IMC-2020 Presentation 36:11 Minutes
by Kirk Wolfgang, BMS and Kevin Joshi, JLL
Bristol Myers Squibb is a leading global biopharma company focused on discovering, developing and delivering innovative medicines for patients with serious diseases. Our people are focused on helping millions of patients around the world in disease areas such as oncology, hematology, immunology, cardiovascular and neuroscience. Through the Bristol Myers Squibb Foundation, an independent 501(c)(3) charitable organization, we support community-based programs that promote cancer awareness, screening, care and support among high-risk populations in the United States, as well as China, Brazil and sub-Saharan Africa. Our employees around the world work every day to transform patients' lives through science.
Jones Lang LaSalle (JLL) is a leading professional services firm that specializes in real estate and investment management. We shape the future of real estate for a better world by using the most advanced technology to create rewarding opportunities, amazing spaces and sustainable real estate solutions for our clients, our people and our communities. JLL is a Fortune 500 company with annual revenue of $18.0 billion, operations in over 80 countries and a global workforce of over 93,000 as of December 31, 2019. We provide services for a broad range of clients who represent a wide variety of industries and are based in markets throughout the world. Our clients vary greatly in size and include for-profit and not-for-profit entities, public-private partnerships and governmental ("public sector") entities looking to outsource real estate services.
Through a close partnering relationship between Bristol Myers Squibb (BMS) and Jones Lang LaSalle (JLL), we have been able to achieve significant results and improvements on our maintenance and calibration program at our Syracuse, New York biopharmaceutical manufacturing facility. Back in 2018, it was taking us over 70 days on average to complete corrective work orders which was creating safety and cGMP risk for our facility. Knowing that we needed a radical change to our performance, we established an aspirational metric to complete at least 95% of our work orders within 45 days. And then we set ourselves on a continuous improvement journey to meet and sustain the goal.
The process improvements we made such as creating a culture of accountability and focus, implementing CMMS start centers, and conducting LEAN process improvements enabled us to significantly improve and sustain our work execution results. As a result of our efforts we were able to complete 97% of corrective work orders within 45 days and drive our average work order completion time down to 13 days and sustain the performance for over a year. Most importantly, we have delivered on improved results that positively impact patient's lives.