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ABBVIE INTERVIEW PREP...
91cards
1. Management
2. Management Principles & Policies
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All for One AbbVie
-Builds strong relationships with peers and cross functionally and with partners
outside of team to enable higher performance.
- Builds highly effective teams for the good of Abbvie.
-Motivates and can influence others, including those over whom they have no
direct authority.
- Manage inclusively and equitably across all.
Describe a time when it was critically important to build a strong relationship
with someone at work but it wasn’t easy to do.
There was an individual who was not very diplomatic to the group. Other members
had trouble training her. The other members thinks she ask too much questions.
She would ask lots of questions and would get angry because the person training
her would give her incorrect info or just make up an answer that she wouldn’t
trust.
What did you do to build the relationship? What difficulties did you face?
Action:
I worked with each individual one by one. Every time I see them perform
something great, I reward them by giving them positive feedback. But Then I
would coach them in areas I want to see them grow.
For example,
I wanted this person to contribute more as a team member so I worked with her
one on one. But when I trained her, I was more patient. I realize this person
has very good work ethics and just needs to write notes because she has high
attention to detail and wants to learn everything.
And if I didnt know an answer to one of her questions, i will let her know that
I don’t know and we would figure it out together.
She Just needs to work on a more diplomatic approach to the team.
What was the outcome?
Results:
This person became a huge contributer to the team. I was able to delegate a lot
of important tasks to her because I know she takes notes and gets it right every
time. I even helped her get promoted.
Describe a time when you had difficulty gaining agreement from those involved in
a project you were leading.
Situation:
There was another lead tech but we didn’t always see eye to eye. He would use
all the techs to perform his task while I needed some to help complete another
task, such as bottling prep (140 bottles)
It would be our first time bottling since pur 6 always did ours.
How did you handle it?
I spoke with him and convinced him that I needed to train these techs so I can
delegate this task in the future. Otherwise, I would be stuck doing this task
for future runs and not doing my job as being a lead tech.
Result:
We compromised by offering me two techs to train and made accountable for future
bottling preps.
Share a situation where you need to influence one or more people who you had no
direct authority over.
Situation:
When I was asked to help in Ferm 1, I helped train a bunch of new people in the
suite on how to build and run the BB Harvest train
What were the challenges? What approach did you use to influence?
We were doing the air blow and it was going fine but just a bit slow. One of the
techs asked why don’t we isolate the current filter and depressurized the next
filter and then open the isolation valve. I told them it was a good idea but we
only had to do that in case the filters really clogged. And also that wouldn’t
be good for the filters because your going to cause reverse flow and foam. The
weight was still going up on the harvest tank. Just need to be patient.
What were the results?
The rest of the group caught on really quickly and even made improvements on the
harvest transfer time, finishing faster than I ever did in the past.
Walk me through a time when you had to seek and use diverse perspectives to
accomplish a goal.
Working in the disposable suite, we had to understand and perform everything
from thaw to bottling.
Binh - qa
Sara - qc
William - talker who has many connections in the business
John - mechanic
Me - the mediator, one who keeps everyone engaged. Making sure everyone works
together and leaving no soldier behind.
Why was it important to gather multiple perspectives?
It was important because each member had different skills set
-some were very detailed oriented and helped identify mistakes.
-some had very good people skills and helped find help from other areas very
efficiently.
-some had very good mechanical skills that can troubleshoot machine equipments
quickly
How did you reconcile competing view points?
Action:
If someone had questions about something, we would get in a group and discuss
what we’ve done in the past and what seems to be the best method to move
forward.
For log sheets, I made copies of logs sheets that were filled out correctly and
used those as templates so we’ll have consistency.
In what way did the input improve the end result?
Result
Everyone was on the same page and all of the log sheets were more consistent.
Decide Smart and Sure
- Deals comfortably with ambiguity, uncertainty and risk.
- Learns fast, grasp the essence and can change course quickly where indicated.
- Makes high quality decisions with less than perfect information.
- Acts consistently with our ethics, obligation and the law.
Describe a situation when you had to work under conditions of uncertainty or
unclear goals.
