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What are some of the unexpected lessons —good and bad— we have taken away from 2020 and 2021? Discussing examples of innovations created by necessity during the global pandemic that will continue on long into the future Taking this chapter in our working lives as an opportunity to re-evaluate, reconsider, and rethink some of the manufacturing processes and strategies we had in place before COVID-19 — Maciej Stawicki VP Global Manufacturing Procter & Gamble Maciej Stawicki is the P&G Global Manufacturing Vice President. He owns the Integrated Work System capability building program for 113 manufacturing sites across the globe. Stawicki…
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Key steps for a successful business transformation — Vitor Gregorio President and CEO Bosch Thermotechnology North America Vitor Gregorio is the President and CEO of Bosch Thermotechnology, the North America HVAC division for German multi-conglomerate Robert Bosch. For more than 20 years, Vitor has been transforming the organization, making Bosch the leading brand in the HVAC industry in North America. Under Vitor’s leadership, Bosch Thermotechnology North America today serves a large and diverse set of commercial and residential customers with state-of-art and high-end solutions for heating, coolling and hot-water in all 50 states and Canada. In his current role as…
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What is motivational intelligence, and how does Baker Hughes use it to make our people great? Illustrating how Baker Hughes approaches building teams in an organized, systemic, replicable way Creating organizational capabilities with scalable, measurable methods Aligning what we do with the overall mission of our organization What does leading a team built and organized in this fashion look like? Offering ideas and insights that other companies can apply to their own team development programs — Stephen Graham Manufacturing & Product Quality Excellence Executive Baker Hughes Stephen Graham is considered by many to be a Renaissance Man – he’s travelled…
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Illustrating the importance of leaders during crises and rapidly evolving circumstances. What have we learned in the last two years? Offering new ideas and best practices to do reviews remotely and win buy-in from a distributed workforce How has workforce culture evolved, and what initiatives are we moving forward with to shape and influence the culture we need for the future? What should other organizations leadership take away from our experience? — Brian Krinock SVP, Vehicle Manufacturing & Production Engineering Toyota Brian Krinock is a senior vice-president at Toyota Motor North America. He oversees the manufacturing operations of eight vehicle…
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How manufacturing operations leaders prepare for a Direct Listing / IPO Understanding and reinforcing the strengths and weaknesses of your manufacturing capabilities throughout the journey Sharing best practices and lessons learned in a rapidly growing company preparing to Direct List / IPO Simplifying your communications in manufacturing operations capabilities and bringing others on the journey — Stephanie Pullings Hart SVP, Operations Warby Parker Ms. Hart is currently the Senior Vice President of Operations at Warby Parker. During her tenure, Warby Parker went public through a direct listing, opened a second optical lab, and has maintained exceptional quality and customer service as…
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Volkswagen’s push to electric mobility in America and Chattanooga’s future key role Walking through the final stages of Chattanooga’s transformation – the localized assembly of Volkswagen’s ID.4 all-electric SUV Highlighting the importance of our workers as catalysts of EV change Sharing experiences and discussing what comes next — Chris Glover President and CEO Volkswagen Chattanooga Operations LLC Chris Glover is the new President and CEO at Volkswagen Chattanooga LLC, the company’s assembly plant in Tennessee. Glover assumed the role on January 1st and will lead the plant’s transformation and push towards electric mobility, starting with the localized production of the…
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Offering an overview of MBUSI’s 25 Years of Production in Alabama and deep dive into how the plant has evolved through the years Discussing opportunities and challenges involved as MBUSI prepares to start production of all-electric Mercedes-EQ vehicles in the United States Showcasing the highly-flexible Mercedes-Benz production system, allowing different models and drivetrains to be assembled within the plant to adapt to customer demands Sneak peek of operations within the new Battery Factory, which will the high-performance lithium-ion batteries for the EQS SUV and EQE SUV is CO2-neutral — Shedrick Kynard VP of Operations Mercedes-Benz U.S. International, Inc. Shedrick Kynard…
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Leaders in Manufacturing Leading Manufacturers How Google Cloud can help you and your organization lead? — Fabien Duboeuf Industry Manager, Manufacturing Google Cloud Leveraging his scientific background, his career started as a research scientist working on bacteria and enzymes in France, England and in the US. He learned to gather insights, design experiments to find creative solutions. Later as an entrepreneur, he learned that empathy and a customer centric approach lead to successful business outcomes. In his corporate career, he combined his scientific approach with customer skills at Elsevier, Autodesk, and Siemens guiding his customers through their digital transformation to…
