| It's a well-known fact that dissonance is the voice of progress. But it is not often acknowledged that self-dissonance is the loudest of them all. |
| At Dr. Reddy's, we are constantly pushing the envelope. We refuse to accept limits and continuously strive to set new benchmarks - organisationally, nationally and globally. If there is one thread that weaves across all functions of Dr. Reddy's, it is our hunger for doing better tomorrow than what we did today. Our organisational culture recognises and encourages both, incremental improvements and disruptive shifts. |
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| Overview |
| Ever increasing population, outbreak of new maladies, unavailability and premium pricing of medicines call for a robust manufacturing process at the shop floor level. Exceptionally high quality standards combined with GMP practices are impediments to achieve this.
In such a milieu continuous improvement (CI) is an imperative, if we are to truly live up to our credo 'Good Health Can't Wait' by translating our efforts into on-ground tangible outcomes. |
| The culture of continuous improvement is embedded within the organisation. Each employee takes ownership of identifying opportunities and implementing lean practices in the process to achieve operational excellence. |
| In FY13-15, a total of ₹457 million savings have been accrued from various improvement projects by work teams, productivity improvement projects through lean six sigma tools guided by operational excellence and continuous improvement teams at the formulations plants. |
| To further encourage work teams to take up continuous improvement projects, we reward them based on parameters such as 'Complexity', 'Impact', and 'Timeliness' of the project. |
