Executive Director Of Operational Excellence Metrics resume example

Through the Implementation of KPIs and the utilization of external benchmark data, quantified organization, CRO, and clinical study performance to identify gaps and establish a strategic direction for the OE organization to drive improvements aimed at maximizing effectiveness and efficiency of the Global Clinical Sciences & Operations Organization (GCSO).

• Metrics: Established key metrics to understand GCSO business performance in terms of resource utilization, budget, and deliverables as well as metrics for CROs and key late phase studies
• Reporting: Key metrics summarized into concise scorecards and reported on a regular basis to drive improvements with the R&D Late Phase Clinical Study process as well as within GCSO
• Benchmarked UCB’s performance with others in the industry to become best in class
• Improvement Initiatives: Utilizing performance data, established a strategic improvement direction for the GCSO Organization and for the OE Organization resulting in specific improvement projects linked to the overall success
• Budget:Accountable for establishing and managing annual GCSO budget and resources, and facilitating agreements across clinical business units supported by GCSO

Managed the process engineering and technical organization focused on driving out invariance, implementing process improvements, identifying capital upgrades, improving testing, and implementing statistical process control.

• Reduced product variability by 50% through a major invariance initiative utilizing variance modeling and process capability assessment and improvement
• Improved product quality and manufacturing efficiency with a complex process control strategy
• Created and implemented a 5 year strategic capital plan.

Utilized technical, operation, and Lean-Sigma skills to enhance the delivery capability of the Skin Healthcare R&D organization through strategic planning, external supplier performance management, project execution, and progress reporting of key business initiatives and business functions.

• Performance: Successfully identified, prioritized, and established a progress tracking process for critical R&D deliverables aimed at focusing the organization to ensure delivery of new or enhanced revenue generating products
• Alignment:With approximately 60% of the R&D work done externally, established processes to ensure Consulting/Collaborations activities for innovation were aligned to critical technology platform deliverables
• Measurement: Implemented key measures for critical areas of the organization to understand both internal performance as well as external supplier performance.
• Visibility:Key performance measures and progress on major initiatives were published and reviewed with the R&D community on a regular basis.This was a critical step in bringing the Skin Healthcare R&D budget under control and refocusing both internal and external resources on critical initiatives
• Standardization:Implemented standard GSK processes and best practices into the Skin Healthcare R&D area, i.e., Health Care Professionals (HCPs) engagement and tracking, supplier risk assessment and central risk repository, supplier selection and engagement, budgeting and financial reporting, etc.

Actively embedded Lean-Sigma methodology into the worldwide R&D Procurement organization (responsible for ~ $1 billion/year of spend) to increase supplier value.  

• Implemented an R&D supplier risk program to Identify and mitigate R&D key supplier risks in the Preclinical, Clinical, and Lab Supply areas
• Drove structural and process improvements of a large CRO executed studies
• Created a supplier evaluation process and database to quantify the “health” of key suppliers based on business attributes; identified gaps and developed a common language to drive improvements
• Instituted an R&D external spend category management evaluation process and database to identify and quantify sourcing gaps
• Established a culture to utilize data to understand performance, identify gaps, and address root-causes to drive improvements
• Led an R&D technical team to evaluate and quantify the capabilities of suppliers in India and China to support the external sourcing of the drug discovery process

Improved the effectiveness and efficiency of the worldwide R&D Organization through the implementation of Lean-Sigma methodology, Hoshin Planning, and the coordination of 32 Black Belts.

• Applied skills and led Chief Technical Officer’s sponsored change initiatives including Technology Integration, Portfolio Management, Business Units and Special Product Group Strategy, and Skills Building for the Future
• Improved R&D program predictability (schedule & deliverables) by ~20%
• Saved $10 million in manufacturing waste reduction with a new product introduction process
• Led $100 million restructuring effort, reduced R&D fixed costs by consolidating R&D space by 33% (750,000 ft2) 

Full responsibility for the strategic planning, operations management, safety & environmental aspects, and technology improvements of the 2800 batches/year photographic emulsion and chemical facilities.

• Increased productivity 33% and reduced operating costs 25% utilizing a Lean-Sigma methodology
• Developed and installed quality measures (% utilization, first time yield, turnaround time, OEE, TEEP, etc.)

Spearheaded the design and installation of a worldwide production baseline system (>$50 million in capital).

• Developed a worldwide standard process, control system, product formulation system, and equipment design
• Coordinated installation, start-up, and validation/accreditation at 4 worldwide sites leading multiple design teams
• Managed deliverable estimates, negotiated resource conflicts and allocated resources.