[DISCLAIMER] The following transcript is being delivered UNEDITED via a streaming service. This transcript has not been proofread. It is a draft transcript, NOT a certified transcript. It may contain computer-generated mistranslations and spelling errors.
Introduction: Be’Anka Ashaolu, Director of Marketing, Propel (BA)
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BA: A digital strategy built on an extensible platform enables fast response to disruption supports improve product quality and resolves customer issues faster.
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BA: All while simplifying collaboration and decreasing costs.
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BA: Up next, September Higham VP of Professional services moderates a panel of market leaders on how it and business leaders can work together to deliver the technology.
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BA: And processes needed to be competitors to market and improve customer satisfaction. Please welcome sherry Nance VP of global bio devices R amp D. And so it is Mike Casey VP of global information and technology entail and Michael Polish SVP of healthcare and Life Sciences at Salesforce.
Session Moderated by September Higham, VP of Professional Services, Propel (SH)
Mike Casey, Cantel (MC)
Sherrie Nance, Zoetis (SN)
Michael Pawlyzyn, Salesforce (MP)
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SH: Welcome and thanks for joining us today. Today we have Michael Pawlyzyn, Sharrie Nance and Mike Casey and we're going to be discussing closed loop solutions on the Salesforce platform.
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SH: I'd like to start by talking about the previous session in the previous session. Ray and Bruce and myself, discuss the value of closed loop solutions. So how do you define closed loop solutions in the context of medical device processes.
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MC: You know, I can go first. You know, we took a look at, like, lexical management systems or work in the life science world work capital equipment business.
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MC: One of the things that we realized is that a lot of complaints that we would manage in terms of the quality system originated as a case in our service environment.
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MC: We were already using service max which is on the Salesforce platform and in recognize that that cases can become compliant. So I guess that's an example of that we very
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MC: closely follow cases understand how those need to evolve into complaints than of course mantels the quality system, but of course at the same token,
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MC: All along the way you're making sure that your understanding is that product performing for the customer as plan so so that's the full circle.
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SN: I think. Give us an example.
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SN: Just add on to what you were saying they are from an engineering development standpoint, we create our drawings and our products that integrate straight into our alien drive through the RFP to the CRM.
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SN: And those cases or complaints that come back in, provide valuable input to how we engineer and how we test our product.
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SN: That we weren't planning those failures similar tests where we're qualifying or products and developing them, then we've got a gap that we need to address.
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SN: Because of reliability testing and our organization has to needs to mirror what's happening in the real world. And that's our clothes look at the fact that information. Yeah, it's really about the record of the products for the customer and all those two things interact with each other.
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MP: And the other thing to add to that is the context to the scope of closing societies are on quiet actually ever expanding so may have seen the announcement that
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MP: Salesforce in service max made on September 1 about our joint partnership and that's really extending
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MP: The, you know, the scope of what's happening with complaints and service issues out in the market. Our customers are driving us to extend the breath of actually delivering a closed loop system that spans multiple vendors and multiple technology.
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MP: So it's all about data interoperability, whether it's a quality issue whether it's a customer complaint, whatnot, bringing those things together so that all stakeholders.
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MP: Regardless of where information starts to where it ends from or a complaint or an issue. Everybody has visibility into that. So it's really providing
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MP: Interoperability across technology systems to support processes.
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MC: Yeah and you know we really applaud that. Because we look at the value of the applications themselves, but we've got a lot of dialogue with Salesforce of Obamacare about the platform in order to deliver us as well as across all those applications.
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SN: Their parents, they, they just paid me as a really critical thing. So that was the climate change those for making engineering changes and we don't ever purchase something that's interchange
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SN: Or conversely, if there's product problems with a product or a component. It feeds back to engineering and not to design that into the next product line so that transparency and being the one source of truth are really critical aspects coming
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SH: So think about a month ago when a global organization organization would have dozens of on premise solutions and many of them were silos of information and
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SH: People didn't necessarily have access to every solution in the company and then contrast this to modern cloud solution like Salesforce. How to Salesforce help and developing closed loop solutions in your industries.
