Case Study On Conflict Management In The Deployment Of Operation Excellence Project For P Company

The pharmaceutical industry has always been known for its high investment and high return.However,with the expiration of the patent protection period of star drugs of major pharmaceutical companies,major domestic pharmaceutical companies have joined in the imitation of the original drugs of these stars.The consistency evaluation of generic drugs(GCE)and the policies of "volume-based procurement"(VBP)have also further reduced the price of drugs.The profit margin of pharmaceutical enterprises has been further compressed.Therefore,how to improve quality,improve efficiency,reduce wastes,and ensure profits has become an important management issue for pharmaceutical enterprises to seek development,and operation excellence can help enterprises achieve this operation goal.IMEx-integrated manufacturing excellence-is a new working mode implemented by multinational company P pharmaceuticals company within P global supply group.In order to make working process more smooth,simplified and foreseeable,P company integrates the resources from relative business units and deploys standard work,problem solving tools and loss reduction tools.At the same time,P company promotes the autonomous management,which unlocks the potential of employees and promotes the sense of ownership.It is a change in organization and working mode,with complexity,utility,and plasticity.To comply with GMP and company’s quality policy,there are complete SOPs to standardize the daily operations in different departments,which differs greatly between departments.The highly professionalized teams and personnel with huge differences between departments brings higher possibilities of conflicts of the project.The process of promoting IMEx project in P pharmaceuticals company will lead to conflicts in different aspects and degrees,which leads to the potential slow implementation of the project or the failure of the project.Therefore,the effective implementation of conflict management is particularly important.Through the description of the management case of P pharmaceuticals company,this paper reflects the main problems existing in the conflicts during the promotion of IMEx project:the parallel projects with limited resource leaded by early start time of the project,the low recognition of new working methods,the trust crisis from lead team,the difficulty of promoting cross-function cooperation and so on.In the subsequent theoretical analysis,through the definition of the concept of conflict,the theoretical basis of conflict management in the process of project promotion is determined.It reveals that the main causes of conflicts during the promotion of IMEx project are task conflict caused by resource shortage,procedure conflict caused by insufficient training and guidance,interpersonal conflict caused by insufficient communication,and inter group conflict caused by lack of cooperation mechanism.Combined with the actual situation of P pharmaceutical company,the probability of conflict during the promotion of IMEx project is reduced by coordinating resource allocation,strengthening training management,strengthening project communication,and establishing cross departmental cooperation mechanism.Through effective conflict management,we can prevent destructive conflicts and use conflicts to stimulate team vitality to promote project progress.The purpose of this case study is to provide some conflict management solutions or suggestions to deployment of operational excellence projects in supply chain department of a pharmaceutical company and make an assistance on conflict management for the future project teams.