Preventive Maintenance by New Way of Working at Sanofi

Sanofi is a healthcare company with its head office in Paris. Sanofi has more than 100,000 employees and is based in more than 100 countries. Sanofi is one of the largest pharmaceutical companies in the world.

With the acquisition of Genzyme in 2011, Sanofi has strengthened its expertise in the field of biotechnology and the treatment of rare diseases. Today, Sanofi Genzyme brings new hope for patients with groundbreaking treatments for rare genetic diseases and for multiple sclerosis. Sanofi's activities in Belgium cover the full spectrum of biopharmaceutical development: from research and clinical studies to the production and marketing of innovative medicines.

Sanofi Geel initiated the idea that a New Way of Working should be developed, after PDM had identified several issues during the execution of preventive maintenance work.


New Way of Working

A New Way of Working was required in order to address Sanofi’s concerns regarding preventive maintenance. This entailed the correct calculation of the working hours needed and the reduction of inefficient hours during the execution of maintenance. PDM supported the local maintenance team with two change experts in executing, guiding, and reaching the project goals.
PDM developed two tools (calculation methodology and work preparation checklist) to assist Sanofi employees to calculate and prepare working hours more accurately.

The project approach consisted of four consecutive stages:

1 – Assessment
2 – Definition of Tools
3 – Pilot
4 – Roll-out plan

1 – Assessment (Stage 1)

Deliberately one of Sanofi’s complex bioreactors was selected in order to confirm management’s concerns regarding the execution of preventive maintenance. Here several PDM consultants executed a Hands on Tool Time (HoTT) measurement, by employing the HoTT app that delivers timely data, which quantifies (in)efficient hours worked. Indeed, the results statistically supported the concerns that were already existent within the organization.

In addition to the HoTT measurement, time regarding replacements of all components of the preventive maintenance plan were recorded. As such, PDM satisfied a specific need by providing clear wrench time data for 80% of all maintenance work.

2 – Definition of Tools (Stage 2)

Based on the first stage and by facilitating workshops and interviews to gather additional information, the two tools were developed in Stage 2. During this process, the Maintenance and Engineering departments were actively involved by PDM, on the one hand by providing valuable input and on the other hand by being trained in applying the tools and thinking outside of their comfort zone.

First, a calculation methodology was developed, which enables the departments to calculate the number of working hours needed to complete a job. During the development process, the complexity of each form of maintenance was extensively discussed. Through this, the methodology can be applied to the different kinds of working environments at Sanofi Geel, resulting in accurate working hours. The methodology enables the Maintenance department to better plan work execution, reduce lead times, and improve asset availability.

Secondly, a work preparation checklist was developed to address the preparation required prior to the execution of the maintenance work. The checklist also enables the Maintenance department to establish an accurate preventive maintenance plan.

3 – Pilot (Stage 3)

In order to accurately test both tools throughout the Work Order Management Process (WOMP), each stage of the WOMP was followed up (including another HoTT measurement). By employing this approach, PDM was not only able to test both tools, but could also identify key improvement areas, which so far prevented Sanofi from taking full advantage of their potential.

4 – Roll-out plan (Stage 4)

A roll-out plan was developed to digitalize and implement the developed tools across the whole site, to assess and improve the Work Order Management Process, and to reduce inefficiencies by achieving quick wins on the short term and implementing efficient processes on the long term.

Project results

The project goals were achieved successfully. In addition to the goals (development of easy to use tools), PDM was able to create a link between both tools, as one (work preparation checklist) provides a valuable input for the other (calculation methodology).

The project execution was realized in a shorter time than Sanofi’s management had expected.

Manuel Verheijen
Technical Services, Sanofi Geel

I have found that an employee who has worked here for 20 years suddenly started to run business where previously he had his doubts. The change component of PDM was clearly visible. The implementation of the project was faster than Sanofi's management had expected, due to the effectiveness of PDM’s project management.

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