Impacts of Cultural Change in Under-Performing Facilities

Michael Brice, VP Offset Operations at INX International Ink Co., led a roundtable lunch-and-learn discussion entitled, “Impacts of Cultural...

Digital Transformation with Business Impact for Manufacturers

Chris Dobbrow, the Senior Vice President of Sight Machine, spoke at the Biomanufacturing World Summit in San Diego, CA...

Bringing a Quality Focus to CMO Management

Walter Cespedes led a roundtable lunch and learn discussion about bringing a quality focus to CMO management at the  2016...

Supply Chain Strategy: From Sell-In to Sell-Out

In today’s marketplace success is dependent upon embracing new technologies, data streams, and ways of interacting with consumers and...

The Role of Manufacturing in a Successful Biosimilar Strategy

Peter Moesta spoke on November 15th at the 2016 edition of the Biomanufacturing World Summit. His keynote presentation was...
MANUFACTURING
Impacts of Cultural Change in Under-Performing Facilities
LIFE SCIENCES
Digital Transformation with Business Impact for Manufacturers
LIFE SCIENCES
Bringing a Quality Focus to CMO Management
SUPPLY CHAIN
Supply Chain Strategy: From Sell-In to Sell-Out
LIFE SCIENCES
The Role of Manufacturing in a Successful Biosimilar Strategy
Impacts of Cultural Change in Under-Performing Facilities
MANUFACTURING

Impacts of Cultural Change in Under-Performing Facilities

Michael Brice, VP Offset Operations at INX International Ink Co., led a roundtable lunch-and-learn discussion entitled, “Impacts of Cultural Change in Under-Performing Facilities” at the 2017 edition of the North American Manufacturing Excellence Summit. In this video he shares why he chose this topic and how the lunch conversation went.


Michael Brice is a 31-year printing ink industry veteran.  He has served in every capacity:  lab technician, colormatching, manufacturing, inplant technician and management, sales and senior level management.  Mike became Chief Operating Officer of Superior Printing Inks in 2000 and named is President and COO in 2003.  He also worked in the energy sector and then for Squid Ink Manufacturing for two years until he joined INX International Ink Company in Nov, 2011.  Michael has served INX in a sales capacity as well as organizing and managing INX’s North American distribution effort.  Mike was appointed Director of Offset Operations in 2012 and then, his current position, as Vice President of Offset Operations in 2013.

Digital Transformation with Business Impact for Manufacturers
LIFE SCIENCES

Digital Transformation with Business Impact for Manufacturers

Chris Dobbrow, the Senior Vice President of Sight Machine, spoke at the Biomanufacturing World Summit in San Diego, CA in November 2016. His presentation was entitled:

Digital Transformation with Business Impact for Manufacturers

  • Proving that the most valuable data in manufacturing is from production itself
  • Choosing the right goals and outcomes to make a difference
  • Connecting disparate IT systems together into a unified whole
  • Building a scalable approach for the enterprise, step-by-step: Start small to go big
  • Understanding why data lakes and bespoke projects don’t scale
  • Illustrating successful projects with concrete examples
Bringing a Quality Focus to CMO Management
LIFE SCIENCES

Bringing a Quality Focus to CMO Management

Walter Cespedes led a roundtable lunch and learn discussion about bringing a quality focus to CMO management at the  2016 edition of the Biomanufacturing World Summit. We asked him a few questions about how it went.

Walter Cespedes is a seasoned executive with over 28 years of industry Quality experience. Mr. Cespedes serves as Executive Director, Third Party and Commercial Quality Americas for Teva (Actavis).  Prior to this appointment, he served as VP Corporate Quality for Durata Therapeutics, Inc.  Mr. Cespedes has also held a position as a Senior Director of Corporate Quality Assurance for MEDA Pharmaceuticals. Prior to his work at MEDA, he held Quality Assurance roles at Pfizer, such as Quality Operations Supervisor, Senior Manager for Quality Operations, and Drug Product Assurance Team Leader. Earlier in his career, he worked for Roche Diagnostic Systems, Inc., Hoffman La-Roche, Inc, and Biocraft Laboratories, Inc. Mr. Cespedes is a graduate of Seton Hall University and earned his Masters of Science in Executive Management from the New Jersey Institute of Technology.  He now serves on the board of NJIT College of Science & Liberal Arts.

