CCP23 Key Scope Issues ISPE关键问题 ISPE ccp23扫帚.ppt

BoD 2/26/04 Leadership in Manufacturing and Engineering Organizations Patrick Y. Yang, Ph.D. Executive Vice President, Product Operations January 26, 2006 ISPE Bay Area Subchapter Meeting Genentech - a cool company by the bay Thirty Years Science-based Growth Total Operating Revenues For the full year 2005, total operating revenues exceeded $6.6 billion, doubling our total operating revenues in the 2 years since 2003. Our Culture As of December 31, 2005, we have ~9,500 employees, an approximate 25% increase over 2004. In 2005, we were named by Science magazine as “the top employer and most admired company in biotechnology and the pharmaceutical industries” for the fourth year in a row. This month, FORTUNE magazine named Genentech as the #1 company on the 2006 list of The 100 Best Companies to Work For. We have earned a place on the FORTUNE list for eight consecutive years. We remain focused on working to protect and nurture our culture. Genentech’s Executive Committee Genentech’s Executive Committee Dressed up for Halloween Our key business challenges Successful new product launches Pricing/Reimbursement Manufacturing execution Supply chain risks RD Productivity Culture: being innovative and efficient Competition/Follow-On Biologics Excellence Means Being Innovative and Disciplined(The key word is “and”, not “or”… The risk is we become a “big pharma”) Genentech’s Cell Culture Capacity Growth Challenge Big Pharma vs. Great Biotech What are the differences? Sizes and scales Success rates Priorities Cultures Big Pharma’s Manufacturing Complex Supply Chain High Inventory Long Cycle Time Non-responsiveness Good/Fair Customer Service Islands of Excellence High Priority of Quality and Compliance Over capacity Typical Big Pharma “Reengineerging” or Cost Cutting Solutions (usually too late) Simplify. Mandate common processes. Create one source of global information Provide ease of access to key operational data Focus resources on high-value added activities An