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Du Singer

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Syftet med projektet är att lansera ett nytt antiseptiskt medel. Företaget har redan kommit en bra bit på vägen när det gäller framtagningen men det återstår dock ett antal kritiska moment för att nå hela vägen fram. Det handlar exempelvis om att utveckla produktions, förpackning och marknadsföringsprocesser men också om att få viktiga godkännanden ifrån olika myndigheter. Projektets uppgift blir mer konkret alltså att se till att produkten kan produceras rutinmässigt och integreras i företagets ordinarie verksamhet.

Det är dock viktigt att poängtera att det här projektet inte skall hantera den rutinmässiga produktionen utan endast lösa problem och frågor fram tills dess. Företaget har ett eget mått för att avgöra ifall detta är uppnått och har definierat det som att när företaget kan producera 80 % av full kapacitet.
För att enkelt kunna följa projektet och avgöra ifall syftet är uppfyllt bör man bryta ner syftet till ett antal mål och delmål. Här handlar det om att vara tydlig men också om att sätta upp milstolpar projektet kan förhålla sig till. Vi anser att projektet skall uppfylla följande mål.
- Fastställa slutdatum för projektet
- Säkerställa att korrekt dokumentation (innehållsförteckning och forskningsresultat) är myndigheterna tillhanda och godkända samt säkerställa att FDA, EPA och OSHAs krav är tillgodosedda.
- Utveckla en förpackning för produkten
- Säkerställa att produktionen sker i enlighet med företagets policy och standard

Som vi ser handlar detta om ett antal tydliga och mätbara mål där det dels handlar om att uppnå företagsspecifika mål men också externa objektiva mål. Exempelvis hur ”US Food and Drug Administration”, FDA, skall godkänna produktens medicinska effekt medan det är upp till företagsledningen att godkänna förpackningen. Detta kan komma att ställa olika krav på kommunikationen och rapportering och man bör därför vara observant och flexibel.

Ansvaret för projektet och projektledningen har blivit tilldelat Mike Richards, som har varit forskare för produkten och arbetar inom forsknings avdelningen. Stöd från andra avdelningar av företaget kommer att vara nödvändigt, man kommer att använda sig av gruppen för paketering, inköp, ingenjörer, forskning, produkt tillverkning samt paket tillverknings gruppen. Alla dessa delar och grupper finns representerade inom företaget och det finns ingen uppgift som måste outsourceas och läggas på entreprenad.
I nuvarande läge är produktens prestanda och verkan säkerställd, men vad som behöver ses över är de slutliga justeringarna för att få en färdig produkt, dvs. exempelvis färgval, lukt och konsistens. Dessa delar kan ses som tekniska mål som måste övervinnas under projektets gång.

Utöver att få klart själva produkten, krävs färdigställande av ytterligare aktiviteter för att få ut det antiseptiska medlet på marknaden. Dessa delar kan återfinnas i nedanstående WBS struktur.

Vi har valt att dela upp “WBS” strukturen i sex delar: nödvändiga specifikationer, utveckling, design, inköp, installering samt test. Genom att titta närmare på strukturen kan man se huruvida de olika delarna inom projektet måste omhändertas av de olika representerade avdelningarna.

För att få ut den färdiga produkten på marknaden krävs att alla aktiviteter blir genomarbetade under projektets gång. Vi har valt att sammanställa alla aktiviteter och händelser i dels ett Gantt -schema (bilaga 1) för att se omfattningen av projektet, dess tidsgång samt för att hitta den kritiska linjen. Vi har även sammanställt en aktivitetslista för att få en övergripande syn på aktivitet a-r. I aktivitetslistan visas även “early start”, “late start”, samt “slacket”. Tydliga milstolpar i projektet skulle kunna tänkas vara när man får ett juridiskt godkännande för att producera produkten, start av produktion samt när man får ut produkten till försäljning. Alternativt skulle man kunna definiera milstolparna som färdigställande av respektive undergrupp representerad i aktivitets listan, dvs. färdigställandet av nödvändiga specifikationer, utveckling, design, inköp, installering samt test. Bland de mer tidskrävande aktiviteterna kunde man räkna in färdigställandet av specifikationerna, de olika inköpen av exempelvis resurser och material samt processen av installering. Bland de mindre tidskrävande aktiviteterna återfinns design och utformning. Den kritiska linjen går i aktivitetsledet a, e, f, h, i, j, k, n, r. ”Slacket” återfinns i aktivitetslistan under.

