interaction - sharing my experience

Strides Bangalore | November 2016

Samir DaveNovember 2016

Introduction & Sharing my experience


Agenda

Topic Slide No.

Introduction 3 - 14

SWOT 15

Case studies 16 - 24

– Case study2: Transforming Organization’s Strategic Site to Project Management culture– Case study1: Project Management for divestment of Organization’s non-Strategic Site

Q & A


Introduction

Result-oriented professional with 25 years of experience in Facilities & Engineering, Project Management in chemical and pharma Industry

Skilled in preparation of Projects Proposals for Large to medium sized Projects based on FEL1,2,3 involving Project Capex based on R&D input, Basic Engineering and / Detailed Engineering studies, NPV, CFROI, ROI, Payback, COGM, Opex including utilities, Waste Management, manpower using standardized Global templates

Managed Capital Investment Projects (from concept to commissioning, validation and achieving design capacity) of more than 5000 Mio. INR, more than 30 direct various discipline Engineers, more than 20 different contractors with total manpower of 2000+ at site

Managed major shutdowns of the Plants and Facilities Management from 1995 till 2008; Facilities Management, Preventive Maintenance, Predictive Maintenance Plan and Reliability Centered Maintenance execution conducted as per Schedules that improved Assets life and reliabilityDocument


Introduction

experience with very reputed MNC that is system driven, trained on Engineering and Project Management from Bayer, AG and at IIMA on criticalities in Projects Management.

I am groomed on people skills thru Bayer Leadership program Bayer Leadership training and have worked with team of professional engineers, TIER1 consultants, very skilled contractors and hugely complex stake holders’ environment.

Passionate and committed Engineering Leader with expertise in working on Engineering excellence, handling numbers of projects in parallel right from concept making, project proposal till commissioning and handover.

I am trained on Global safety system for AI plants and systems and which form important milestones during projects Life cycles.

Skilled on Procurement support for vendor development and skilled on technical negotiations thru which we have benefited hugely


Introduction

Key SkillsProject Planning & Management: Tech Transfer, PMO, GMP, GEP,

Plant Engineering and Facilities Management SAP PM Module, RCM, OEE

Costing & Budgeting : SAP – PS and PM Modules, Capex – IMT

Safety Management: SIS Management, HAZOP, PSUA

Contracts Management :Schedule review

Regulatory Approvals liaisons, Quality Management

Process Improvement

Start-ups : Punch List Management, Cold & Hot Commissioning,


Introduction

• Parents are enjoying retired life and going great..

• Karan is honest, emotional and have an excellent value system now approaching for 10th next year

• Hardee is pursuing EC from NIRMA university and has joined Endeavour & looking forward to Management studies

• Sejal is our strength and keeps our bonding strong

• We are happy go luck family with great bonding


Project Title: Patented Molecule Implementation @ Ankleshwar Site– Budget : 5mio.€ Time Span : 14months– Description & Scope in brief : The project was offered to Ankleshwar site to be implemented from concept to commissioning in less than 14 months. It

was very crucial business case for BCS as it involved a case of alternate supply of this intermediate compare to high cost supplier from Germany having BI. The Project was brown field involving 7Gegraphic location at Site. The Project implemented within 14 months including the solvent recovery system. The project hit all KPIs of Within Budget, Within time and within quality specifications of product right from 1st batch.

– Highlight: The project won the award for the best Project Management category from the Global Management

Project Title: Aclonifen Project Implementation @ Ankleshwar Site– Budget : € 4Mio. , Time: 12months– Description & Scope in brief : The project was offered to Ankleshwar site to be implemented from concept to commissioning in 12

months. It was very crucial business case for BCS as it involved a case of alternate supply of this intermediate compare to high cost supplier from Germany having BI. The project offered challenges on design and implementation of process safety measures thru equipment design, selection and implementation SIL system, revamping of 25yrs old Peeler centrifuge from KMPT and commissioning at site. It also had time and budget challenges which were met thru smartly balancing use outsourcing v/s. in-house resources, upgrading the available equipment and items with proper planning and using steel flitching technology for building strengthening.

– Highlight: The project was almost on-time, within 5% increase in Budget. This project won the best Project Management Award from Bayer Global Management

Introduction Projects accomplished


• Project Title: New GMP Production Facility Implementation for Pyrethroid @ Ankleshwar

– Budget : € 2.5Mio. , Time: 10months– Description & Scope in brief :

• The project was offered to the site to be implemented from concept to commissioning in 12 months. It was very crucial business case for BCS as it involved an opportunity for Organization to have alternate supply set-up of facility within India. This was challenging in terms of timeline and overall concept that was derived from available Plant facility a brown field Project.

