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MANUFACTURING OPERATIONS EXECUTIVE

MANUFACTURING OPERATIONS EXECUTIVE

Work Experience

Solvay Pharmaceuticals 1980 - 2007

Early Retirement (June 2007)
General Manager Manufacturing, France (07/2005-05/2007)
Vice President Manufacturing Operations, GA and MN/ USA (2002-2005)
Director Pharmaceutical Manufacturing, Germany (1994-2002)

Solvay Pharmaceuticals is a group of national pharmaceutical companies in SOLVAY SA with 13,000 people worldwide and annual revenues of $3 billion. SOLVAY SA is an international chemicals and pharmaceuticals group with headquarters in Brussels/Belgium. It is present in 50 countries and employs 33,000 people in its chemicals, plastics and pharmaceuticals activities. Its sales amount to $12 billion in 2006.

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General Manager Manufacturing, France (since 05/2005)


Relocated to France in order to solve the management issues in a recently constructed factory that failed to go operational. Temporarily accountable for two facilities (one is downtown and the other is on the green field) with a combined headcount of 400 employees with the objective to be reduced to 280. Responsibility for the start up of the green field facility ($60m investment) for the supply of solid dosage forms for international markets (including US) that will generate progressively up to $ 1 bn sales. The site consolidates the 12 solid dosage forms of four other European sites but is also responsible for the scaling up and validation of new products coming from R&D. Because of the maturity of the product portfolio the objective is to reduce the COGS significantly by $12m (the total budget is $100m). The downtown facility is an ailing facility producing medical devices, liquids and ointments purely for the French market and had to be closed by the end of 2006, in parallel outsourcing had to be organized. Reporting in a matrix organization to the CEO of France as well as to the Senior Vice President of Global Manufacturing and Supply. Leading 7 direct reports in Production, Plant Performance, Quality, Supply Chain, Engineering, Finance and HR.


Factory start up strategy
„Ï Shut down the downtown facility in December 2006 after outsourcing and organizing the tech transfer of the national French products.
„Ï Developed lean org chart by process mapping for the new factory resulting in the lay off of 120 people in 2006. In compliance with French social laws negotiations with works counsel were successfully completed. Organized the smooth transition of 280 people to the green field facility. All employees got intensive training in GMP, technology and Lean practices.
„Ï Identified waste, inflexibility and variability of processes with the help of a consultant. Introduced Lean best practices (Kaizen, SMED, OEE, 5S).
„Ï Serviced in Phase III producing clinical material of a new product line of 8 different tablets for the US market. Took the lead of the engineering department to design and construct separated facilities for these products with new process and packaging equipments.
„Ï Built up QA organization and prepared new site for a FDA pre approval inspection which occurred in May 2007 in order to launch the new product line for the US market. The inspection resulted in only one observation on the 483 form.
„Ï Was instrumental in restructuring the Supply Chain to minimize stocks and to reduce costs (outsourcing of the distribution center, pull system for packaging orders, centralization of purchasing to global level, better use of SAP software).
„Ï Built up new young management team by discovering internal talents and developing them, looking for complementarities.
„Ï Restructured the formerly strong Technical department (Outsourced facility management and general maintenance, put production maintenance under the control of the head of production). Now the Technical department is mainly the management of new technical projects.


Vice President Manufacturing and Operations, GA and MN/ USA (2002-2005)

Part of the executive leadership team driving the short- and long-term strategy for the US business. Directly accountable for the two US facilities with a combined 200 employees, and for the COGS of the product portfolio which generates $700 million annual revenue.


Integration and Operational
Performance Improvement Strategy

„Ï Promoted and relocated to the US to formulate and lead a turnaround in the US and to expand the international market by identifying new acquisition opportunity.
„Ï Integral part of the due diligence that resulted in the Mexico acquisition, this new company adds $20m sales annually.
„Ï Through restructure, operational improvement strategy and introduction of SAP, effectively reduced workforce 25% across all disciplines including supply chain, distribution and procurement¡Xwhich results in $ 10 million savings annually (COGS down from 14.5 % to 13.0 %).
„Ï Built up regular communication with Sales in order to improve reliability of supply chain planning.
„Ï Built up regular communication with R&D in order to improve robustness of analytical and process technologies to be transferred in the late phase of development. Serviced in Phase III with production of clinical material.
„Ï Project leader for technical upgrading of separate Hormone tablet facility to specialize US site as a world class facility. Conducted contact with local FDA inspectorate to achieve their <green light>. The 2004 inspection resulted in no 483- observations.


Vice President Manufacturing/Operations, Brazil (2004-2005)


This position was held in parallel to the US position. Responsibility for a recently acquired 100 people site in the outskirts of Sao Paulo.


„Ï Built up a new management team and organized rapid integration of people, process and systems into the Solvay culture.
„Ï Project leader for technical upgrading of manufacturing respecting current GMP ($5m investment).
„Ï Upgraded the overall GMP level which resulted in a positive ANVISA (Brazilian FDA) inspection in December 2004 and ensured a $25m business.



Director of Manufacturing, Germany (1994-2002)

Drove all aspects of the 400-employee operation (enzyme API¡¦s, solid dosage forms and packaging) encompassing development, planning, procurement, production, QA/QC, distribution, engineering and technical services, IT, finance and HR. Facility shipped 60% overseas and generated $ 200 million annually.

Operations and Project Management
„Ï Focused a formerly multipurpose site on one value stream, an enzyme API, its formulation into beads, filled into capsules and packaged for worldwide supply including US.
„Ï Developed and scaled up the bead technology for these enzymes.
„Ï Project leader for numerous capital investments including planning and building a $ 30 million construction to start-up an enzyme extraction, a $ 12 million packaging/warehouse department and a new quality control facility.
„Ï Outsourced other facilities such as sterile forms and chemical synthesis.
„Ï Raised the quality assurance and GMP levels to US standards to secure the $ 50m enzyme business in the US.



Supervisor in different pharmaceutical production units in Germany and France (1980-1993)








Education

Ph.D, Synthetic Organic Chemistry (Dr.rer.nat.)
Masters Degree, Chemistry (Diplom-Chemiker)
Christian- Albrecht- University, Kiel, Germany

Executive Training

Executive Program, INSEAD business school, Fontainebleau, France
Business Administration Program, University Munster, Germany


Skills

operational leadership (people manager)
project leader investments
lean management
quality management

Languages

German
English
French

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