Restructuring of the Operations department and Interim Management as COO at a medium-sized pharmaceutical company
Interim COO to bridge vacancy / reorganization of Operations organization
Company:
not public
Role:
Interim COO to bridge vacancy / reorganization of Operations organization
Industry:
Pharmaceutical Industry
Revenue:
> 30 Mio. €
Employees:
> 200
Timeline:
06/2022 – 07/2023
Situation:
Family owned company
Manufacturer of Materials for Pharmacies
Location:
North Rhine Westphalia
Responsibility:
- Approx. 200 Employees in production, head of manufacturing, quality control, supply chain and engineering in two locations
Context:
- Company not delivering business needs
- Structure and performance of Operations organization not supporting business needs
- New Operations structure to be developed and implemented
- Total output and – especially – output for a new narcotics product significantly behind market need
Actions:
- Co-steering of a company-wide SWOT project and its derived subprojects
- Development and implementation of a new organizational structure for Operations
- Implementation of new KPI structure (Operations focused) to drive business decisions
- Process improvements and loss elimination implemented
- Project management system rolled out
Results:
- New Operations structure developed and implemented successfully
- 20% output increase in one of the manufacturing locations by loss reduction and KPI based priority setting
- Output for new narcotics product doubled
- Significant improvement in project execution
Special Challenges:
- Material availability (especially out of Asia) due to COVID pandemic