• The scope included to convert API facility with state of art – clean rooms with ISO Class8, – New HVAC systems– New Purified water system, – New GMP warehouse, – Facelift of complete plant and facility inline with cGMP standards– Documentation, qualification and validation of the systems. – The facility is audited by BHC. – The facility is operational since 2001.

• The facility is certified by FDA, GMP, BHC,



Project Title: AC4 Process Plant Restoration after Major Fire Incident & Settlement of Insurance Related Work – Budget : € 3Mio. , Time: 8months– Description & Scope in brief : This was one of the fast track and the most challenging business case project executed at Ankleshwar site. The

plant was affected hugely by fire incident and the same was taken up for restoration. – The Project scope included right from

• removal of chemicals from the affected equipment, piping, • Complete dismantling of all facilities, equipment, instruments, piping, electrical fittings, removal of cables, cable trays• NDT testing of building structure, assets, piping, RCC and steel structure, • Restoring structures, equipment and other assets with best technical solutions based on recommendations from inspection • improvement in the safety escapes, operational limitations, • Engineering with updated safety standards • EPC of complete new plant with improved version wrt operational, maintainability and efficiency aspect

– The project also involved insurance coverage clearance requiring special care w.r.t. all documentation (photos, reports, check points, vendor recommendations was maintained).

– The plant was restored within 8 months including Engineering, Procurement and Construction of new imported equipment, piping, instruments & most importantly implementation of all recommendations from DISH and other regulatory authorities.

– This project was appreciated by Global Management since it not only minimized BI outage but we also played very crucial role helping in recovering most of the assets, chemicals, BI insurance.



Project Title: New HTDS treatment facilities Set-up @ Ankleshwar Site– Budget : € 2.5 Mio. Time : 14months– Description & Scope in brief : The project included the treatability studies of various HTDS streams and evaluation of various

schemes for treating the HTDS streams of site. This involved working with expert team of BTSG in concept designing, MOC finalizing based on the pilot trials that we conducted at Site. The Project was implemented from concept to commissioning in 16 months. This was pre-cursor to the Ankleshwar Site divestment.

– Highlight: The project was completed within Budget with 4weeks time over run due to challenging timeline we adopted

Project Title: BMS Carve Out: Project Implementation @ Ankleshwar Site– Budget : € 3Mio. Time : 16months– Description & Scope in brief : This Project scope was to carve-out Bayer Material Science site from BCS manufacturing site.

The project involved following scope: Material Science site development with all basic infrastructure such as new water storage & pumping facility, Electricity substation, power plant, Gates between premises & security offices, road, storm water drains, fire water safety tank, pipe racks, modification of existing solvent tank farm BCS site development with demolition of formulation units, building of new Solvent tank farm, new power distribution substation, roads, drains & pipe rack at site, revamping of existing Site Master planning The project was very much complex w.r.t. the project organization. It involved 3 business organizations of Bayer (Material Science, Crop Science & Technology Services) in the Project organogram and stake holders from all three organizations were having their own objectives The project was a precursor for divestment of BCS site and involved very stringent timeline as the permits from various authorities were very complex and of first time in nature.

– Highlight: This project was completed within Budget with10weeks time over run due to involvement of authorities approval that involved complexities wrt divestment decision and announcements




Project Title: New GMP Production Project Facility Implementation at Vapi Site– Budget : € 2.5 Mio. Time : 14months – Description: The project was offered to Vapi site to be implemented from concept to commissioning in 12 months. It was very

crucial business case for BCS as it involved an opportunity for Organization to have alternate supply set-up of facility within India. This was challenging in terms of timeline and overall concept that was derived from available Plant facility a brown field Project. The facility is ready and audited by BAHC. The facility received very good appreciation from BHC. The facility will be operational from 1st quarter 2017.