Situation
When
With 4 out of 5 of us who are new to the disposable suite, directions were very
unclear. Mainly because many of us weren’t used to the disposable items and
process. We would rely heavily on the batch record and SME. We would all hover
around the expert and try to learn while there was other tasks that needed to be
performed at the same time.
What were you trying to achieve?
Action
I did my best to learn as fast as I could so I can help structure, train,
troubleshoot and delegate for future campaigns.
How did you address what occurred during the course of the work?
Action
Once I seen enough of the task that I needed to learn, I moved quickly to other
tasks that I was already familiar with and I pulled other new techs to teach
them those. Sharing knowledge any chance I can get so I can delegate the tasks
in the future.
What was the outcome?
Result
I was a quick learner and shared knowledge, I was able to delegate tasks using
the process schedule I created.
When have you been in a situation that required you to shift to a new set of
priorities?
Situation
This past summer I crosstrained 50% in manufacturing science and 50% in process
fit for Project DM.
What required change?
I had to learn new job functions in MS such as making buffers, running chrome
steps using AKTA, titration studies, revised protocols, assisting in Elisa and
hplc studies, analyzing data
For process fit, I had to learn what the normal operating range were and proven
acceptable range. I had to apply my technical knowledge on CPPs to make sure our
process can handle those types of ranges. Our client would prefer certain
parameters and we would counter with a wider NOR to give us more flexibility.
Define Process Characterization
Before you validate your process, receive regulatory approval, and manufacture
commercial distribution, the critical steps of process characterization provides
in-depth understanding of the drug product established effective control
strategies.
The experiments and studies performed during Process Characterization help
define the critical product and process parameters and determine the proven
acceptable ranges fo efficient manufacturing.
Done correctly, Process Characterization reduces the risk of manufacturing
failures and regulatory delays.
MS - laboratory scale down models that simulate manufacturing process as closely
as possible.
Process mapping - quality attributes that are tracked using analytical methods.
Proven acceptable ranges- Studies are performed to determine the impact of
deliberate variation in relevant operating parameters on unit operation
performance (such as how temp affects cell growth). Although most PAR data
derive from historical manufacturing data.
Stability Samples- Determine the impact of extended hold time on product yield
and quality.
Impurity clearance - in process mapping of impurities such as dna, host cell
proteins, and process chemicals, are conducted to assess the impurity clearance
capabilities of the process.
How was your work impacted?
Action
My work was not impacted because i learned how to balance priorities and align
certain related tasks to cover both responsibilities. Such as performing
conductivity adjustment using a lower concentrated NaCl on the product.
What did you do to respond?
Action
I had to balance each role accordingly, prioritizing and merging certain related
tasks together.
For example, for Project DM process fit meetings, one of the CPP required a
change in the buffer concentration used for conductivity adjustment. I took that
task and applied it to my manufacturing science lab study. The results worked
accordingly.
Describe a time when you had to make a decision quickly and you didn’t have
enough information.
Situation
I was in the Bulk Fill Suite and was getting ready to bottle for the accelerated
BB project. I was ready to sign the BFS San date but noticed that it has been
over 10 days since it expired. I thought, how did this VR go through if it
wasn’t san?
How did you approach the situation?
Action
I asked the group and they said, it was fine lets just go. But since I was the
person recording this, i wanted to make sure. I tried to contact QA and my
supervisor. No one responded to the radio call. It was cold and time was
ticking. I called into the suite and asked someone from outside to check the SOP
and he said the BFS should be sanitize weekly. We finally got a hold of my
supervisor and told him that we checked the SOP and we ended up doing a walls
and floor cleaning.
What were the results?
Results
Even though we could of fought an ER by saying technically the San that was done
10 days ago could of been counted as weekly, we didn’t want to risk getting into
that position. So there was a slight delay but we still ended up delivering the
bottles before 3 pm.
When have you had to communicate an unpopular decision and manage the impact?
Situation
We were welding on the media onto our $11000 SUB bag. The only c-flex line that
size on the bag has room for 2 welds comfortably. The first weld was bad. The
second weld, everyone including the supervisor said it looked good, but I was
the only one who didn’t think so.