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MP: I can speak from the Salesforce perspective, just in general, I think the, the objective is to provide consistency and provide the opportunity to stitch things together and then move forward with development of
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MP: Solutions that tie various elements of processor, the flow together with consistency. So you're not starting from scratch with every day and
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MP: If you look back, back in interoperability, or a single source of truth.
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MP: The scope of that has changed quite a bit 20 years ago, whatever it is contained within an MLM or Dr. P. And that was it appeal on something completely disconnected with
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MP: Huge efforts to go pull context or data together and then Q AMP s on top of that. So I think really having a consistent platform that allows all stakeholders.
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MP: To utilize the same context as they develop what applications is a good up on solutions when these fish these things together allows for speed. It takes the
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MP: Mundane of having to start or the non value add of having to start from scratch every single time out of the equation. And it allows for scale and acceleration
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MC: Yeah, you know, we looked at it really from a perspective of. First of all, it's
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MC: A little light geeky, so forgive me, but they're really enterprise architecture and strategy and life science companies have key processes that you have to support
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MC: And then you have to understand what are the right systems that support that. Then you go into a modular strategy which says
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MC: If you can put up your product lifecycle and your customer relationship systems that are are tightly aligned but separate from your, your pa, it gives you more, more.
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MC: More choices, frankly, and as equipment inquisitive company. You may not consolidate all those earpiece at the rate that you want to, but you still have to have your
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MC: Product development side interact the year pH areas, talking about certainly want them to ear interact with your CRM. So what Salesforce does is it gives you a cloud to cloud integration which which gives you that modular capability that we're talking about.
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SN: And yeah, and then just having a unified workflow across the system is just invaluable.
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SN: You know, you reduce the errors just by bringing in a system and bringing in multiple systems, you reduce errors, but in
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SN: Some ways you can cause more errors, having multiple systems that are not tied and integrated properly and with a comprehensive workflow across them all.
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MP: Right, I just thought I would add in September is as a midsize girl company, you never have enough people
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MP: So you want to focus those cable on the things that matter the most. And you want to have, but you still want the technologies available that may be larger companies might have
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MP: So when you when you evolve on things like cloud solutions. There's things that you don't have to manage and there's technologies that are available that any company can have. And that's a huge advantage to us.
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SH: So Sharie. You mentioned the unified workflow.
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SH: To to contain the unified record levels, an awful lot of organizational change management and getting people to agree on what the process should actually be to have some experience, you'd like to share some insight on
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SH: How you can manage within an organization getting everybody on the same page.
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SN: Well, you know, it's a matter of getting the sponsorship at the top and the key stakeholders in the room.
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SN: outlining a workflow of how that data should move that protects us all with all our interests in the end.
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SH: And earlier this morning we announced the launch of propel for medical device. And that has three components to it. One is electronic and step instructions for use, which we call
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SH: A if you we have global product registration and digital FDA reporting to get to our existing huge mess.
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SH: So all three of these capabilities rely on data and information exchange between heal MSP LM field services and CRM so can tell is one of our launch partners for
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SH: He if you so Mike Casey, what is he. If you and why did you choose this product to deliver it so instructions for us thinking was like Crap manuals.
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MC: And then the European Union required that those are presented to the general European public through a website.
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MC: So we kind of worked our way backwards and say, Okay, what's the best way to do that. Well, a lot of the solutions today is as you take, you know, so if you think about instruction for us as a regulated document.
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MC: And we need to make sure that we present the right thing on demand. So, you know, a lot of lot of solutions are replicate that information to a website hope its current and then produced it.
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MC: We looked at it and said, well, this is sitting on the Salesforce platform these things called Salesforce communities that that could really facilitate that capability.