SUPPLY CHAIN

Interview: What Are Supply Chain Executives Talking About at NASCES16?

We interviewed Todd Fain, Transportation Impact’s VP of Freight Services, on some of the supply chain trends he discussed at the 2016 edition of the North American Supply Chain Executive Summit.

Transportation Impact, a 4-time Inc. 5000 company, comes from humble beginnings. In 2008, Keith Byrd and Travis Burt, both then senior-level managers at UPS, left the world’s largest shipping company after nearly two decades, respectively, to launch their own start-up with the mission of providing clients with the most competitive small package contracts in the country.

Then, the company’s original headquarters was nothing more than a table and chairs in the 10×20 storage closet of an Emerald Isle, N.C., surf shop Byrd co-owned. The founding partners leveraged their experience to grow the company door-to-door and, eventually, the word began to spread about the spend management firm based in a coastal vacation town along the southernmost part of North Carolina’s Outer Banks.

As the company grew, its team expanded to include other former senior managers from various carriers, all of whom brought their own experience from a variety of parcel, and later freight, shipping backgrounds. Through their extensive carrier experience and the development of an effective negotiation process, Transportation Impact has achieved sustained growth by driving measurable results to its clients’ bottom-lines. Today, the company employs a team of more than 50, with more than 200 years of combined carrier experience, leveraging its industry savvy to drive down clients’ net annual parcel, LTL and TL spends by an average of more than 20 percent.

By staying true to its core values of work ethic, professionalism, perfection, integrity and passion, Transportation Impact has developed a strong presence in its community and is among the fastest-growing businesses in the country.

Supply Chain Strategy: From Sell-In to Sell-Out
SUPPLY CHAIN

Supply Chain Strategy: From Sell-In to Sell-Out

In today’s marketplace success is dependent upon embracing new technologies, data streams, and ways of interacting with consumers and trading partners. A true paradigm shift is underway, yet many companies, while embracing new technologies, fail to adjust their business rules and practices to fully leverage the benefits these new techniques offer. In this presentation Miguel Abuhab, Founder of NeoGrid, discusses:

  • Why paradigm shifts are a necessity in today’s business climate for overcoming contemporary technology constraints
  • How visibility into integrated metrics can help you drive profitability and move from a push-based to a pull-based model
  • How manufacturers can maximize cash flow, minimize lost sales, reduce overstocks and ensure product availability at the store shelves
LIFE SCIENCES

The Role of Manufacturing in a Successful Biosimilar Strategy

Peter Moesta spoke on November 15th at the 2016 edition of the Biomanufacturing World Summit. His keynote presentation was entitled, The Role of Manufacturing in a Successful Biosimilar Strategy.

Peter Moesta has more than 30 years of experience in the biopharmaceutical industry and a strong understanding of manufacturing and launching complex biologics. Before joining TPI, he was senior vice president of Biologics Manufacturing at Bristol-Myers Squibb, where he oversaw the development, production and worldwide launch of numerous significant biologics, including oncology products Yervoy and Opdivo. Previous to this role, Peter held various leadership positions in biologics development and manufacturing at Abbott Laboratories and BASF AG.

Bringing Virtual Reality Tools to Biopharmaceutical Manufacturers
LIFE SCIENCES

Bringing Virtual Reality Tools to Biopharmaceutical Manufacturers

Michelle Stafford of GE Healthcare demonstrated new virtual reality tools at the Biomanufacturing World Summit. Executives were able to tour a facility in China and step inside a bioreactor to inspect its internal workings. Will these new tools become an industry standard in the near future?

GE Healthcare provides transformational medical technologies and services that are shaping a new age of patient care.

Our broad expertise in medical imaging and information technologies, medical diagnostics, patient monitoring systems, drug discovery, biopharmaceutical manufacturing technologies, performance improvement and performance solutions services help our customers to deliver better care to more
people around the world at a lower cost. In addition, we partner with healthcare leaders, striving to leverage the global policy change necessary to implement a successful shift to sustainable healthcare systems.

Our “healthymagination” vision for the future invites the world to join us on our journey as we continuously develop innovations focused on reducing costs, increasing access and improving quality around the world.

How Companies and Communities Find Success Together
LIFE SCIENCES, MANUFACTURING

How Companies and Communities Find Success Together

Frank McCrady attended the 2016 edition of the Biomanufacturing World Summit. In this interview, he shares some of his thoughts about what companies are looking for when they are evaluating where they want to do business and who they want to do business with.

