Here are a few of our FY21 Lean Six Sigma business process improvement projects: • Reducing product waste through enhanced inventory management: non-salable inventory items that cannot be sold, donated or returned to a supplier are sent for destruction. The McKesson U.S. distribution team collaborated with internal partners to define Standard Operating Procedures and new processes to proactively detect overstock, redirect inventory to a centralized facility and service new customers outside of the McKesson network. This pilot project prevented 18,000 items from being destroyed and opened new opportunities for product access and sustainability across the supply chain. • Original pack dispensing at McKesson UK: pharmacies often de-blister medications and re-pack them into smaller personalized blister packages before delivering them to care homes. UK colleagues worked with nurses to rearrange the process. The medications are now delivered to the care homes in their original packaging. Nurses on site take over the allocation of the medications, supplying the patients directly from the bulk packs. This saved up to 300,000 customized plastic and paper medication packs per year. In addition, medical waste has also been reduced, as the nurses can react directly to day-dependent findings of the patients and do not have to resort to pre-packaged medications. These are just some of our Six Sigma business process improvement successes. Whether it’s reducing defects, streamlining processes or improving our environmental impact, we look forward to improving operational excellence in FY22 and beyond. In addition to delivering cost-benefit initiatives, one of Six Sigma’s key objectives is to train, coach and mentor employee talent . Introduction Stories Employees Access Equity Climate Operations >Table of Contents | 67 FY21 Impact Report