Making the Artwork Process Work Brendan Marken VP NPI & Technical Packaging GSK CH

Transcription

1 Making the Artwork Process Work Brendan Marken VP NPI & Technical Packaging GSK CH

2 Our Business Our Artwork to help people do more, feel better, live longer... 7 Bn Sales p/a 8-12,000 artwork changes per normal year 13% sales by new products Operate in >145 countries Wholesale, Retail and E-commerce Multiple Regulatory Classifications OTC Cosmetics Medical devices Foods 2

3 Where does artwork need to work? 3

4 Packaging & Artwork - Our Salesperson in the Aisle For the shopper - To Contain, Inform, Protect and help Appeal Disrupt Find Delight Educate Reassure 4

5 Packaging & Artwork - Our Salesperson in the Aisle To Contain, Inform, Protect and help Identify Find Locate Confirm Clear & Finish! 5

6 Packaging & Artwork - Our salesperson on the App - To Contain, Inform, Protect and In 1.32 sq. cm: Appeal Find In 5 25 sq. cm Disrupt Delight Inform Help Educate Reassure Retain 6

7 If the artwork process was a person It s complicated!... Difficult!.. Hard to understand! A minefield!. 7

8 Artwork Process A 22 hour process separated by as many weeks as you like. Process Owner Commercial / Marketing? Planning? Packaging? Regulatory? Level of process definition Global, Regional or Local or Hybrid? Defined or adaptive? Central or Local code issuance? Internally or Externally sourced? It just needs to be defined! 8

9 Artwork - Integrated Production Process The Script (RACI) in place.and in use Process Owner Cast Designers Marketing Regulatory Artwork Coordinators Planners Artwork House Production Site Printers Packaging Engineers Others with a view RACI Single elements of accountability Roles Graphics Tech Content Tech Spec Delivery Implementation Strategy Creation Printing Registration Production Planning Manufacturing The cast knows their role and sticks to it 9

10 Artwork RACI Get specific get clear 10

11 Artwork IT Systems - AMS Artwork Management System. Your AMS or Provider s system? Which Colour management system? AMS - Stand alone or integrated with other process? Packaging Specifications NPI Process NPD process ERP system Digital Asset Management Workflow systems Normal IT rules apply: 50% of system introductions fail Only when the CEO wants it Define process before the system 11

12 Cost of Artwork Change Total cost of ownership (TCO) Transactional cost2 - approx. 5-15% Fees to Artwork House 3D renderings Enterprise cost2 - approx % Run in / run out / Write offs Inventory Lead times Initiation costs Regulatory costs / submissions Store set-up costs Listing Fees / Planograms Mock ups Focus groups Cost of failure Fees & Cost A/W fees 3D Fees Mock ups Write offs Inventory Initiation Regulatory Store costs Failure Listing fees Planning 3D renderings Artwork fees 12

13 Metrics & Governance If you re not keeping score you are only practicing. Measuring what matters Lead Measures & Lag Measures Perfect brief 1 st / 2 nd / 3 rd time pass rate Consistency to targets Error rate Rework costs (Edits / relabelling / recall) Failure rate Error sources End to end completion times Cost In everyone s objectives Learning and relearning from issues Improvement goals for tomorrow s vision from today s reality 13

14 Global Performance Management Consistent Measures.Consistently applied Artwork Performance Consolidation View Defintion Metric Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Target YTD Volume Total artworks (Overall) No Target Perfect Brief Perfect Artwork Perfect Quality Cost Accuracy Artwork Order % Perfect Brief Hub 67% 97% 93% 94% 92% 86% 79% 85% 82% 82% 79% 73% 75% 84% % Perfect Brief Site 93% 91% 91% 68% 97% 94% 96% 90% 90% 77% 99% 91% 75% 90% % Hub Right First Time 80% 75% 84% 99% 97% 97% 97% 94% 98% 100% 100% 91% 85% 93% % Site Right First Time 99% 96% 90% 100% 98% 99% 95% 92% 99% 86% 90% 91% 85% 95% Right second time (R2T) 93% 90% 87% 99% 99% 98% 98% 96% 100% 96% 97% 95% 95% 96% Maximum Version Number No Target 7 Average Cost per artwork Hub task adherence 66% 75% 77% 83% 78% 50% 67% 88% 81% 79% 80% 80% 90% 75% Site Task Adherence* 64% 81% 65% 75% 78% 75% 71% 86% 72% 83% 86% 84% 90% 77% Document Required Date (DRD)* 79% 82% 82% 84% 76% 55% 72% 82% 85% 86% 91% 90% 85% 80% Overall system speed target achieved 60% 51% 65% 70% 59% 60% 77% 84% 80% 80% 82% 80% 80% 71% Average Change Lead time No Target 44 Longest Change Lead time No Target 311 Major Incident <5 4 Critical Incident <3 1 14

15 Hub Performance Artworks to printer Perfect Brief Artwork Approved by Version 1 (RFT) Artwork Approved by Version 2 (R2T) Maximum version number Average Costs Provider 1 Hub task adherence Provider 2 DRD Schedule Adherence Provider 3 Overall system speed target achieved Average Change Lead Time Longest Change Lead Time Target Month Last Month YTD Target Month Last Month YTD Target Month Last Month YTD 75% 85% 95% n/a % 85% 80% n/a n/a 2-63% 100% 1 1,000 0% 100% 100% % 100% 100% 1 1,000 17% 100% 100% % 91% 68% 2 1,000 71% 49% 32% % 85% 95% n/a % 85% 80% n/a n/a 8 65% 71% 100% % 0% 0% % 25% 75% % 0% 0% % 55% 97% % 20% 20% % 85% 95% n/a % 85% 80% n/a % 92% 100% % 100% 100% % 50% 50% % 100% 100% % 79% 90% % 100% 100% Quality CRITICAL MAJOR 0 0 Last Months Concerns Actions from last month to achieve 2017 targets Owner Complete Commentary Project XX not reported to BHMG Last Months Concerns The SLCC or job allocation is changed to cause the change is off track. put in PM diary all BHMG meetings for this year Actions from last month to achieve 2017 targets Set the monthly call to follow with the site. Neha Done Owner Due Date Frances

16 Individual performance management Review and approve cycle measurement Artworks count Average time of review Max time to review - days Compared to average Average time Artworks count Average Version number Max version % at max version User % User Slow % User Fast % 16

17 Whats s Next? Optimised artwork Processes Using Artwork & Print to interact with the Consumer. Today s information today Informative artwork Interactive artwork Integrated with production processes Consistent delivery speeds Reduced Total cost of Ownership 17

18 Consumer Centric Artwork & Labelling Tomorrow s information today! Information for me Real time Product Information One Language my language! Accessible from phones, tablets etc Safety information Prescriber information Links to Consumer Advice centres / FAQ Links to Chat help Video instructions and advice Updates within 24 hours Environmental benefits 18

19 Consumer Centric Artwork & Labelling Tomorrow s information today! Active interface with the product owners Real time Expert Trusted Knowledgeable 19

20 On-line printing packaging Complexity reduction Product turnaround time Production scheduling Flexibility of production Machine downtime Reconciliation effort Packaging cost-effectiveness Reduce handling of delicate materials Changeovers Inventory volume and value Warehouse space Lower product defects Reduce unsold products, obsolete products 20

21 It s not complicated!. Artworks can be managed to drive trust & performance Product consistency Familiar look & feel 360 o Marketing Less problems with supply Less issues with regulators Information for me the consumer Defined processes and ownership Standard systems Measurement Management Monitoring Improving 21

22 Thank You Contact Details: Brendan Marken From April LinkedIn