With nearly 30 years of experience in economic development and banking, Frank McCrady has spent 14 of those years as EMCID’s President and CEO, elevating East Montgomery County through strategic planning to a community ready for growth. Under his leadership, development has soared and sales tax revenue for the 158-square mile improvement district has increased by more than 200 percent, from $2.5 million in 2002 to $7.7 million in 2015. Current retail and entertainment projects underway stand to further financial success for the District and the community in the form of job creation, additional business recruiting tools, expanded services, community grants and scholarships for local youth.

McCrady was elected in November 2015 to serve as the Western Region Director of the Southern Economic Development Council (SEDC), the oldest and largest regional economic development association in North America. The SEDC is comprised of 17 states in the southern United States and the District of Columbia. As Western Region Director, McCrady will lend a strong voice for economic leadership to Arkansas, Kansas, Louisiana, Missouri, Oklahoma and Texas. This is the second time McCrady has been elected to the position; he served a one-year term in 2008.

Prior to taking over the leadership position at EMCID, McCrady served as the Deputy Director of Community and Economic Development for Salt Lake City, the Executive Director of the Tulsa Economic Development Corporation and as Operations Manager of Riggs National Bank in Washington, D.C. He also served in the U.S. Army Reserve and retired as a lieutenant colonel after 28 years.

McCrady graduated from the University of Arkansas with a BS in Finance and Banking. He received his MBA from Webster University in St. Louis, MO. McCrady also attended the United States Command and General Staff College in Fort Leavenworth, KS and took the Advanced Operations and Warfighter course, completed studies at the United States Army War College in Pennsylvania, and he took on additional coursework at the National Defense University in Washington, D.C.

Transforming a Medium-Sized Company to Better Engage with Both Customers and Suppliers
MANUFACTURING

Transforming a Medium-Sized Company to Better Engage with Both Customers and Suppliers

Executive Platform Interview with Jack Feng, May 2016

Dr. Jack Feng is in charge of Commercial Vehicle Group’s Lean Six Sigma deployment at over two dozen CVG manufacturing facilities in the US, Mexico, China, India, Australia, UK, Belgium, Czech and Ukraine. Prior to joining CVG, Dr. Feng served different leadership roles within Caterpillar such as Strategy Manager / Master Black Belt, Industrial Engineering Manager, Director of Asia Pacific Lean 6 Sigma Planning and Deployment and Senior Technical Steward. At Caterpillar, he led the development and deployment of Caterpillar Production System (CPS) Master Black Belt program and taught its first four waves.  He also led the development and deployment of the CPS Master Learning Center including CPS Assembly, CPS Machining and CPS Welding for hourly associates as well as for office employees.  Before that, he was a professor of Industrial and Manufacturing Engineering at Bradley University and at Penn State University. Dr. Feng has conducted research projects and consulting services for Boeing, Caterpillar, China National Science Foundation, Cincinnati Machines, Dana Corporation, Deere & Company, Rockwell International, Rubbermaid, Society of Manufacturing Engineers, Tyco Health Division, University of Illinois Medical School and the US State Department Fulbright Program.

A lot of small companies struggle with operational excellence programs, and a lot of big companies struggle to work with their smaller suppliers who do not have effective lean and six sigma and operational excellence programs in place. That is what I want to talk about. I have worked for the very large companies, Fortune 50 companies, and now I am working for a much smaller company. Getting those organizations to work together starts internally and then involves a lot of communication and cross-training.

Do you find large companies want you to work to their standard, or do you try to meet in the middle? How are you aligning your Operational Excellence programs?

Before I joined the company we did not have this kind of structured program. Our big customers – Daimler, Volvo, PACCAR, Caterpillar, and John Deere — asked us to send our people to their Lean and 6-Sigma Black Belt training programs. We still have some of these people working at CVG and others have left to pursue other opportunities.

We had sent people to conform to our customers’ standards of work. They trained our people in customer service or quality improvement or performance improvement. We were not using the same tools or speaking the same language. They requested we send our people to their training programs, and that became part of the organizational requirement from our big customers, but it was not a long-term solution. It might cost us $20,000 for the training plus travel to train someone to our customers’ standards, and then there was no internal support here at CVG once they came back. Now we had people working in isolation: This one works for PACCAR; this one works for Caterpillar; this one works for Daimler and Volvo. There was no corporate organizational support for their work; they felt frustrated when they came back because people did not understand what they were doing.

Now we have decided to go above and beyond what our customers have requested us to do for them. We are going to build our own internal Operational Excellence (OpEx) culture to a very high standard. That’s good because, Number One, we have a lot of customers, and some of them were not requesting anything of us because they did not have a program of their own that they wanted us to follow.

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SUPPLY CHAIN

Video: Trends and Predictions from Supply Chain Executives

We asked a number of supply chain executives, “What do you talk about when you network at our event?” This short video is a compilation of some of the trends, issues, challenges, and opportunities the attendees of our most recent North American Supply Chain Executive Summit feel are relevant today and that will become even more important over the next five years.

A New Way to Rapidly Develop Biomanufacturing Capacity and Add Greater Value to the Decision to Build
LIFE SCIENCES

A New Way to Rapidly Develop Biomanufacturing Capacity and Add Greater Value to the Decision to Build


David Radspinner  spoke  on November 14th at the 2016 edition of the Biomanufacturing World Summit. His session was entitled, A New Way to Rapidly Develop Biomanufacturing Capacity and Add Greater Value to the Decision to Build.

In March 2016, David Radspinner was appointed as the General Manager for the GEHC LS newly created BioPark business.

Previously, in January of 2014, GE acquired the HyClone Cell Culture business and subsequently David was appointed as its Hold Separate Manager.

David earned a PhD in Analytical Chemistry from the University of Arizona and has spent over 14 years working within the areas of developing, manufacturing and characterizing pharmaceuticals. David has over 10 years experience in business development, product management, sales, marketing and cross-functional leadership.

The Role of Process Development in Next Generation Biologics Manufacturing
LIFE SCIENCES

The Role of Process Development in Next Generation Biologics Manufacturing

Alison Moore delivered the opening keynote on November 15th of the 2016 edition of the Biomanufacturing World Summit entitled, The Role of Process Development in Next Generation Biologics Manufacturing.

Dr. Alison Moore is Senior Vice President, Process Development serving both Operations and R&D organizations. Prior to this role, Moore served as senior vice president, Operations Technology. Moore was previously vice president, Process and Product Engineering (P&PE) function, where she was responsible for Process Development, Clinical Operations and Global Operations Planning. Moore served as vice president, Corporate Manufacturing, overseeing Supply Chain, Contract Manufacturing, Global Distribution, Manufacturing Technologies, and Operations Risk Management. Before taking on this position, she was vice president, Site Operations at Amgen’s Fremont, California, manufacturing facility (AFR).

Before heading up the AFR facility, Moore was a director in Chemistry, Manufacturing and Controls Regulatory Affairs at Genentech. Prior to her time at Genentech, Moore had previously spent nine years at Amgen in various positions of increasing responsibility within the Process Development organization.

Moore holds a Ph.D. in Cell Biology from Manchester University, England, and a bachelor’s in Pharmacology with Honors from Manchester University, England. Following her doctoral degree work at Manchester University, she was a Postdoctoral Research Fellow at the Medical University of Lübeck, Germany, and at Genentech.

Panel – Strategies to Identify, Develop, and Retain the Leaders Your Organization Needs for the Future
SUPPLY CHAIN

Panel – Strategies to Identify, Develop, and Retain the Leaders Your Organization Needs for the Future

 

This was the final session of September 12th of the 2016 edition of the North American Supply Chain Executive Summit. The discussion revolved around strategies to identify, develop, and retain future leaders. The panelists from left to right are:

Selina Kaing, Head of Global Transportation & Supply Chain Analytics, Google

Selina Kaing leads strategy for global transportation and supply chain analytics as part of Google’s retail operations. She joined Google in 2010 as part of the supplier sourcing team handling the company’s multi-billion dollar spend base and more recently led partner development for Google’s Motorola division (now part of Lenovo) focusing on new technologies and initiatives related to mobile. Prior to Google, she worked extensively in procurement and supply chain across a variety of major companies including Gillette (now part of P&G), The Walt Disney Company, Nestlé, and Express (formerly part of Limited Brands). Selina holds a B.A. in English Literature from Harvard University and an MBA from Oxford University.