What was the background on the decision?
Action)
The weld had a small “v” cut on the weld that I didnt trust. The “v” cut serves
as a weak point since it is after the pump, any pressure can bleed through the
cut.
How did you communicate the decision you made and how did people receive it?
Since we were on our last weld, everyone was against it. Everyone was not happy,
and even my supervisor. I was willing to take the risk. There was a lot of
pressure on me since this might be our last chance or we would need a new bag.
What was the impact on the business and relationship with others?
Results
I believe the impact on the business was positive. I felt the quality of the
product was must better since we didn’t risk the our product on the “v” cut
weld.
My relationship with the others were fine afterwards. Just a little bit nervous
that I made a decision like that even though they all disagreed with me.
Agile and Accountable
-Steps up and takes leadership to won toughest challenges
- Raises the bag and is never satisfied with the status quo
-Deliver buisness results with positioning Abbvie for success in the future.
- Seems to simplify and remove beuracracy
Tell me about a time when you took the initiative to perform an assignment task
that wasn’t considered part of your job.
Situation
When I first started working at Abbvie, I experienced about 4 contamination’s in
the first 5 months. CSL client was losing trust on us and were looking for other
company’s to make their product.
I took it upon myself to try to troubleshoot while I was working on 2nd shift. I
noticed that we SIP way too often, such as sample lines, glucose, anti foam,
etc... I notified Ken Park and told him that.
He investigated that and found that we SIP some sample lines overnight by
accident. Too much SIP can wear our the gaskets.
So I created a helium testing procedure to test all primary and secondary valve
elastomers and connections.
What prompt the extra work?
We were going to lose our client and I could also showcase my skills by
implementing the helium testing procedure.
What specifically did you do?
This mitigated our risks for contamination’s because technicians were more aware
of each connection made. We were able to troubleshoot on the spot if any helium
was detected. Now this procedure is part of the CSL project.
We regained the clients trust.
Provide an example of when you identified opportunities to improve efficiency
Situation
While performing BB Harvest, we had a lots of issues recovering our product from
our depth filters to our harvest tank.
How did you identify the need for change?
The SOP design for the harvest set up was inefficient and did not work well
while performing the air blow to the harvest tank.
What steps did you take to gain support of your ideas.
Action
I asked permission from the management team if I could revise the set up of the
harvest connections. I received lots of feedback and suggestions from
management, manufacturing science and engineers.
This allowed us to minimize the hold up volume and isolate the filters during
air blow. I also included bleed valves upstairs so product can flow through air
locks in the upstairs transfer panels.
In what ways did it simplify or improve how things were done?
Action
I revised the entire SOP procedure and we’ve successfully recover over 97% of
harvest material ever since.
When have you been challenged to balance short term and long term needs in your
role?
Situation
Working on projects back to back, we had to fix both short term and long term
needs consistently.
One thing I learned, is to keep the batch record templates consistent as much as
you can.
How did you find the right balance?
We also rectify any issues by notifying the doc writers and supervisor in a
timely manner. The problems that we fixed currently can also mitigate the same
mistakes for future runs.
What was the result?
Result
Fixing problems at the time of performance and summarizing them at the post
Mortem meetings, we instantly resolve issues that could affect us in future
projects.
Describe a complex problem you face involving others you didn’t manage or have
control over
Situation
Accelerated B.B. dv20 filter didn’t pass. Had high flow.
I was called to work in the ADC suite and perform an HETP of the column using
their new AKTA skid. While most of them didn’t have prior AKTA HETP experience.
Why was the problem complex?
Action
This was an accelerated project. Anything that happens can greatly affect our
process schedule.
While their AKTA skid was new, there was a few problems that even in the
disposable suite hasn’t experienced before.
-Log in issues, I suggested to use username: default
Password: default
-During the tube set install, we had issues with a couple of valves which did
not close when they were suppose to. I troubleshooted this by exercising the
valves and eventually it worked. I notified the supervisor and tech support to
let them know what happened.
- The ADC suite didn’t have certain parts prepared for the HETP such as crosses
and 4 way valves.