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MC: So we approached propel and said, You know what, this would be a better way to do this. Let's, let's use communities as the website and then really use the content capability and revision control from propel and that's the journey that we're on right now.
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MC: By default,
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SH: So, so, as you can tell, have grown through a combination of organic growth and also acquisitions.
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SH: So, what, what challenges and opportunities does this create from a business perspective, for example, change management and how did you solve them. So thinking about acquisitions in particular and rapid growth.
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MC: Well, so first of all, a lot of things to share, you talked about it's, you know, to really drive the changes is to understand what you're trying to accomplish and you really have to start from
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MC: From the leadership level about what is that vision look like what does, what does a fully digital clock lifecycle management system do for you as a company
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MC: Once you have that that understanding that that operating understanding what is your approach in emanates that perspective.
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MC: You can now start to shape that acquisition terms of how to take all that important intellectual property that you're buying
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MC: And move it into an environment that more people can utilize and when people start to understand that vision. Then they understood start to understand the value that comes with it so
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MC: That's the process that we're on a lot of what we're doing right now, frankly, is really not tying what we've acquired historically into that space that we can take better advantage of it. But certainly positions us for Windows for future acquisitions as well.
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SN: Yeah, and I'm going to pick up on what your, your last name and their ties into a point that I wanted to make around
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SN: Future acquisitions and how you look at them. Typically when you're looking at acquiring something you're looking at IP.
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SN: And if you're looking at it very superficially, you're looking at patents and and trade secrets and things like that. But if you have those things in your hand and go to build a product, you can't do it.
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SN: absolutely can. So your real IP on how to do something is tied up into those parts and the item masters and the bombs.
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SN: And the work instructions and all that documentation that pulls together to tell the whole story and tell you how to reproduce this over and over again is that this is where
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SN: Those data systems really come into play when you go to do acquisitions and you know you need to look at all those details, it opens up a whole different way to look at the value of the acquisition
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SN: And what work, you're going to have to do to translate that into a product is reproducible and reliable.
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MC: It really comes along, even with your design engineers as well. So typically through those acquisitions are located in different places, of course, Nicole bit error everyone's located in different places, anyway.
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MC: But typically, they have a specific expertise that you want to tie with other design engineers.
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MC: So if you can establish that that digital environment that they can they can produce, they can collaborate. It can see what each other's doing certainly you're going to end up with a better product you progress shorten your cycle time as well.
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SN: Yeah, and we did we do that we tie engineers across the globe.
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SN: Working on the same product lines with different expertise, it's needed, because you don't need that so many have certain skill sets.
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SN: That you want to tie those into multiple different projects. So this allows that collaboration space and the seamless.
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SN: transfer of information of where we're at and design and who's responsible and is touched any changes that may be made in your design as you progress.
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MC: You know the other elements of that every once while mergers and acquisitions also includes divestitures
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MC: And when you have all that information organized both the the due diligence cycle that you go through and then the final of the best returns but divestiture itself also goes much similar. They
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SN: Are in the same thing occurs when you're looking at changing the
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SN: The contract manufacturer. If you want me to product out in the house to external or one contract manufacturer to another. When you have that organized and that that faction. It's easy to do.
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MC: Yeah, that's a great point. And when we looked at instructions for use the earlier examples we see other applications that we've see applications relative to if there's a need for the label to the contract manufacturer
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MC: If there's the need to provision the supplier document, you know, those kinds of things are basically the same types of approaches that we are using the electronic I've used as well.
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MP: And they're all men here that that I think there's a benefit that sometimes gets underplayed is
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MP: The outputs of the reporting that ends up happening internally enough and the timeliness, by which you have access to information versus having to consolidate throw things in a
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MP: Data Lake or some other you know warehouse format and start pulling things incrementally you proactively are able to do things with automation, you're able to proactively set triggers and targets.
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MP: And alerts, if you if you had an issue with the threshold that's predetermine versus having to do everything kind of reactivity. So that's the other benefit of having this on platform.
