BL Quality

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Anonymous said:
I'm in the quality organization and am excited about all the changes and re-org(even though I don't know exactly what it's going to look like). The current B+L QA structure is so stupid and there needs to be more cuts. We need at least 50% more cuts. There are too many stupid policies and procedures that were created just to please one or two managers and individuals. There are so many stupid procedures that are so convoluted that were created by these people to try to ensure they still may have jobs. Hopefully, the re-org will get rid of these people and throw an A-bomb on this stupid system they created. Time to get rid of this crap and have a system that actually adds value instead having stacks of paper to create and review just to justify someones job.
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You will ger what you wished for. Enjoy. .
 






Quality team, boom is coming down, most of your leaders are engaged in job hunting and many are flying around for interviews. If they are doing if then you are stupid not to do it. Do what is best for you.
 






Anonymous said:
Quality team, boom is coming down, most of your leaders are engaged in job hunting and many are flying around for interviews. If they are doing if then you are stupid not to do it. Do what is best for you.
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The same could be said for most of the Rochester people. By the end of the year, there won't be any need for more layoffs there.
 






Anonymous said:
Quality team, boom is coming down, most of your leaders are engaged in job hunting and many are flying around for interviews. If they are doing if then you are stupid not to do it. Do what is best for you.
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Part of the problem is, the new organizational structures left Quality outside the realm of the regional hierarchy and reporting lines. With Quality still following its own line of authority set apart from the control and power of the manufacturing and operations management structures, Quality will have no incentive to do its job better or more efficiently. Quality (much like Regulatory) has to get on board with basic concepts like effectivity and speed to market - while still remaining compliant of course. This group needs to be busted apart and aligned with product lines and regions - not have a direct course to headquarters - either old or new.
 






Anonymous said:
Part of the problem is, the new organizational structures left Quality outside the realm of the regional hierarchy and reporting lines. With Quality still following its own line of authority set apart from the control and power of the manufacturing and operations management structures, Quality will have no incentive to do its job better or more efficiently. Quality (much like Regulatory) has to get on board with basic concepts like effectivity and speed to market - while still remaining compliant of course. This group needs to be busted apart and aligned with product lines and regions - not have a direct course to headquarters - either old or new.
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What are you talking about? Quality is being broken up to support regions as we speak. Regions, "check ignition and may God's love be with you." Forget about ground control. We've left the building.

"while still remaining compliant of course" - This sounds like a trivial footnote except you are talking about B&L locations around the world with a history of stubbing their toes.
 






Anonymous said:
Part of the problem is, the new organizational structures left Quality outside the realm of the regional hierarchy and reporting lines. With Quality still following its own line of authority set apart from the control and power of the manufacturing and operations management structures, Quality will have no incentive to do its job better or more efficiently. Quality (much like Regulatory) has to get on board with basic concepts like effectivity and speed to market - while still remaining compliant of course. This group needs to be busted apart and aligned with product lines and regions - not have a direct course to headquarters - either old or new.
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Unsure of what this poster is referring to specifically, but - rumors are the short Italian from California will be heading up most of U.S. Surgical - with exception of Quality and a few other pieces. Can see how it might be difficult to be held accountable for performance and new product line releases throughout an entire division within the U.S. but not be able to influence the gatekeepers that ultimately hold the power of approval and release to market. Someone either doesn't have all their facts straight, or there's some Quality head honchos in domestic manufacturing facilities that don't know yet their days are numbered. Best of luck to all either way.
 












Talk around the water cooler is Hadji turned down the Eur job. Angelo Conti has taken over operations of North America ( the lower 48 for now - to add Canada in 2014). Uppermost senior management didn't see fit to roll up Quality under Conti's management. So, nothing really will ever get done in 2014 since Quality has their own agenda no matter what the expense - even if they're going above and beyond minimum LGA and FDA requirements. Versemann and Tom Moore need to rise up and stage a coup. We used to worry about petty things like earnings per share, profit margins, and cogs. These days it's all about how many awards we can win, how many hundredths of a percent our quality metrics are greater than everyone else, and how good Tom Brennan looks on a spreadsheet. Umm hmm, 'cause that's the kind of stuff that pays the bills.
 












Whoo these quality guys are getting into this. It is a real shame though to get racist in these chats. I happen to know Raja and he is geniunely a great leader and mentor and about the only leader I believe knows how to manage quality and business needs. It is also unfortunate that you have chosen to write in people like Tom Brennan. He has done nothing but support R&D site, the business, the people, the company and above all customers.
 






Raja doesnt' know squat. All he knows is what needs to be filled in on the blanks on his spreadsheet. He has folks performing non-value added activities for 25-30 hours per week to make some report look nice. His terror and intimidation tactics he imposes on his direct reports prevents them from performing their day to day activities that are needed to send product out to the paying customers. There's a significant delta between what the requirement is, and what Raja wants to make his life easy and simple. Just ask James Thurman, he'll tell you what the score is.
 






























WOW !!! Someone had too many Natty Lites tonite before going to bed. Probably going to regret all this rage tomorrow. Crawl back into your sleeping bag and "show me" what you got in the morning.
 






Anonymous said:
I'm in the quality organization and am excited about all the changes and re-org(even though I don't know exactly what it's going to look like). The current B+L QA structure is so stupid and there needs to be more cuts. We need at least 50% more cuts. There are too many stupid policies and procedures that were created just to please one or two managers and individuals. There are so many stupid procedures that are so convoluted that were created by these people to try to ensure they still may have jobs. Hopefully, the re-org will get rid of these people and throw an A-bomb on this stupid system they created. Time to get rid of this crap and have a system that actually adds value instead having stacks of paper to create and review just to justify someones job.
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You must be the only person in the quality organization that feels this way. I know at my manufacturing facility, the quality folks complain daily about being understaffed, need better and new procedures and policies, and they really feel the strain of inspections and audits making it difficult to perform their normal jobs. Maybe we don't need 50% cuts in quality people, maybe just that group reorganized and people reassigned so that all the work can get done.
 






Anonymous said:
You must be the only person in the quality organization that feels this way. I know at my manufacturing facility, the quality folks complain daily about being understaffed, need better and new procedures and policies, and they really feel the strain of inspections and audits making it difficult to perform their normal jobs. Maybe we don't need 50% cuts in quality people, maybe just that group reorganized and people reassigned so that all the work can get done.
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You should come to my manufacturing plant then, as there are so many QA staff that they nearly outnumber the operators at this stage. By far the biggest department I know. Room for pruning....
 






Anonymous said:
You should come to my manufacturing plant then, as there are so many QA staff that they nearly outnumber the operators at this stage. By far the biggest department I know. Room for pruning....
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Interesting. Makes one wonder how the quality group became so disproportionally allocated. It's troublesome to see one faciltiy struggling, while another has excess resources. Even more confusing how the local leadership teams at these facilities wouldn't escalate this inequity to get it resolved. It would be easy for someone from Valeant to come through the plant that has too many quality people and "prune" them without realizing they might just need to be sent to another place that could use some extra help. As disheartening as it is for the places that feel understaffed, I'd be more concerned about those places that have too many, that's some low hanging fruit to lay off right there.
 






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