Todd Scott, Executive Director, Global Supply Chain, General Motors Company

Todd Scott was appointed GM Executive Director of Global Supply Chain in July 2015. He is responsible for all Supply Chain planning and execution of GM’s vast supply base, as well as Lean Material Strategies and Execution at all manufacturing facilities globally. Todd also represents GM’s Global Purchasing & Supply Chain on the company’s Global Manufacturing Staff. For the past 32 years, Todd has worked for GM in the US, Brazil and China. He has held numerous leadership roles in Manufacturing, Logistics, Sales and Marketing, and Global Purchasing and Supply Chain. Todd holds a B.A. in Business from Michigan State University and received his MBA from Wayne State University in Detroit.

James Spaulding, Director of Indirect Purchasing, Navistar

James is an accomplished procurement executive with 20 years of cross functional experience throughout procurement, finance, and internal consulting. James is currently Director of Indirect Procurement at Navistar, a leading manufacturer of commercial trucks, buses, defense vehicles and engines. Mr. Spaulding has oversight on all facets of indirect procurement spend across Manufacturing, Corporate, Supply Chain and Distribution. James has been with Navistar for 8 years and previously held a number of diverse leadership assignments with Nationwide Insurance, Cardinal Heath, and Emerson Electric focusing in Finance, Finance Transformation, and the Consulting space. Mr. Spaulding earned his BA in Finance from the University of Toledo, and his MBA from The Ohio State University.

Elizabeth Door, Vice President, Global Strategic Sourcing, North American Region, Whirlpool Corporation

Elizabeth Door joined Whirlpool Corporation in January 2011 as the Vice President of the North American Region – Global Strategic Sourcing. She has procurement responsibility for the Whirlpool North American Region. She manages approximately $7.7 billion in annual purchase value including Direct Materials, Indirect Materials and Finished Product Sourcing for North America. Elizabeth was previously with General Motors Corporation from 1995 to 2010. Elizabeth held various positions in the Global Purchasing and Supply Chain Function at General Motors Corporation. Her last role prior to joining Whirlpool; was the Global Purchasing & Supply Chain Director for Automotive Interiors & Safety overseeing a spend of $6 billion and leading a global team in Mexico, USA, Korea, China, Latin America and Europe.

Mark Trylinski, Vice President of Logistic Services, North American Region, Sony Electronics Inc.

Mark Trylinski has more than 30 years of supply chain management experience. He is a 27 year Sony veteran and is currently Vice President of Logistics Services for Canada and the United States. Mark has leadership experience in import/export, order management, logistics service, inventory planning, demand planning, distribution operations and retail planning. He has served as Chairman of the Canadian Retail Shippers Association (CRSA) (2008- 2015) and he was a member of the Border Commercial Consultative Committee (BCCC) (2008-2015) where he advised on the development and implementation of government policies

Supply Chain Excellence in the Digital Age
SUPPLY CHAIN

Supply Chain Excellence in the Digital Age

Reuben Slone delivered the opening keynote on September 13th of the 2016 edition of the North American Supply Chain Executive Summit entitled, Supply Chain Excellence in the Digital Age.

Reuben Slone is Senior Vice-President, Supply Chain for Walgreen Co., based in Deerfield, Illinois. He serves on the Walgreens Executive Operating Committee with responsibility for Retail and Pharmacy Renewal, two initiatives that will replace the company’s store and pharmacy systems. As head of supply chain, Slone is responsible for inventory management and replenishment, imports, transportation, distribution center operations and logistics for the company.

Slone previously worked at OfficeMax, where he served as executive vice president of supply chain and general manager of services. In his eight years with OfficeMax, he was responsible for inventory management, transportation and warehousing, strategic sourcing, real estate, store development, facilities, print and copy, B2B technology, managed print services, and break room and facilities maintenance products businesses. In addition, Slone managed front-end inventory at OfficeMax and oversaw supplier development. Prior to joining OfficeMax, Slone held various executive positions with Whirlpool, General Motors, Federal-Mogul, EDS and Ernst & Young.

Slone has authored two articles published by Harvard Business Review: “Leading a Supply Chain Turnaround” in October 2004 and “Are You the Weakest Link in your Supply Chain?” in September 2007. In May 2010, Harvard Business Press published Slone’s first book: “The New Supply Chain Agenda.”

Slone is also a member and past chairman of the board of directors of Aspire of Illinois, a non-profit organization serving children and adults with developmental disabilities.

He received a bachelor’s degree in engineering from the University of Michigan, Ann Arbor, in 1984.