Pharmaceutical Team Learning through Visual Lean Management Tool Use

The purpose of this qualitative case study was to explore the role lean management tools serve to potentially stimulate learning within an (R&D) team at a top 10 pharmaceutical company located in Northeast U.S. to ensure the organization can manage knowledge for developing innovation for drug development at a faster rate. Each of the nine participants worked together using the visual lean management tool for more than six months The information gathered from participant responses to semi-structured interview questions revealed the experiences, viewpoints, and reflections of the research participants regarding how the use of visual lean management tool influenced learning. Data were coded and analyzed with NVivo software for windows (QSR International, 2015) to obtain a detailed qualitative analysis of the narratives of each participant. The five findings included: (a) the SQDCI visual lean management tool provided a forum to share information to improve meeting metrics and timelines; (b) employee engagement and participation influenced the use of the SQDCI tool, meeting metrics, and timelines; (c) the metrics tracked by the SQDCI tool influenced employee engagement and meeting goals; (d) leadership support influenced employee engagement; (e) and time pressures negatively impact engagement in using the SQDCI tool and attending additional training. This qualitative case study contributed to the literature by identifying how the use of visual lean management tool influenced organizational learning by a pharmaceutical R&D team. Finding methodologies that enhance the engagement of employees to transfer and manage knowledge remains essential for the pharmaceutical industry.