Panel: Generating High Productivity Through Training and Total Workforce Engagement

Panel: Generating High Productivity Through Training and Total Workforce Engagement

  • What does investing in your people look like on a day-to-day ongoing basis?
  • How does the workforce contribute to steady cumulative improvements as the engine of long-term culture change and improved productivity?
  • Discussing motivational tools that solicit grassroots contributions: Competition, recognition, entertainment, and a sense of accomplishment
  • Offering examples where training, mentorship, job shadowing, and cycling through different job functions improves retention, job satisfaction, and contributes to improved performance
  • How far can a culture of continuous improvement and total workforce engagement permeate an organization?

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Knowing and Protecting Your Assets

Knowing and Protecting Your Assets

  • Discussing options for biomanufacturing capacity management:
    • Effective strategies for capacity utilization
    • Spreading capacity among and across different business partners
    • When is the right time to hedge with CMOs?
  • Understanding the attraction, retention, and development trends for talent assets
  • Illustrating these trends with metrics and examples from AstraZeneca’s own experience

Darren Dasburg currently serves as VP & Head, Learning and Development Global Operation at AstraZeneca. Bringing over 30 years of professional experience in a variety of settings, he was appointed Vice President-Site Head for the Boulder Manufacturing Center in September 2015 when AstraZeneca/MedImmune acquired the former Amgen biologics production facility. Previously, Darren held the position of Vice President of Capacity Utilization with MedImmune where he led capacity sharing arrangement to support bio-manufacturing efforts. Prior to that, he was a Founding Partner of Cinteger LLC where he provided executive management consulting in the areas of construction, facilities operations, project engineering, service-provider outsourcing, real estate and business management. Darren also served as Vice President of Corporate Engineering with GlaxoSmithKline. He is a licensed Professional Engineer and certified Outsourcing Professional, being the first person to obtain that certification.

Supply Chain Planning Process Transformation – A BP Fuels North America Case Study

Supply Chain Planning Process Transformation – A BP Fuels North America Case Study

  • Successful planning process transformation using Integrated Business Planning (IBP)
  • Scaling regional IBP processes into one process serving all North America
  • Tangible and intangible benefits of a successful IBP process
  • Key success factors for sustaining the process through change management, process development and continuous improvement

Cheryl McKinney
VP Strategy and Portfolio at BP Fuels North America
As a member of the leadership team of one of BP’s largest refining and marketing businesses, Cheryl McKinney is accountable for strategy, investment, and business development across North America. Her remit includes the BP refineries in Toledo, Ohio, Whiting, Indiana, and Bellingham, Washington, as well as the BP U.S. Pipelines business, and the BP North American Sales and Marketing businesses, which carry both the BP and Arco/ampm brands. Cheryl serves as President of the holding company for the BP-Husky joint venture at the Toledo Refinery and an Executive Committee Member for the Advance Biofuels Association. She serves as executive sponsor for BP’s corporate relationship with the Society of Women Engineers, and the BP Chicago Women’s business resource group.

Robert Hirschey
Principal at Oliver Wight Americas Inc.
Robert Hirschey has nearly 25 years of experience in a diverse background including strategy development, execution, and measurement; business planning and analysis; capital investment analysis; mergers and acquisitions, and various corporate development activities. Bob’s experience extends to the private label consumer products industry, where he helped start up a new division for a company in the disposable personal care products business. Bob has held positions such as VP, Finance & Planning; VP, Finance and Administration; VP, Strategy; VP, Corporate Development; and CFO. Bob’s experience from executive suite to plant management makes him uniquely qualified to lead organizations through their business process transformation initiatives. Bob earned his bachelor’s degree in economics from Harvard University and an MBA in general management from the Amos Tuck School of Business Administration at Dartmouth College.