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What are some of the unexpected lessons —good and bad— we have taken away from 2020 and 2021? Discussing examples of innovations created by necessity during the global pandemic that will continue on long into the future Taking this chapter in our working lives as an opportunity to re-evaluate, reconsider, and rethink some of the processes and strategies we had in place before COVID-19 How should we adjust our approach to communication, coordination, mentoring, and management in the emerging ‘new normal’ of work? Has the global pandemic changed the way people think about their personal and professional development? What should…
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Our knee-jerk leadership reaction to the pandemic: from managing change to managing burn-outs! Recovery: how to reboot culture, leading with purpose and agility Defining and adopting next-gen performance and talent management — Pascal Bécotte Managing Director Russell Reynolds Associates Pascal leads Canadian operations for Russell Reynolds Associates and is also a member of the firm’s global Executive Committee. He is a key member of the Healthcare Sector where he advises clients across the globe on their overall talent strategy, particularly with respect to leadership assessment, succession planning and the recruitment of directors, CEOs and other senior executives. More specifically Pascal…
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Discussing the common pitfalls observed during establishment of initial GMP programs in the areas of quality systems, materials management, supplier qualification, etc. How are companies adopting organizational changes and leveraging digital systems to avoid these pitfalls? Important factors to consider when assessing build vs. buy for early-phase clinical production, and considerations for scaling a GMP program up and/or out Illustrating the importance of establishing clear process requirements and conducting informal and formal facility fit assessments using real-world examples — Chris Mansur President, Azzur Consulting Azzur Group Chris Mansur currently serves as the President of Azzur Group’s Consulting division, which specializes…
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Using innovative thinking to realize a future more “immune” to supply chain disruptions Incentivizing improvements to the pharmaceutical manufacturing infrastructure that enhance the reliability of manufacturing and supply Delivering on the promise of advanced manufacturing to provide reliable, available, high-quality drugs for patients — Michael Kopcha Director, Office of Pharmaceutical Quality, CDER FDA Michael Kopcha, Ph.D., R.Ph., Director, Office of Pharmaceutical Quality (OPQ), is a leader in the development of innovative solutions to resolve scientific, manufacturing, and commercialization issues worldwide – and in standardizing and harmonizing global processes. With more than 25 years of pharmaceutical industry experience, his areas of expertise…
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How the pandemic impacted the structure and responsiveness of our global networks Responding to new geographic fluctuation of demand by disease states and patient delivery The challenges and opportunities posed by new product innovation and managing lifecycles — Linzell Harris SVP Global Supply Chain and Strategy AstraZeneca Linzell Harris is senior vice president of Global Supply Chain and Strategy for AstraZeneca, with overall responsibility for the development and execution of the end to end supply chain platform and product supply strategies. In addition, he is responsible for ensuring the strategic development of network designs and supply chain capabilities supporting the…
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How do you define a supply chain? The what, the who, the where and the how Risk categorization Impact, probability and detectability Risk approach Detection, prevention/mitigation and response Near-miss lessons learned — Ken Kent SVP, Chemical Development and Manufacturing Operations Gilead Ken is the Senior Vice President of Chemical Development and Manufacturing Operations. He is responsible for Gilead’s entire drug substance supply and oversees process R&D functions in Foster City and Edmonton, as well as internal and outsourced manufacturing. He played a critical role leading CDMO in sourcing ingredients and scaling up production of remdesivir drug substance, to speed up…
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Discussing how the business model change accelerates Highlighting transformation needs in business setup, technology and ways of working Impact on Development and Manufacturing of different modalities How does Bayer gets prepared for such opportunities and challenges? — Wolfram Carius EVP Pharmaceuticals Bayer AG Prof. Wolfram Carius is the EVP Pharmaceuticals at Bayer AG and is a member of the Executive Committee for Bayer Pharmaceuticals. He is based in Berlin, Germany. Prior to joining Bayer, Wolfram was a corporate senior vice president and member of the global leadership team at Sanofi Genzyme for nearly three years. Before that, he worked for…
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