- The group kept going in standstill every time we had an issue, so I had to
delegate to get things done on time. The flow rate was extremely slow for their
column, so we had to get things moving.
How did you align the group to make the decision?
Action
When I was draining the filter, I noticed it was leaking from the bleed. But it
was before the outlet of the bleed. So I knew the gasket was out of place. After
we did the test the 80 psi would blow the gasket even more out of place. I told
my manager immediately. Saving time by troubleshooting and influence others to
work out a plan to get a new filter ASAP and build that right away.
At first, I wanted to see how they did things because I never worked in the ADC
suite. But as the time was ticking, I just took initiative to get the tasks
started immediately.
How was the problem rectified?
I basically had a briefing and debriefing discussion so everyone was on the same
page and delegated tasks accordingly. We were back on track afterwards.
Clear and courageous
- Acts courageously; says what needs to be said.
- We manage conflict constructively
- Creates learning environment, open to suggestions and experience ration for
improvements.
- Admits mistakes and helps others to do so.
Tell me about a time when you had to communicate a difficult message to someone.
Situation
A junior member of the team had trouble communicating her ideas and opinions to
the group because she thinks no one listens to her ideas. She was a bit
disrespectful by saying “this is my idea and I’m going to do it no matter what
anyone says”
This created huge conflicts with another senior member. The team culture and
productivity was also affected and began to diminish.
What did you say?
I wanted to learn both sides of the story so I spoke in private with both
individuals.
The junior member explained how she thinks the senior member never listens to
her suggestions or ideas.
I told her, she had great ideas but I would advise her to work on a more
diplomatic approach with the group.
-don’t be quick to judge. Give that person a chance.
Also, “when change is dictated to people, they resist. When they have a hand in
the change, their more willing to give it a try.”
Understand that colleagues will react based on your delivery and not the
content.
If they resist, invite alternatives suggestions to reach the same outcome.
We need to put personal grievances aside and work on our common goal. Turn
conflict into cooperation by establishing fairness and respecting others
feelings.
Later I spoke with the senior tech and advise him to stop and listen to people
ideas, contribute and let her implement to see whether or not it will works out.
As a leader, he needs to be sensitive to the environment. He should know she
reacts like this sometimes, show some empathy. Listening builds trust.
How did the person respond?
These advices caused an emotional reaction from her, but I stayed firm with my
statement and gave her time to calm down.
A few hours later, the junior member came up to me and told me she took my
advice and spoke with the senior member. They put their differences aside and
focused on the common goal.
How did this impact your relationship?
Result
I gained more respect from both technicians. They understood I just wanted to
build a good culture in the work place.
We see each other more than our families at home. We all need to get along.
Describe a situation where there was conflict between you and one or more
people?
Situation
In the disposable suite, there are times when another senior was a bad influence
on the newer techs. There was a lot of sitting around doing nothing while he was
on his phone. Then the newer techs started to do the same thing, even on busy
days.
What was the nature of the conflict?
Since the senior had a lot of influence in the newer techs, I had to nip it in
the butt before it gets worst.
What actions or steps did you take?
Action
I went to the group and assertively told them “we need to get to work so we
don’t have to stay late today, you can use the computer or your phones after all
the tasks for the day is complete”.
You can’t get promoted by just sitting around doing nothing. Find something to
do.
-I even mentioned Mike McDonald and other leaders saw this through the pass
through and mentioned it to my supervisor.
-This behavior is unacceptable and unproductive
How did you resolve opposing views?
Results
One of them tried to talk back unprofessionally. But I let him understand the
impact if they didn’t do their job on time and how this could affect our
schedule if we dilly dally.
Describe a situation in which you had to admit making a mistake
Situation
I was installing an optiseal filter onto the SUB for Rova-T run 1. While I was
pulling the tab, I noticed a piece of paper from the seal was still stuck
between the connection.
What was the background on the decision?
Action
Since this was a high priority project and how this could impact the product
quality. I requested to get a new bag.
How did you communicate the decision you made and how did people receive it?
