Teva CFS Book English

52 these”. In another launch in 2008, of a drug called Benazepril /Amlodipine , 300 million capsules were manufactured within a mere 8 weeks, again. According to Menny “In order to meet the goal we brought a machine from Jerusalem and got it working within a week. At a certain stage there was a malfunction and we were so “on the edge” that we were forced to bring another machine from Jerusalem, install it and validate it within 19 hours into the night. It was a joint effort of Production, Quality Assurance, and Engineering and what would take most a week to do, we finished in less than a day”. How did we do it? So what the secret of our success? How did the plant manage to operate at such a high level of professionalism and efficiency? David Lustig - The Plant Manager between 2002 and 2006, believes that one of the reasons is bottom-up decision making: “In Teva’s organizational culture there is very non-hierarchical work structure with the understanding that “He who has the knowledge has the power”, and not the opposite. I often found myself in discussions, where team leaders were the ones calling the shots. The management knows to trust the professional decisions of those with the actual known-how on site”. Nati Aharonov adds his own commentary to the success of the succession of launches: “The greatness of the plant in Kfar Saba is the motivation, the amazing ability to make things happen. The Israeli nature that says that there are no restrictions - if we need to work on Shabbat, we’ll work on Shabbat. If we need to bring analysts to the lab in the middle of the night, they’ll come. There was also acknowledgement and appreciation of the efforts, in each large launch people were thanked and informed of the launch’s contribution to the company’s gains. The period was characterized by “how can we” and not a period of “why can’t we” and it was a lot of fun to work that way”. Menny Meirom sums up: “We were creative and flexible in our thinking and we managed to do things differently, to be first and react quickly. We were determined and did everything to make things happen, and most importantly - we did it together”. 2015 - Copaxone travels to the Land of the Rising Sun The Japanese market is one of the most promising in the world since Japan is the third largest economy in the world, after China and the United States, with a population of 130 million people. Significant cultural differences, lack of familiarity, and difficulty understanding the business and social ethics in Japan, have accompanied numerous organizations attempting to penetrate this complex market. The process of Teva Kfar Saba’s getting to know the demands of the Japanese market took 7 years and was accompanied by significant challenges, since the Japanese market has stricter standards than the rest of the world. In order to adhere to these strict standards, the site started working intensively with the Japanese, which included compiling and signing a quality agreement, developing specific training programs to train sorters dedicated for the market (including conducting defect identificaion skill tests). The investment paid off - in batches that were sent after this activity, only 0.4% rejected syringes were found. We believe that today, thanks to the professional capabilities and the in-depth familiarity with the Japanese market, it will be possible to incorporate additional sterile products in this strategic and important market. Tova Baruch and Zahava Bentabo, Sterile Unit workers