Scaling up food formulations or processes for increased demand is an exciting and challenging time for any food company. There is a tendency for teams to simplify or expedite the process, and making this mistake incorporates risk. This event explores a central process for creating and maintaining a basis for improving scale-up success.
Where: Zoom Meeting
Date: Tuesday, June 15th, 2021
Price: $15 for members and $20 for non-members
A product/formulation developer positions him/herself for success by planning ahead and considering perspectives of other support role functions at the production site before designing a new product at an existing production location.
Setting specific guardrails is always important for what should or shouldn’t be included in a new formula. Simplification, where appropriate, is a key enabler for flawless launches and maintaining the product quality in full-scale production.
This discussion will outline key strategies for success and maybe even help your cross-functional team members at the plant like you.
Bio: Tom Niedoborski earned a Masters in Food Science from the University of Illinois and has since been an industry professional for the past 21+ years. Over that time, Tom has led formula or process development trials and/or production start-ups at over 40 different internal and external plant locations.
Tom has concept through commercialization experience in a variety of categories including:
In school we learn the food product development cycle and its importance, including scale-up. However, when reaching the industrial scale there is at times pressure to forego some important product development and scale-up steps for a multitude of reasons.
In this presentation I will introduce the concept of food product scale-up, and will share some of my own scale-up experiences from field research settings, in-house factory production and contract manufacturing, and present lessons-learned from various scale-up adventures.
Bio:Kelsey is a Food Technologist at the United States Agency for International Development (USAID) where she is responsible for supporting food safety and quality monitoring and auditing, product specifications, supply chain quality, and food product development, manufacturing and research. Kelsey has over 10 years of experience in food and nutrition research, formulation, and product development.
Her post-doctoral research addressed severe and moderate acute malnutrition, malnutrition interventions, and food ingredients and manufacturing of ready-to-use food aid products. Previously Kelsey spent several years in the private sector focusing on product development, manufacturing, and operations. Her assignments included new food product and ingredient development, formulation, factory support, and new factory startups. Kelsey holds a B.S., M.S., and Ph.D. in Food Science.
Food manufacturing has become more advanced and automated in the last 10 years. A lot of the processing and packaging technology has accelerated our ability to create new alternatives for human consumption.
Majority of these innovations start in a kitchen, lab or some small pilot facility. Eventually though if the product passes stage gates and consumers show interest, then comes the arduous yet exciting process of scaling up these innovating formulations to manufacturing facilities.
Some of the key operations considerations to keep in mind when scaling up:
Bio: Nihal is a transformational leader with extensive experience in operations, supply chain, technology, project, & expansion leadership roles. Develops operational excellence as differentiated capability, delivering exceptional business value and competitive advantage. Passion for excellence and history of exceptional results, guided by customer-centric approach.
Results-driven executive and skilled influence leader, having led having led multi-site, and multi-functional teams across a broad range of successful projects, programs, and strategic initiatives. Led and motivated teams comprised of more than 200 employees and with P&L responsibility exceeding $100 million. Leader of leaders, skilled in talent development and engaged with servant leadership.
Lean Six Sigma Green Belt skilled in complex problem solving with proven results in several industries. Key interactions include CEO, CFO, COO/EVP.
Articulates compelling vision for future and motivates teams to work collaboratively toward shared vision.