toNew Standards

Best Practices are most effectively implemented when clients are both involved and have analyzed their “As Is” processes.

Best Practices are most effectively implemented when clients are both involved and have analyzed their “As Is” processes.

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Practices To Be Benchmarked For xxxxxxx

Initial High-Level• Market Segmentation

• Distribution Methods

• Development Practices

• Strategic Alliances

• Cost Allocation Methods

• Organization Structures

• Market Penetration

• Market Share Maintenance• Competitors

• Rugby• Goldline• Geneva• Schein-Henty

• Others as required• Non-Competitors

• xxxxxxx International• Pharmaceuticals

• Best Class Companies in Selected Industries

Phase II* Key Business Processes

• Product Selection/Prioritization

• Product Development

• Order Entry/Fulfillment

• Distribution Practices

• Purchasing Practices

• Cost Allocation Methods

• Marketing Practices

• Sales Processes

• Functional Alignments

• Regulatory

• Quality Assurance

* To be determined based on analysis findings and initial high-level benchmark data

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Factors Critical To A Successful Analysis

• The availability of key personnel as required:

• Focus interviews

• Organizational and management surveys

• Process mapping efforts

• Confirmation and review meetings

• Cooperation from personnel outside Standard Products direct reporting lines

• The provision of relevant data as required

• A willingness to explore beyond current paradigms

• A sense of urgency to make dramatic changes

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Assess Readiness To Go Overseas

ANALYSIS & DESIGN

• Assess Internal Standard Products Readiness

• Interview results

• Process capabilities per “As Is” models

• Organization readiness

BENCHMARKING

•European Competition

• Costs/prices

• Distribution methods

• Delivery service

• Barriers to entry

• Development speed• Manufacturing practices

IMPLEMENTATION PLAN

• “To Be” modelling

• Plans to prepare the business model for overseas marketing

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Projected Analysis & Design Deliverables

• Complete "As is" models of key business Processes

• Critique of current cost allocation methods

• Initial high level benchmarks

• Within the generic products industry

• Within Pharmaceuticals

• Across selected industries

• Gap analysis

• Business case for implementing changes

• A comprehensive plan for change implementation

• A plan for the continuation of benchmarking

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Schedule

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Gemini’s Client History In Pharmaceuticals

• 50 different assignments world-wide

• Strategy

• Operations

• Information technology

• 21 different corporations

• Hospital products

• Consumer health products

• Generics

• Over - the - counter

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Gemini Has Undertaken Complex Assignments In Pharmaceuticals

• Product development and introduction

• Sales force effectiveness

• Integration of strategic acquisitions

• Reducing operational costs

• Benchmarking

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Gemini Clients Reduced Development Cycles

Client : A hospital products division of a major health care company

Issue : Product development and introduction speed

Results : 40 - 60% cycle reduction

Action : Clients/Gemini joint program

• Aligned divisional strategies

• Master planning database

• Advanced project tracking center

• Enhanced interfunctional decision-making

• Upgraded skills

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Gemini Has Improved Sales Force Effectiveness

Client: A major pharmaceutical company

Issue: Losing market share

Results: • $17 million cost avoidance

• 84% reduction in training requirements

• 20% increase in sales call effectiveness

Action: Joint program to improve training, sales strategies, and management skills and performance measurement

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Gemini Has Significantly Reduced Costs

Client: A pharmaceutical division of a diversified mfg. co.

Issue: Disappointing results from a recent acquisition

Results: • $5.1mm(50%) increase in year-year revenue growth

• $1.5mm savings in ongoing costs

Actions: • Company-wide leadership vision

• Improved interfunctional decision-making

• harmonized sales strategies and tools

• Integrated market strategy

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Gemini Clients Have Searched for Best Practices

Client: Manufacturer of surgical supplies

Issue: Manufacturing quality best practices

Results: Client maintained top billing and reputation as high-quality supplier

Action: Gemini researched the industry and the marketplace to identify benchmarks/best practices in manufacturing quality

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A Benefits Case Identifies And Quantifies The Client’s Improvement Opportunities

Trackperformanceimprovement

againsttargets

Identify Improvement Opportunities

Perform “As Is”Work Process

Modeling“How is it done

today?

Develop Best Practice WorkProcess Model“How should it be

done?”

Identifyissues (Gap Analysis)

IdentifyImprovementsOpportunities

Operations Performance

Requirements

Benchmark Operations against other plants and

competitors

Define Benefits

Calculate size of

opportunity

Determine impact on P&L, balance

sheet

Determine cause of problem

Identify change

requirements

Develop Information

Plan

Set joint project

performance targets

Mobilize people

Implement, monitor,

control, and learn

Identify what is broken Know how to fix it Get meaningful results

Developing the business case typically occurs during A&D

Measuring performance typically occurs at Results

Delivery

Building the benefits case is the first step in building momentum toward continuous improvement

Building the benefits case is the first step in building momentum toward continuous improvement

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Summary Of Gemini Approach

• Executive Interviews

• Outline scope

• Plan analysis and begin design

• Begin to develop trust

• Gain appropriate initial commitment

• Complete by 5/20/92

• Focus interviews

• Process “As Is” mapping

• Document “As Is” and the “To Be” Vision

• External

• Internal

• Initial benchmarking

• Develop business case

• Quantity expected results

• Plan results delivery

• Prepare the organization for change

• Begin building enthusiasm

• Achieve measurable $ results

• Achieve non $ results

• Implement an ongoing measurement approach

• Train your staff in Gemini approaches

• Implement best practices

• Surpass best practices

Phase IRed Issue Hypothesis

Phase IIAnalysis & Design

Phase IIIResults Delivery

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How We Work With Our Clients

• On-site Monday - Friday

• Aggressive work schedules

• Sensitivity to soft issues

• Analytical data

• Develop ownership throughout

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Assess Readiness To Go Overseas

• Attractiveness of the European market

• Industry analysis

• High-level views

• Competition

• Market(s)

• Entry barriers

• Should we enter?

• If so, how?

• If yes, implement the entry

Phase I Phase II Phase III

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Partnership Is The Synergy Of Success

BUSINESS STRATEGY

TECHNICAL EXPERTISE

KNOWLEDGE OF CORPORATE NORMS

LONG-TERM OWNERSHIP

TRANSFORMATIONSTRATEGIES AND TACTICS

OPERATIONAL KNOW-HOW AND BEST PRACTICES

NOT BOUND BY EXISTING PARADIGMS

PROJECT FOCUS AND ACCELERATION

xxxxxxx xxxxxxx

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Who We Are In Gemini Consulting

• 900 consulting world-wide

• Fastest growing firm in 1991

• Our disciplines are

• Strategy

• Operations

• Information technology

• Our people represent diverse backgrounds

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Gemini’s Strengths Reside in Our Diverse Skills

Strategy formulation

Shareholder Value Creation

Operational Improvement

Management of Change

Information Systems Strategy

Organization Effectiveness

Best Practices Benchmarking

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Gemini Philosophy

• The right answer is never enough

• Clients enthusiasm is often the missing ingredient

• Teams are essential

• We marry with our clients: up-front analysis and design provides robust implementation road map

• Measurable, bottom-line results are the name of the game

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Gemini Brings Experience and Expertise in All Functional Areas:

Marketing and Sales

Product Development/Introduction

Cost analysis / Profit Improvement

Organization Design / Development

Information Technology

Customer Service

Manufacturing Operations

Finance

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Analysis And Design Several Objectives

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A Monthly Status Report Helps Improvement Teams Focus And Manage Their Improvement Efforts