E3S - European Sensory Science Society’s Post

Visited by R&D Head to provide us a valuable insight

"How good is your data?" This was the question that shaped all my activities during last week (Week7) of my #ignite journey. We worked with nearly 150 members of the sales team in Advanced Sterilization Products company across EMEA, LATAM and RoA to draw a clearer view and an understanding about #growth #opportunitieis and #value added activities. The teams are enthusiast to tackle the gaps and work on a sustained solution to ensure objectives are met efficiently. In Fortive we care about efficiency and effectiveness. Our efforts in this project are dedicated to achieve these two criteria by eliminating waste and embracing the change. I also had the opportunity to meet with my Home OpCo Industrial Scientific MEAT team, Rami Usama, Ashiq Musthafa, Mohamed Meheisen, Mohamed, Sayra Patel, Sherif Al Atabany, Arun Pillai, Diljith Ramachandran, Albert and Ali for a Team Building Activity: Prison Break at Prison Island AE. We were split into 3 teams to collect points by breaking out from 26 different rooms by solving mental, logical, and physical challenges. I was the Leader of Applications Team and WE WON! 😎. Here are some pictures.⏬ This week, I am in South Korea 🇰🇷 with the ASP RoA team for our face-to-face #Kaizen event in which we will go through all the work together, suggest countermeasures, experiment our ideas, and evaluate the results. Special thanks to Fred Sun, Jade Park, and the rest of RoA Kaizen team for organizing and making this happen. #ForYouForUsForGrowth

Achieving a more rapid time to market, however, can be complicated by lengthy, costly product development cycles; changes in the labor market and talent acquisition strategies; and the highly-regulated nature of this industry. Successful life science organizations must ensure that every step along the product development continuum is carried out as efficiently and effectively as possible, including the development and commissioning of laboratory infrastructure. In this paper, we explore how smart life science technologies combine with digitalization and data-driven services to optimize project timelines, scale up production, support certification efforts, and take products to market rapidly—without compromising on product / research quality or safety. Read more in our paper: https://sie.ag/6ysAkm

Achieving a more rapid time to market, however, can be complicated by lengthy, costly product development cycles; changes in the labor market and talent acquisition strategies; and the highly-regulated nature of this industry. Successful life science organizations must ensure that every step along the product development continuum is carried out as efficiently and effectively as possible, including the development and commissioning of laboratory infrastructure. In this paper, we explore how smart life science technologies combine with digitalization and data-driven services to optimize project timelines, scale up production, support certification efforts, and take products to market rapidly—without compromising on product / research quality or safety. Read more in our paper: https://sie.ag/6ysAkm

Only 14% of life science quality professionals think their department is hitting its full potential. That’s a key finding from our recent 2024 global quality trends survey. And here’s another: there’s a big perceived gap between how leaders of medical device, pharma and biotech companies communicate the importance of product quality and safety, and how they actually back their quality teams up with tools and funding to deliver it. Where does this gap come from? I think it stems from a cultural misunderstanding of what quality is. Too often, business leaders hear ‘quality’ and only think ‘compliance’. They treat quality as a one-off to-do item to make regulators happy - not a value-add business engine to invest in for the long run like sales and marketing. And that means the full potential of the quality team is hardly ever hit. That means less revenue, and fewer life-saving products getting to patients. The four horsemen of a weak quality culture: 1) No continuous improvement: “we’re compliant now, let’s keep going as we are” 2) No deep performance or patient monitoring: “we’re already compliant - why bother?” 3) Bare-minimum investment: “more quality = less $” 4) Fear of regulatory punishment: “we need to focus on clause-by-clause compliance or we’ll be shut down” It falls to quality professionals to start changing things, bringing the full, exciting potential of their teams to life for the C-suite. Speaking the language of the boardroom. Ditching the jargon. Linking quality to whole-business and patient outcomes. Getting a seat at the table with CSOs and CMOs. More quality doesn’t mean less $. It means more - if it’s supported properly. Let’s get that 14% up for next year’s report. Curious to hear what my followers think. https://lnkd.in/grNaBguv #lifescience #qualitymanagement

How do you run an experimentation loop in Brownie Bee? In this video Brownie Bee expert Morten Bormann Nielsen takes you through the process in just 3 minutes. 🔽💡 Brownie Bee is developed by Danish Technological Institute, Alexandra Instituttet and Novo Nordisk.

Super excited to share that my recent collaboration with the brilliant Prof. Lior Fink and Esti Baranes from Ben-Gurion University of the Negev was published in Information & Management. This research uses the capacity theory of attention to show that attention capacity may be lower during mobile use. Does it explain all the craziness in the world?! Probably not, but it might explain some… Check it out: https://lnkd.in/eUzkuP4E Esti Baranes, Ben-Gurion University of the Negev

Are supply chain constraints holding your business back? Check out our exclusive webinar to learn about strategies for overcoming these challenges in the life sciences industry: Learn how to optimize capacity planning, expand partnerships, and thrive in a demanding environment. Don’t miss out on expert insights and actionable guidance. Register now to secure your spot! https://lnkd.in/duiCjcgY

Trends in the chemistry and life sciences sector Over the last twenty years, the sector has grown in both the number of people employed and the number of companies. At CLS we have two decades of experience and are on the forefront of the industry. René Kemps of CLS explains: “Twenty years ago, large companies had a (corporate) R&D department in the Netherlands, like Unilever, Philips, DSM and AKZO/Organon. These departments have been closed, splitted or moved to other countries. Nowadays it is a challenging time in chemistry and life sciences sector. Yes, we see many start-ups in Chemistry & Life sciences but this growth has unfortunately not translated into more jobs in R&D but even less and a lot of reorganisations/restructuring is going on.  If the Dutch government stimulates the investment climate and businesses in Life Sciences, we are confident that the Netherlands can stand out again on innovation and development in this sector. It will provide necessary stability for companies to grow and acquire even more talented specialists.” Are you ready for a new step in your career and keen for some expert advice? Just reach out to us at info@cls-services.nl or head to https://lnkd.in/eEErgC8Q

In February, I participated in the Global Case Competition hosted by Copenhagen Business School with my talented teammates Matthew Lim, Darren Ong (王政捷), and Liew Khin Hian, Kevin. We had just 24 hours to dissect and provide solutions for a fictional case about Novo Nordisk, a major pharmaceutical company from Denmark. Although this was our first case competition and we had no experience, we made up for that with passion and a strong desire to learn, even though it meant sacrificing our Chinese New Year celebrations. It was a challenging yet eye-opening experience, especially since it was my first time analyzing the financial statements of a pharmaceutical company, a significant shift from my usual focus on tech and retail industries. Despite our lack of experience and an initial inefficiency in task division, we pushed through with determination. Learning how to research and coming up with creative yet feasible solutions was a very valuable learning experience for me. I have also learnt how to structure my solutions and recommendations such that the explanations and supporting evidence fits in nicely and makes the solution more compelling. One major lesson we learned was the importance of carefully reading and understanding the case details. We had to scrap our initial solution halfway through due to a misinterpretation of the problem statement, but we adapted quickly and developed a new, more accurate solution. Although we missed the semifinals, placing in the top 35% of teams was a proud achievement for us. This competition taught us valuable lessons in teamwork, strategy, and the importance of meticulous planning and execution. Here's to more learning experiences and continuous improvement! Looking forward to participating in more case competitions with you guys in the future! #CaseCompetition #Teamwork #LearningExperience #PharmaceuticalIndustry #CopenhagenBusinessSchool #NovoNordisk #FinancialAnalysis #ContinuousImprovement