Action
I was very apologetic and told them it was my fault. I either didn’t pull it
straight or gas at enough. The group understood and we decided to use the “bow
and arrow” technique that we learned from the vendor.
What was the impact on the business and relationship with others?
Results
This cost us $11,000, but gave us the piece of mind that the run will be ok. The
only problems was, this wasn’t the only bag we had to discard during the course
of the campaign. We also had to discard the bag two or more times due to
omission errors.
What has been your most innovative achievement?
Situation
BB Harvest Train
How did you generate this idea?
How was it received?
Describe what you’ve done to encourage and support creative ideas or efforts in
your group
Situation
Talk about the junior and senior
What did you do?
How did others respond?
What was the outcome?
Describe a time when you encountered a major obstacle in completing a project or
objective.
Bottling for the first time in the disposable suite.
Why was it a challenge?
What did you do to overcome it?
Technical: Please share examples on assignments you’ve worked on and showed
expertise in _____. What was the assignment and how did you complete it?
Helium testing and B.B. harvest
Tell me about the most complex technical assignment or project you’ve worked on.
What was your role?
How familiar are you with the industry? WHat have you learned by being in it?
Even though we try to be experts in our area of work, its impossible to
understand everything. Tell me about an aspect of your work/technical field you
are still trying to master?
Chromatography
Essential qualities of a supervisor
Planning and organizing
Motivating
Problem solving
Decision making
Delegating
Communicating
Managing conflict
Tell me about a time an employee made a significant mistake. What action did you
take?
Situation
A CO2 flow meter was installed after the SUB bag was ptested. Two techs
performed a cold start up to verify the CO2 flow. They opened the supply and
nothing was coming through. They decided to increase the pressure using the
regulator and caused the c-flex hose connected to the sterile side of the filter
to explode, compromising the $11,000 bag.
Action
I investigated further and noticed there was a pinch clamp below the filter that
was from the initial p-test.
We gathered as a group and discussed how we could prevent this from happening in
the future.
1) I recommended while performing the p-test, we should attach the clamp above
the filters on the inlet side and not the outlet. This way, in case we forget to
remove the clamp again, the non-sterile tubing on the inlet of the filter would
be compromised instead.
2) I added this procedure to the SOP with a simple drawing and clear
instructions.
3) We’ve discussed to always check the flow path and use questioning attitude.
Result
This made the technicians more aware of the placement of the clamps. We used
this as a learning experience to improve future performances.
Tell me about a time when you had to troubleshoot?
Situation
I was working on draining of the DV20 filter prior to IT for accelerated project
BB and noticed that the water was leaking from the bleed while it was still
closed. I inspected the gasket but it was too hard to tell if it was seated. We
started the IT and it failed “flow too high”
Action:
I immediately troubleshooted and told my manager. The issue was, since the
gasket on the bleed was not seated and the pressure of the IT jumped to 80 psi,
the gasket fully blew out. I recommended using another filter for the next run.
Result
We troubleshooted the problem immediately and continued with the process wasting
very little time.
Troubleshooted
Situation
My first 5 months working in suite 1, we’ve had multiple contamination’s back to
back. It was extremely stressful, and working second shift, we would have to
pick up a lot of slack due to the continuous set backs we’ve had from first
shift.
Action
Relying on my 3 months experience working at Lonza, I decided to plant the seeds
or ideas on. How to optimize the suite.
1) To help resolve the contamination problems and regain CSL trust again, I
introduced “helium testing”. I created an SOP for each reactor that tested each
valve and connections.
2) I also noticed we steamed everything way too often. Consistent steaming will
wear out gaskets. I made a recommendation to Ken Park to change the design such
as adding Novasetptums.
3) I also wanted to have real shift change meetings to pass on information to
2nd shift using a white board.
Result
The results helped minimize contamination’s, process ran much more efficiently.
Troubleshoot
Situation
We ran a chrome step using a new XS column. Every time we tried to run any
solution through we would get a high pressure alarm. At first they thought the
storage solution was too viscous
Action
When we got a new XS column in, i looked at it side by side and I noticed one
was bigger than the other. I did measurements and told the management team. The
vendor then said that could cause the inlet tubing to kink.
