{"id":1385,"date":"2023-09-26T19:20:50","date_gmt":"2023-09-26T19:20:50","guid":{"rendered":"https:\/\/weber-interim.works\/?p=1385"},"modified":"2024-01-24T09:37:47","modified_gmt":"2024-01-24T09:37:47","slug":"restructuring-of-the-operations-department-and-interim-management-as-coo-at-a-medium-sized-pharmaceutical-company","status":"publish","type":"post","link":"https:\/\/weber-interim.works\/en\/restructuring-of-the-operations-department-and-interim-management-as-coo-at-a-medium-sized-pharmaceutical-company\/","title":{"rendered":"Restructuring of the Operations department and Interim Management as COO at a medium-sized pharmaceutical company"},"content":{"rendered":"\t\t
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Restructuring of the Operations department and Interim Management as COO at a medium-sized pharmaceutical company<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\tInterim COO to bridge vacancy \/ reorganization of Operations organization\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Company:<\/strong>
not public<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Role:<\/strong>
Interim COO to bridge vacancy \/ reorganization of Operations organization<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Industry:\u00a0<\/strong>
Pharmaceutical Industry<\/p>

Revenue:<\/strong>
> 30 Mio. \u20ac<\/p>

Employees:<\/strong>
> 200<\/p>

Timeline:<\/strong>
06\/2022 – 07\/2023<\/p>

Situation:<\/strong>
Family owned company<\/p>

Manufacturer of Materials for Pharmacies<\/p>

Location:<\/strong>
North Rhine Westphalia<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Responsibility<\/strong>: <\/strong> <\/p>

  • Approx. 200 Employees in production, head of manufacturing, quality control, supply chain and engineering in two locations<\/li><\/ul>

    Context:<\/strong><\/p>

    • Company not delivering business needs<\/li>
    • Structure and performance of Operations organization not supporting business needs<\/li>
    • New Operations structure to be developed and implemented<\/li>
    • Total output and \u2013 especially – output for a new narcotics product significantly behind market need<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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      Actions:<\/strong><\/p>

      • Co-steering of a company-wide SWOT project and its derived subprojects<\/li>
      • Development and implementation of a new organizational structure for Operations<\/li>
      • Implementation of new KPI structure (Operations focused) to drive business decisions<\/li>
      • Process improvements and loss elimination implemented<\/li>
      • Project management system rolled out<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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        Results:<\/strong><\/p>

        • New Operations structure developed and implemented successfully<\/li>
        • 20% output increase in one of the manufacturing locations by loss reduction and KPI based priority setting<\/li>
        • Output for new narcotics product doubled<\/li>
        • Significant improvement in project execution<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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          Special Challenges:<\/strong><\/p>

          • Material availability (especially out of Asia) due to COVID pandemic<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

            Interim COO to bridge vacancy \/ reorganization of Operations 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