02 | H. D. SMITH
months. This was a huge feat, requiring a massive effort of planning, implementation, and training. “We had a great spirit of unity and determination to get this done,” Wilson said. “We brought together people who were skilled in their areas, merging business folks with technical people, and put them on the road for a year. I tried to stay out of their way and just make sure they had the resources they needed.” He said he is happy with the way things have gone so far. The still-new Six Sigma efforts are having an impact on the H. D. Smith culture. Through continued work, hiring, and training of different
GOING LEAN TO IMPROVE BUSINESS
belts, he feels confident the organization will see continued improvement. Another major investment for the company has
In an industry of thin margins, H. D. Smith has
been in SAP software over the past three years.
implemented a range of initiatives to promote
This investment has influenced all other projects,
efficiency. The company began a Lean Six Sigma
as the company re-engineers its business process-
project throughout all seven of its locations, which
es to maximize effectiveness.
are strategically positioned throughout the coun-
These efficiencies are a necessary part of the
try. H. D. Smith has hired several black belts and
future of H. D. Smith, as they are with most areas
trained a number of green belts who identify “pain
of healthcare. The industry is faced with the chal-
points” within the company and develop plans to
lenge of providing excellent service at the lowest
improve processes or define potential savings in
cost possible. With the shift to generics, Wilson said
those areas. Wilson said the company currently has
wholesale distribution is becoming more commod-
10 such projects going on.
itized, which increases the need for efficiency.
During the past several years, the company has
salers. This expansion has increased the need
APPLYING INTERNAL DEVELOPMENTS TOWARD CUSTOMERS
for more cohesion and efficiency throughout the
The infrastructure efforts were implemented with
organization.
an end goal of bringing more value to H. D. Smith’s
expanded significantly, building five new facilities across the country and acquiring other whole-
In 2011, H. D. Smith invested in a new ware-
customer base. With that backbone in place, Wilson
house management system. This investment
said the organization’s next step is to begin apply-
transitioned eight warehouse facilities to paperless,
ing the benefits in ways that support H. D. Smith’s
seven of which had never had automated systems.
customer service and satisfaction.
Wilson said they were able to implement the system with no interruption for customers in only 13
H. D. Smith’s mission statement says it intends “to be the preferred, customer-focused, national
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