Result.
We figured it out and use the other column.
Supervisor Tips
Be their #1 supporter
Look for bottlenecks, barriers and problems
Let them do their jobs (don’t get in their way and don’t step in and do their
jobs)
Be cautious about adding tasks. Keep in mind what their priorities are. They’re
likely to assume that you want to do it immediately.
When you ask for something, explain why this new task fits in with everything
that their doing.
How to deal with attitude or if their work habits need a little work?
- Commending them on the positive aspects of what they do each and everyday.
Then you can coach them in areas you want to see them grow.
All of us have tough days, but always maintain a professional demeanor on how we
deal with people. Watch what and how you say to them so they will never devalue
them or make them feel less intelligent.
Steps on how to delegate?
1) Are they trained?
2) Do they have time to do it? If they don’t we’ll have to talk about priorities
3) clearly define the task
4) confirm understanding
5) offer resources or support
6) follow through
7) follow up
Setting a foundation and building a team
1) Learn the ropes before taking the reigns.
a) if you find the group hesitant, resistant, or angry. “They’re not flexible
and won’t listen to anything I say”. We never took the time to listen first.
When there is a new supervisor, they have fear of the unknown.
B) Resistant to change is rooted in fear - fear of the unknown, fear of failure,
fear of inability in doing a new way.
C) when change i dictated to people, they resist. When they have a hand in a
change they’re more willing to give it a try.
2) Problem solve
A) present idea in a clear, concise and positive way.
B) Follow that with lots of listening. Turn negatives into positives and acquire
solutions. Talk to them about potential pitfalls and problem solve together.
Remember they like it more when they have a hand.
C) Don’t be a cheerleader or negative joiner
5 basic expectations of a supervisor.
1) Tell me what you expect from me.
2) give me an opportunity to perform
3) Let me know how I’m getting along.
4) Give me guidance where I need it
5) Pay and promote according to their contribution
Skill or Will? Why they’re not obeying.
Skill- Training problem? Can they be trained? IF they cannot learn the task, is
it a requirement for the job? Or can they do the job without the task required?
Will- attitude problem. It is part of the employees job to work well with
others.
Steps on counseling?
1) Gather information
2) Clarify
3) Identify the root cause
4) Identify the objective
5) Agree on the course of action
6) Implement
7) Feedback
8) evaluate the results
What are the performance improvement process?
1) Identify performance gap - skill or will?
2) Are we rewarding behavior or punishing the performance?
3) Never give negative feedback during the heat of the moment. Wait 48 hours.
During mid year or final review, the negative feedback should never be the first
time they heard it.
Coaching and Motivation?
1) Identify the problem, you don’t like their behavior (not the person). For ex,
I’ve noticed in the last two you came into work late 6 times. This behavior is
unacceptable. As you know the policy say’s employees must arrive on time ready
to work.
2) Ask for his or her input or ideas. “Is there anything I should know about”?
I understand, that might be frustrating, however the behavior is unacceptable.
If he/she responds negatively-move to step 3
3) Move to solution - acknowledge and transition
- I understand you may see it that way...
-I understand you may feel that way...
-I understand that you may have been how you looked at it....
- I understand this must be frustrating for you...
However, the behavior is unacceptable. You still need to... Can I count on you
on that?
4) Get agreement from them.
-Acknowledge and transition
-Create an action plan
-Also explain the consequences
5) Hold them accountable and follow up
4 Types of infractions *document* to protect the company.
1) Policy or procedure violations
2) Performance transgressions
3) Behavior or conduct
4) Absenteeism or tardiness
5 Progression Discipline Steps
1) Verbal correction or warning
2) Written warning
3) Final written warning (could mean he/she needs to take a leave until we
investigate)
4) Unpaid suspension
5) Termination
Conflict Management
1) Lead by example. Do not react, only pause then respond.
- Reaction - Not thought out
- Respond - Thought about, evaluated, processed and addressed.
2) Pause before responding. Ask a question so you’ll have time to evaluate more.
Why do you want to become a supervisor
Have you ever seen anyone did something unethical and what did you do about it.
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