Philips Healthcare Work Values

Daily Duties at Philips Healthcare:

Director of Operations responsible for Emergency Care and Resuscitation business unit. Responsibilities spanned Manufacturing Engineering, Test Engineering, Continuous Improvement, Rework, Assembly, Calibration, and Non-Conforming departments totaling 95+ staff. Calm, balanced approach while facing multiple challenges of ship holds, assurance of supply disruptions, and increased rigors of QMS in Consent Decree environment. Thorough understanding of 21CFR820 and ISO13485 regulations/standards. • Defined vision, strategy, goals, and KPIs to lead high volume manufacturing of Class III PMA medical devices. Sample KPIs included on time delivery (95% target), Quality (98% first pass yield), Inventory (<$7M component inventory and <$250k in yearly scrap/obsolescence), and Productivity. (QDIP style metrics). Developed 5 year Hoshin planning defining long terms goals and projects for factory. Planning included new processes to improve efficiency and reduce cost such as laser marking and vision systems, Lean deployment goals such as Plan for Every Part & major Kaizens, QMS Compliance initiatives, and cost savings projects to achieve 5% YoY savings. • Operations P&L responsibility for >$7.5M annual budget. Delivered 4-5% year over year cost reduction with >10% annual volume growth through CI initiatives spanning yield improvement, scrap reduction, and process simplification. Budget included; DL, IDL, and salaried headcount planning; scrap and obsolescence inventory management, capital equipment ($1.2M), org. structure adds/reductions, factory consumable expenses, Calibration ($450), NRE, tool replacement, and budget growth for revenue/NPI introductions. Presented monthly factory performance review to Philips leadership, tracking performance vs. AOP. Absorption, purchase price variance, OT utilization, and NPI capitalization were part of monthly analysis. During my 9 years with Philips, yield improved from 92% to 98% using pareto analysis to determine problematic areas. Organized cross functional project teams to systematically improve yield in incremental stages. No fault found, non-repeatable processes refined and expanded. New test system methods such as concurrent testing and elimination of redundant tests part of cycle time reduction projects. • Successfully implemented and coached employees in Lean deployment utilizing QDIP daily management, VSM, 6S, GMP, and Kaizen bursts across manufacturing departments. Over 85% of staff achieved Lean Basics certification and all management team advanced Lean certified. -Personally led 3 Kaizen events focused on TAKT time reduction, line balancing, and label process simplification. Lean projects span Manufacturing and business process systems. Implemented tiered QDIP daily management, to foster engagement and problem solving skills across all levels. • Leadership Team sponsor for Assurance of Supply teams and Engineering Change Review Board. Mentored teams in schedule planning, daily management, QMS guidance, and scope creep. EC throughput increased by 50% and on-time milestone completion by 30%. • Adept at CAPA management and guidance, with senior membership in CAPA Review Board. -Member of weekly CAPA review board meetings focused on every single CAPA in the business. Philips had over 100 active CAPAs. Provided feedback on individual CAPAs regarding technical content, root cause analysis, and effectiveness of containment and long term correction actions. • Oversee appropriate qualification and validation activities (IQ/OQ/PQ) for NPI and product migrations • Achieved best in class employee engagement survey results for ECR division.

What they like about Philips Healthcare:

Working for a company with an emphasis on social values and helping society is a clear and important priority for you - a critical factor in who you choose to work for. In contrast to other factors, you place an organization's reputation for fairness and concern for the community above most other aspects of the company. As you search for a new job opportunity, it is usually possible to find out if the company is involved in the community and/or if it is addressing problems and issues in society. Pay special attention to non-profit organizations and those specifically involved in social action. Moreover, speaking with current and former employees should enlighten you to perceptions of the fairness of the company's leaders and the treatment of employees.

Tags

Change Management, Coaching, Engineering, Kaizen, Leadership, Management, Manufacturing, Manufacturing Engineering, Medical Devices, Inventory Management, Business Process Improvement, Lean, Continuous Improvement, Quality System, Supply Chain, Warehousing, Process Management, Budget Management, Organizational Develpment, Servant Leadership, Cost Savings, Capital Acquisitions, Plant Leader

Skills

Team Leadership, Problem Solving, Strategic Planning, Product Development, Six Sigma - Green Belt, Change Management, Medical Devices, FDA, Inventory Management, Business Process Improvement, ISO Standards, Workplace Safety, Corrective and Preventive Action (CAPA), Value Stream Mapping, Lean Manufacturing, Continuous Improvement, Quality Management Systems, Supply Chain, Design for Manufacturing, Warehouse Management, Process Management, Key Performance Indicators, Budget Management, Budget Develpment, SAP, Organizational Development, Performance Improvement

These are some of the questions we asked our climbers about their experiences with Philips Healthcare: