Traditionally, continuous improveme...

Traditionally, continuous improvement (CI) activities at Lonza were carried on the outside and managed by staff who were also responsible for the delivery of yield to internal and external customers. The CI concocts usually competed for resources with crops delivery. To address this issue, the potential benefit of having dedicated resources focused onward improving working practices and transactions was often discussed. Separating direct accountability for returns delivery from CI efforts alleviated this conflict.

In May 2003 Lonza restructur the manufacturing department and created sum of two units ...