Den totala projekttiden uppgick till 325 dagar. Rödmarkerade fält representerar den kritiska linjen (ej i ordningsföljd).

Målet med projektet är enligt informationen i caset att få ut produkten på marknaden så fort som möjligt och vi har därför valt att istället för en traditionell resultatbudget ställa upp en cash flow analys. När produkten skall ut så fort som möjligt anser vi att man självklart skall hålla god koll på kostnaderna och hålla ner dem men det är också mycket viktigt att projektet har tillgång till kapital i kritiska skeenden och tidigt har identifierat de kapitalintensiva perioderna. De kapitalintensiva perioderna är svåra att identifiera i en enkel resultatbudget men hade vi varit projektledare hade vi velat komplettera
Vi kan också konstatera att detta handlar om att internt projekt utan externa aktörer. Detta kan visa sig vara en styrka då medarbetarna har erfarenhet av att arbeta tillsammans och har koll på företagets maskinpark, system och processer och företagskultur etc. D.U Singer Hospital Products Corp har efter den initiala produktutformningen delegerat projektansvaret till företagets Research & Develeopment –grupp. Mike Richards, vetenskapsmannen som stod för den basala produktens formgivning delegeras ansvar för projektutformning och genomförande. Övriga företagsdepartement som involverar sin personal i projektutformning och genomförande innefattar: Packaging Task Force, Research & Development, Corporate Engeneering, Corporate Purchasing, Hospital Products Manufacturing Group samt Packaged Products Manufacturing Group.
D.U Singer Hospital Products Corp har en företagspolicy vad avser projektutformning, vilken innefattar ett informationsflöde till marknadsföringsdepartementet, ett informationsflöde från produkttillverkningsexperterna och slutligen ett godkännande och arbetsverifikation från samtliga övriga departement som är direkt involverade i projektet. Därefter ska informationen och verifikationerna granskas av det verkställande utskottet (executive committee).

Finansdepartementet har estimerat att en veckas individuell arbetskraft kostar 600 amerikanska dollar. Nedtill följer en tabell där arbetsallokeringen i förhållande till de olika aktiviteterna och de olika företagsdepartementen är tabellerad i arbetstimmar, utifrån förutsättningen att en arbetsvecka består av 40 timmar.

Period Labor Requirements Table (i arbetstimmar)

Mike Richards är i egenskap av projektledare ansvarig för att upprätthålla vissa lagstiftade regler och standarder i förhållande till de som framgår i OSHA: Occupational Safety and Health Administration. OSHA är en federal myndighet som har i uppgift att framhålla riktlinjer och regler till arbetsgivare med målet att upprätthålla och tillgodosäkra de anställdas hälsa och säkerhet. OSHA opererar genom att sända inspektörer till arbetsplatser som faller under deras jurisdiktion, och erfar dessa att den lagstiftade säkerhetsstandarden inte upprätthålls har de rätt att bötfälla arbetsgivaren utifrån regelbrottets grad av allvarlighet. Om inte Mike Richards kontinuerligt ser till att regelverket följs kan detta vid en inspektion ge upphov till allvarliga konsekvenser för projektets fortskridning.

Mike Richards besitter en legitim oro över att produktutformningen ännu inte är fullt avklarad. Substansens prestandarelaterade funktioner är fullt utvecklade, däremot saknas fullständig utformning vad avser färg, doft och konsistens. Dessa funktioner adresseras på rutin, men fungerar fortfarande som ett hinder för vad som avses vara en färdig produkt. De betydande regelstrukturella frågorna vad avser dessa funktioner är redan avhandlade, men dokumentationen vad avser dessa har inte skickats in för verifikation och godkännande. Mike Richards anser att verifikationen kommer att avhandlas kvickt efter inskickande av dokumentationen, men risken för avslag existerar fortfarande och det är inte optimalt att initiera projektet utan ett godkännande.