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SH: Love to hear some examples of the kinds of reports and analytics that you might want to pull or maybe installation.
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MC: Well, the first one that we always get asked about is, is your change order cycle time, you know, it's and so
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MC: We're starting to go down that journey. I mean, a lot of like I was just getting off of a call or some engineers didn't want to put stuff in the quality systems. They're afraid that won't come back out. Well, you
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MC: You got to give some assurances that that there's transparency to where the block chains are where the, where the slowness is and how you can reinforce that. So, by, by having the visibility, who are routed to what was the time that they had it. And what's the expected outcome is an example.
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SN: In the priority of those engineering change, right, because if I see things taking longer have low priority.
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SN: That's okay. But if I see my hyper articulate flagging much longer than my medium or low, then there's there's something wrong in the system that we need to get figure out what stop.
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MC: Yeah, one of the things that we're actually working with right now with one of our design products is can you start to calculate
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MC: The cost of making that product before you put an earpiece. So by the fact that you building up the bills and you can build up some estimate costs, you can actually also roll up that cause to see when your total manufacturing parts in a costume.
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SH: So change order cycle time is the most frequently cited an analytic that people want to get out of pls. So let me just ask a general question.
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SH: Why is it so important that change order cycle time is reduced 20 the business implications ever long cycle time
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MC: Well, when we do a business case on investment you you know what you're really trying to drive to as you think about what the market potential that product is
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MC: And for every month that it doesn't hit market on a prescribed data is a month of revenue that you didn't acquire so whatever the value of that product is on a monthly revenue basis is how we look at cycle time
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SN: And then there's also opportunity last line for me. Moving on to my next product or my next issues that I need to resolve.
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SH: And when historically. Do you think that biggest bottlenecks to living changes through the process are
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SH: For example, on a paper based system. Often the bottleneck was strictly administrative. It was just difficult to get the paper from place to place and get signed but in an electronic system.
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SH: That's no longer the bottlenecks away some typical bottlenecks that would increase your change cycle time
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SH: Well, I think that speaks to the importance of a platform or integration because even though their electronic bottom, you know, so they still may be bottlenecks, if they're disconnected systems and there's not an end in a bit. There's an inability
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MP: For information of flow. So not having things aligned from a workflow perspective that spans.
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MP: Systems or processes isn't enough in and of itself also potentially a bottleneck area which slows
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MP: Things cost money. Missed opportunity, etc. And your margins get reduced to growth gets impeded your ability to get product out to market that's
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MP: Quality that's not going to have issues that need to be service after the fact is, after the fact is incredibly expensive.
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MP: Um, it is really something that's that's paramount to to the girls in the profitability of these med device organizations.
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MC: Yeah, I was looking to share this. Yes. Good answer that question before me. So let me give it a shot. There she can really add doing
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MC: So there's a couple things with it later. I always tell people I can make your process go really fast. So make sure they're good.
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MC: Because of bad process can go really fast to the second thing I always tell my own team is that people process technology and data all have to move and change together.
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MC: Or else the changes is deffective. So what this really what that really says is that by really can take a look and say, Okay, we're looking at sales cycle time. That's a high level metric that can lead you down into a lot of other factors.
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MC: That can lead into things like, Do we have the right people approving into having too many people were pulling it. Do we understand what our product cycles actually look like. We know what revision level we're into
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MC: So it really does is it starts to show you, especially in a midsize growth company where processes are less mature that need become more mature.
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MC: Where are people in the organization that need to mature in that process. So what it really does is tell you where you have a where you can possibly influence that cycles to get to a better outcome.
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SN: You know, I think it does highlight. We are where their weaknesses and gaps.
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SN: Of people understanding the role and responsibility and what their options are now.
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SN: Totally integrated workflow can certainly limit your options and help you with those decisions. But if you don't understand the basis of those decisions.
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SN: Then you don't know where to step next in that will find often what along the line in the approvals is stuck, not knowing how to make the next decision without the appropriate workflow interaction.