Project Title: NaCMTS Project Implementation– Budget : € 3 Mio. Time : 14months – Description: The project was offered to Vapi site to be implemented from concept to commissioning in 12 months. It was very crucial business case

for BCS as it involved a case of alternate supply of this intermediate compare to high cost supplier from Germany having BI. – Highlight: The project won the award for the best Project Management category from the BVPL Management


Introduction implemented & achieved


SWOT

•With blend of qualification and variety of experience and exposure with MNC systems, culture, I can add significant value to the Organization as a Head of Engineering

1 .Strong commitment on structured approach2 .My qualification & MNC experience

3 .Leadership & interpersonal skills4 .Communication – listening skills

5 .Maximizer6 .Learner

1 .Pro-people approach2 .Giving constructive feedback

3 .Lack of work-life balance4 .Less health conscious

5 .In fast track situation sometimes loose focus on detailing

Opportunity

Strength Weakness

Threat1 .Exposure to multiple culture

2 .Blend of Technical and General Management experience3 .System & detailing orientation approach

4 .Handling of large variety of Engineering job5 .Limited pharma experience

1 .Effective work-life is <15years2 .Dynamic technological market requires to be

constantly updated 3 .Constantly changing regulatory norms and

expectations


Case Study - 1

• Highly manufacturing focused organizational culture• Lack of systemize approach for implementation / execution of Projects• No criteria for selection of vendors• Not able to identify the right level of contractors for high value projects• More compliance focused approach• No Project organizational approach• Confusion on in-house v/s. out-sourcing abilities• One approach to different scale of projects• Safety, Quality, time and Capex not meeting the Global expectations• Lack of Stakeholders confidence building and management

Transforming Organization’s Strategic Site to Project Management culture

Definition of Problem:


• Project Management at strategic site should be in-line with Global standards and follow 9phase model

• Project success is measured thru • Safety standards establish, demonstrate, measure and review• Within Quality specifications • On-time delivery / completion• Capex as committed – spending plan to be met

• Project reporting to global Management on monthly basis

• Conducting PRM with all stakeholders and Steering committee members

• All Stakeholders are on one page

• Site progress only with investment projects are successful

Objective:

Case Study - 1


• Created environment thru tools that enabled the supportive culture across • Strong Leadership demonstration : Walk the talk• Review meeting schedule and follow strictly• All stakeholders are communicated• Communication and awareness on CAPEX and organization’s commitment• Driven the team of Engineers thru the PM guidelines and importance of documents• Created war-room for daily communication for fast track projects• Discipline leads conducted regular meeting with contractors• The difficulties of contractors are explained to related stakeholders and resolved• The training workshops – technical on TGP documents and team leadership

Organizational Initiatives taken to transform people:

Case Study - 1


• In the process we touched upon following different internal stakeholders• IT• Production• Safety• QA• Industrialization• Environment & OHC• Site services - Gate and timekeeping• HR• Engineering Stores• Controlling – Local, HO & Global • Finance – HO• Site Management, MD & Global TISS

Organizational Initiatives taken to transform people to PM:

Case Study - 1


• Started gaining confidence of stakeholders• Team started winning thru delivering projects

• On-time• Within Budget• Quality specs.• Safety numbers

• Site achieved Best performance award for PM on two consecutive years from one year of this systemized efforts

• Best Project Management awards for • NaCMTS • ETP capability improvement• DICO

• OE measure implementation – 2Mio.€ savings /year

We start creating historical achievements:

Case Study - 1


• Highly demotivated site team after announcement of site divestment• Lack of confidence in implementation / execution of Projects• People were no priority for any new investment related to divestment• There are multiple projects on-hand to be met within challenging timeline and are pre-curser to

divestment• Site team to be part of implementation team• Limited outsourcing of resources• Multiple stakeholder organizations are involved and behave in silos

• BMS• BCS• BTS

Project Management for divestment of Organization’s non-Strategic Site

Challenges:

Case Study - 2


• There were multiple projects on-hand and are of different nature

• Process Plant capacity enhancement

• New molecule for occupying the plant capacity

• Process plan safety improvement

• Site Infrastructure improvement ( HTDS, Solvent tankfarm, water, electricity )

• Separation and Development of new Organization within the site

• This was in one time and different type of challenge for the carving-out of new site from within

requires all regulatory approvals

Challenges:

Case Study - 2


• Created environment thru tools that enabled the supportive culture across • Core steering committee meeting approach initiated• Outsourced less experienced but trainee engineers• Created weekly meeting with environment of empowerment• All leads were provided chance to discuss their plan and achievements on weekly and once

a month with Global TISS rep.• Strong leadership demonstration thru

• meeting commitments• Playing multiple roles• Focus on objectives with human angle

• Took help of organizational wings for critical services such as process engineering, PCT, P&PS

Organizational Initiatives implemented:

Case Study - 2


We could complete all projects well before the deadline of Divestment:

Case Study - 2


Thank you for your kind attention!

interaction - sharing my experience

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