Capsig Presentation April 2012
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

Capsig Presentation April 2012

  • 968 views
Uploaded on

We’ve certainly seen a number of changes in Australia with regards manufacturing operations. Some plants have totally closed, others have downsized significantly, some have moved off-shore and......

We’ve certainly seen a number of changes in Australia with regards manufacturing operations. Some plants have totally closed, others have downsized significantly, some have moved off-shore and others are considering their options.

A range of industries have been affected, including the healthcare manufacturing sector. Today questions are being asked about the future of the local industry and the effects of the changes on the people in our industry.

There’s two main messages I’d like to convey in this presentation:

Firstly, the world has changed, and a lot more change is coming.

Secondly, there are many opportunities within this changing world – opportunities for both employees and employers.

More in: Career , Business , Education
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
968
On Slideshare
968
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
4
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Embracing Changes in Pharmaceutical Operations Presented to CAPSIG April 18th 2012
  • 2. The world has changed and a lot more change in coming.There are many opportunities within thischanging world – for both employees and employers
  • 3. Effects of Global Financial Crisis
  • 4. Effects of the Global Financial Crisis Deregulation and fiscal irresponsibility Collapse of worldwide financial markets Failure of banks and businesses Increase in unemployment Plummeting business and consumer confidence Government policy focused on decreasing spending and increasing taxes/revenue Changes in European and US head office global policies – to save money Effects on Australian operations – decrease costs
  • 5. Pre GFC – Change was already coming Global restructuring of operations to focus on high growth markets eg Asia. Closure/Downsizing of Australian operations Relocation to China, Singapore, Indonesia Questions being asked: “How many more plants will close?” “How many more jobs will go off-shore?” Recognition that Australia is a significant contributor to high-tech manufacturing
  • 6. Australia in the Asian Century www.asiancentury.dpmc.gov.au
  • 7. Australia in the Asian Century Medicines Australia submission Australia has a well-established reputation in Asia for manufacturing safe and high quality medicines. Solid history of exporting pharmaceutical goods to Asia $1.7 billion in exports to 20 Asian countries in 2011. Continuing investment by some companies in manufacturing plants to supply markets in Asia. Growth area for Australia is ‘bio-manufacturing’ ie biologics – requiring highly sophisticated processes to manufacture in commercial quantities. Major investment requires government incentives eg tax breaks
  • 8. Where are we today?Some companies have closed their plants andhave moved manufacturing overseas.Other companies are increasing localmanufacturing for Asian demand.There are lots of opportunities – but theseopportunities require a new skill set
  • 9. Transferable Skills from Healthcare Manufacturing/QA/Operationsthose skills you already have, which can be transferred to other roles
  • 10. Transferable Skills fromHealthcare Manufacturing/QA/Operations Scientific and healthcare understanding Knowledge of regulatory requirements Technical writing skills Compliance and audit understanding Materials handling and testing Documentation and SOP experience Quality inspection experience Complaints management Database and IT systems experience
  • 11. Transferable Skills fromHealthcare Manufacturing/QA/Operations Process improvement initiatives: Reducing waste and rework Reducing changeover times Improving cycle times Improving process efficiency Improving product reliability Improving performance
  • 12. Transferable Skills fromHealthcare Manufacturing/QA/Operations Budget responsibility People management Team work Good time management skills Analytical skills Ability to multi-task, prioritise and work within deadlines Attention to detail and accuracy
  • 13. Transferable Skills AnalysisFacilitated examination of pastexperience and accomplishments. “How did you achieve this?” “What skills did you use?” “Where else can you use this skills?”
  • 14. Adding New Skills 1. Technical Skills 2. Business Skills
  • 15. Technical Skills Refresh current skills eg GMP, ISO 13485 Further tertiary qualifications eg Biotechnology ARCS courses Ausbiotech BioPro courses MTAA courses Masters of Drug Development Certificate in Health Economics Attending conferences and seminars – CAPSIG, AusBiotech, ARCS, ASMI, MTAA Develop a working knowledge of all areas (e.g. clinical research, regulatory, medical information, sales and marketing)
  • 16. Business SkillsRead business magazines and newspapers egHarvard Business Review, Financial ReviewRead business books – general business,finance, marketing, sales techniques,Watch business programmes – BusinessSunday, Foxtel business channels, interviewswith business leaders.Network within your company – Finance, HumanResources, Marketing, Sales
  • 17. A group of 5 skills that enable people to maximize their performance• Self-Awareness• Self-Regulation• Motivation• Empathy• Social skills Self-Awareness, Self-Regulation, Motivation – determine how people manage themselves Empathy, Social Skills – determine how relationships are handled
  • 18. 1. Self-AwarenessCandidates with well-developed self-awareness know theirstrengths and their limitations and are open to feedback and tocontinuous learning. As such they are effective players in today’seconomy because they embrace change. Interview questionswould be:Tell me about yourself.How would your colleagues describe you?…tell me moreTell me about your strengths and your limitations.Tell me about a time when you received feedback.Tell me about a time when you had a great success.Tell me about a time when you made a big mistake.
  • 19. 2. Self-RegulationBusinesses today need to deliver results. The result is thatworkplace environments have become more pressured and morestressed. Candidates with fine-tuned self-regulatory skills cancope with multiple demands. Interview questions would be:How do you handle stressful situations?How do you relax?Tell me about a time when you got angry. What did you do?When do you feel most under pressure?How do you handle multiple demands?How do you achieve work/life balance?
  • 20. 3. MotivationThe core of business success is having a motivated workforce.The interview presents an excellent opportunity to assessmotivation, achievement and drive with questions like:What motivates you?Why do you work?How do you measure success? What results do you achieve?Tell me about some challenging goals you have set?How do you overcome obstacles and setbacks?What do you do to stay up-to-date with industry developments?
  • 21. 4. EmpathyTo work together effectively there needs to be an understandingof others’ perspectives. Empathy is therefore a necessary skill inenvironments where collaboration brings commercial success.Describe a time when you had to deliver difficult news.What do you do when someone comes to you with a problem?Describe the people in your team and discuss what they need and howthey feel.Describe a time when understanding someone else’s perspective helpedyou understand them better.What do you do to understand someone else’s behaviour?How do you understand what your team members are feeling?
  • 22. 5.Social SkillWorking together towards common goals requires a range ofsocial skills like communication, rapport building, persuasion andconflict resolution. Again the interview is the time to assess thestrength of a candidate’s competency prior to the hiring decision.Tell me about a time when you needed to influence someone.Describe a difficult issue you had to deal with.Tell me about what you would do to gain respect as a new manager.Tell me how you build networks within your company.How do you develop rapport with people?How do you build relationships with people?
  • 23. Successful people have highly developed Emotional Intelligence They have self –awareness – they know their strengths, weaknesses, drives, values and impact on others. They have self-regulation – they control or redirect disruptive impulses and moods. They have motivation – they relish achievement for its own sake. They have empathy – they understand other people’s emotional make-up. They have social skill – they build rapport with others to move them in desired directions.
  • 24. An emotionally intelligent workforce will deliver results during turbulent times
  • 25. New OpportunitiesWithin your current company – outsourcing management;other rolesUsing your transferable and newly acquired skills:  Regulatory Affairs  Clinical Research  Medical Information  Medical Affairs/MSL  Medical writing  Health economics/Reimbursement  Sales
  • 26. New Opportunities Bio-manufacturing Biomedical Engineering Medical Devices Food FMCG Resources – Oil/Gas/Mining Universities/Academia Government
  • 27. The world has changed and a lot more change in coming.There are many opportunities within thischanging world – and these opportunities require a new skill set.