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SN: Or how to do that. Somewhere along the line. Yeah. The other thing that we've seen. And we talked a lot about it relates to the development cycle. But as you're starting to move that into your production operation.
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MC: You know, there's a handoff that says, you know, engineers, want to give less involved in the supply chain functions, the supply chain functions. Don't want to be involved because it hasn't evolved or not.
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MC: And what we're trying to really do is use use propels appeal. And this is really that bridge between the development cycle and then going into your manufacturing cycle.
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SN: You know, and that's exactly what I'm talking about a break down the one other
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SN: Thing in my mind is that we decided we need to make a change. And there's some material that needs to be scrapped.
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SN: But when it arrives on the other side of the fence of operations manufacturing, how do we go about that if we don't have a robust decision making process and empowerment that allows that to happen and completing close out the
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MC: You know that's an important topic because you've got what was the cost of the development of the product.
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MC: That that's a cost the projects. And then what is the true inventory costs when you start to make it. If you don't, if you don't go through that that discernment that shares talking about you won't have an understanding
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SH: So we talk a lot and PLM me about design to manufacturing, but being on the Salesforce platform gives us an opportunity to touch the customer as well because I trust Salesforce is a CRM system.
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SH: So when we're thinking about Closed-loop processes. What are some examples of one of these processes actually having interaction with the customer record as well.
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MC: Well, we started with deployment of Salesforce so that we, you know, we had her definition, the account record of the contact records were defined
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MC: We added service, Max. On top of that, then we understood what products are placed into that customer
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MC: And of course, with the evolution of propel you have no better informational about what that product is actually made up of
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MC: So you can think about how the fact that it's all tied to a customer record you understand with product installation basis we understand the cases against it.
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MC: And we understand how you can feed that into the design changes that need to go back in the product.
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MC: And then the replacement back to the customer. So, so did extensive which that's that can be utilized in terms of analyzing what's important to us for what's going to sell the customer. What's a better product that you can start to imagine how that's advantageous
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SH: So Michael Pawlyzyn you we spoke earlier when we were talking about closed loop processes you had some interesting thoughts on his closed-loop really the right term, when are we really even asking the right question as inputs are coming from so many disparate sources.
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MP: It's really that last part, not to be esoteric, but it's because you have inputs that are a coming from lots of different places, but be
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MP: have yet to be for seeing what other inputs may be coming, I think, calling it a closed loop versus necessarily focusing on interoperability and the ability to continue to change all the elements of inputs that may
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MP: may impact the quality cycle or maybe an output that needs to be impacted. We're talking a little bit early, but digital reporting or change or cycle time or global product registries.
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MP: You look at requirements from different geographies governments countries and even industries from a regulatory perspective that's constantly changing. So you never know. You never know what that next sources. So I think
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MP: Maybe open loop systems, not in the traditional sense as they've been defined by industry, but thinking about a little bit differently that this is going to be a constant shuffle of
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MP: inputs and outputs in this process that may be closed loop is not necessarily the right terminology for it.
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MP: So I think it's always going to change is always going to expand this there's there's going to be need to continue to interoperate with other systems and have that single source of truth that's informed by many, many different inputs.
00:23:33.570 --> 00:23:47.640
MC: Yeah, and there is a, you know, there's the. That's exactly right. And, but one of the things that we're really seeking knows those things have to sit in the Salesforce environment so salesforce.com service max and propel for us.
00:23:47.970 --> 00:23:57.630
MC: You know we do look from a closed loop perspective, saying things like Einstein from an analytics perspective or things like tablo from from a reporting perspective, can, can we
00:23:58.080 --> 00:24:10.140
MC: Get to our, our system time to market faster by the fact that that that that Salesforce in their partners have utilize those tools in a way that we don't have to do as much configuration developed to make them useful.