En annan risk avser produktpaketeringen, ett problem som inte heller har blivit fullständigt adresserat ännu. Problemet avser i huvudsak designen. Tillverkningsprocedurerna av paketeringen skall tillgodose rådande regelverk och företagspolicy.

Mike Richards anar risker i en avsaknad av ett tydligt och transparent informationsflöde och projektmål. Detta problem adresseras genom en dialog med D.U Singer Hospital Products Corps Vice VD, där projektmål och Mike Richards roll som projektledare konkretiseras. Genom detta möte problematiseras också nödvändigheten i att Mike Richards måste tillgodose alla krav som statueras av diverse federala kontrollinstitut: FDA, EPA och OSHA. FDA (Food and Drug Administration) åsyftar den amerikanska livsmedels- och läkemedelsmyndigheten som ansvarar för regelstruktrurer vad avser mat, kosttillskott, läkemedel, kosmetika, medicinsk utrustning, radioaktiv strålning och blodprodukter. FDAs jurisdiktion inbegriper främst den initiala produktutformningen eftersom denna helt anpassas efter regelverket i skapandet av produktens fundamentala komponenter, men eftersom projektet omfattar tillverkningsprocesser, paketering m.m kan även dessa komma att påverka produkten. EPA (Environmental Protection Agency) syftar på den amerikanska människohälsa- och omgivningsmyndigheten. EPA verkar för att upprätthålla ett federalt regelverk vad avser påverkan på luft, vatten, land, utrotningshotade varelser och skadligt avfall. Det är av stor betydelse att D.U Singer Hospital Products Corp tillgodoser dessa krav i projektutformnings- och genomförandeprocessen då implementerandet av denna kan ha lika stor eller t.o.m större påverkan på omgivningen än produktutformningen. Det sista kontrollinstitutet som utgör en risk för projektet under en möjlig regelfrånvikelse är OSHA (Occupational Safety and Health Administration). Som tidigare konstaterat åsyftar denna myndighet att framhålla riktlinjer och regler till arbetsgivare med målet att upprätthålla och tillgodosäkra de anställdas hälsa och säkerhet. Återigen, för att adressera dessa risker krävs ett tydligt informationsflöde som alla projektgruppsmedlemmar känner till och kan operera utefter.

Den sista eventuella risken som avhandlas i mötet med Vice VDn åsyftar företagets interna policy om omfattande produkttillverkningsdokumentation. Att ignorera denna kan leda till misstro från ledningen samt förlorandet av en övergripande bild av effektiviteten och delmålsavklarandet i tillverkningsprocessen.

Den sista stora risken är framstående inom tidsallokeringen. De olika aktivitetsprocessernas livsslängd är estimerade av Mike Richards, Vice VDn och av Environmentdepartementet. Även om alla dessa parter kan anses dra rimliga och rationella slutsatser vad gäller tidsallokering krävs en möjlighet till flexibiliet i de fall då aktivitetsprocesserna inte har kunnat avklaras inom tidsramarna. Vid en eventuell modifiering av personalstyrkan kan tidspremisserna ändras. Även här är det ytterst viktigt med ett tydligt informationsflöde mellan de olika departementen, dess arbetare och projektledaren för att minimera risken.

Avslutningsvis är det viktigt att projektledningen utvecklar ett objektivt sätt att utvärdera huruvida projektet har lyckats. Detta kan exempelvis göras genom att delmålen kontinuerligt följs upp av projektledaren men också genom att man bekräftar inför företagsledningen på vilket sätt man anser att de olika delmålen är uppfyllda. Att involvera företagsledningen är nyttigt då man får personer som inte är involverade i det dagliga arbetet att utvärdera ifall delmålen är uppfyllda.

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