00:24:10.680 --> 00:24:16.920
MC: There there's where an example. It's a different view of close look at the same concept that we hope to get advantage from
00:24:19.980 --> 00:24:21.480
SH: Just a couple more minutes. Um,
00:24:22.620 --> 00:24:34.380
SH: I would love to hear some advice that you as industry leaders have for others and implementing a complex system in a regulatory environment. And so, any advice you have to share with us.
00:24:38.820 --> 00:24:39.750
SN: I would say
00:24:41.910 --> 00:24:50.070
SN: You would think, at times, that it would be easier because these systems, give us all this information or fingertips and the source of truth.
00:24:50.400 --> 00:25:04.350
SN: But when you're taking a company that's done in one way for a long time, or multiple companies when you've merger. You've got the mergers and acquisitions. Sometimes it's harder than you think, to get people to adopt. So really, really explaining
00:25:05.280 --> 00:25:14.430
SN: For the vulnerabilities are and then older systems compared to what something like PLM brings to the equation.
00:25:15.480 --> 00:25:28.620
SN: When you're under the stress of an audit or a regulatory finding or even doing submissions just, it's not even comparable. So I think really highlighting the vulnerabilities of older systems and pass alt
00:25:29.220 --> 00:25:41.430
SN: Is where the the benefit and put your hand make progress.
MC: Yeah, that's right, yeah. The other thing is, is add on from Sherry's point. There are a lot of people like me that have been lifetime industry for quite some time.
00:25:42.000 --> 00:25:47.580
MC: And we have a tendency to apply the same model to the to the to the company that you're currently at
00:25:47.910 --> 00:25:54.060
MC: But we certainly see is that it's not just about the device. It's about the services that you bring up a device that matter, it's about
00:25:54.330 --> 00:26:09.060
MC: How can you leverage technology in ways that are, are you can bring the product market at the right price the right time, but also at the right level service to the customer. So I think that we need to think about how does technology influence the industry in a variety of different was
00:26:10.440 --> 00:26:12.840
MP: A wrap that up with you know that there's the
00:26:13.320 --> 00:26:23.520
MP: Things that I can share it highlighted, but it's also also comes down to being incredibly important in this virtual environment, these times when people forget the context of the macro. What is the objective that's being pursued.
00:26:23.970 --> 00:26:30.390
MP: And continuously reiterating that we've seen a significant drop off in in customers. I happen to cover for
00:26:30.720 --> 00:26:38.940
MP: Industries and healthcare life sciences face, but we've seen a significant drop off and context and communications, if you will. And so, you know, my
00:26:39.600 --> 00:26:48.780
MP: My advice and guidance is to make certain whether it's at a departmental level or the geography level, a lot of business level or even at a corporate level are all over communicating why we're doing
00:26:49.020 --> 00:26:53.880
MP: What we're doing, why it's important. The impact of it going well converse with the impact of things not going well.
00:26:54.240 --> 00:27:01.110
MP: And having that constant affirmation as to this is the work that you're doing, it's incredibly important and meaningful. Here's the alignment to
00:27:01.440 --> 00:27:08.670
MP: What is impacted upstream downstream and continuously reinforcing the journey because it's easy when everybody's virtual to
00:27:09.030 --> 00:27:16.920
MP: Hop on a call for half hour, then you drop off and you forget about everything else that's happening because the dogs barking as mine, happens to be or the kids are on a zoom call and
00:27:17.280 --> 00:27:20.820
MP: Whatever the case might, whatever the case might happen to be your circumstance.
00:27:21.300 --> 00:27:31.590
MP: That alignment continues to get lost. So we see some organizations that are doing a really good job of continuously bringing their teams together and then some that quite honestly I think could probably stand
00:27:32.070 --> 00:27:38.010
MP: To benefit by being more purposeful in the linking internal as to this is why we're doing what we're doing and that's
00:27:40.170 --> 00:27:47.760
SH: Wonderful. Well, thank you everybody for joining us today. I appreciate your insights and I appreciate your time spent with us today. Thank you.
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