Management by Mission — Application of the Johnson & Johnson “Credo” in challenging production facilities

Friday 4 March 2016 at 09:30 to 19:00

Case study
Johnson & Johnson with annual sales of $74bn today, produced surgical packs and gowns on both sides of the US-Mexican border. The manufacturing was done with cheap labour on the Mexican side, and re-exported to the US side with no tariffs, where the packaging and shipping was carried out. While this system creates jobs in poor regions, it involved poor working conditions and low wages. With growing demand in the US and Europe, the output from the four Surgikos plants was too small. Cruz Huerta, the general manager of one of the plants, was asked to design a new plant which would have better working conditions. In contrast with the existing plants, could he set up the new plant such that it followed the guidelines of Johnson and Johnson’s “Credo”, the one-page document written over 50 years earlier which outlined the company’s commitments to employees, customers, shareholders and the community?


Miguel Angel Llano is Professor of Technology & Operations Management at the San Telmo International Institute in Spain. He graduated in Industrial Engineering from the Panamerican University, and has a PhD from La Salle University, both in Mexico City. He has an MBA from IESE Business School in Barcelona, and has attended agribusiness seminars at Harvard Business School. He is a visiting professor at IESE and at the IPADE Business School in Mexico. He also works as an operations management consultant, and sits on the boards of a number of Spanish companies. Earlier, he had set up and ran a pork-producing company in Mexico, and was the principal advisory board member of the Lo Monaco Group in Spain. He has written case studies and published articles related to food-chain management and operations management, and has co-authored two books on achieving business growth. He is a member of the Advisory Board at San Telmo, and Academic Director of its Agribusiness Department.

Gerard Woodhouse is an entrepreneur and CEO of i-MEDS Healthcare in Toulouse, France. After graduating in Chemistry and Biochemistry from University College Dublin, he took up a production role with Ovelle Pharmaceuticals in Dundalk. Three years later, he joined the French company, Yves Rocher, where he held various positions in Operations and Quality, both in Ireland and France. In 1993 he joined the skin care company Neutrogena France as European Quality and Regulatory Affairs Manager. Neutrogena was bought by Johnson & Johnson in 1994. He moved to Neutrogena’s headquarters in Los Angeles in 1996, where he headed up the International Quality Services team before moving into Contract Manufacturing and Operations in 1998, and was appointed Process Excellence Director in 2000. He moved back to France in 2002, joining CUNO Filtration, as head of Quality for Europe. CUNO, with headquarters in Connecticut and a world leader in the development and production of industrial liquid and gas purification solutions, was acquired by 3M in 2005 and became 3M Purification in 2006. During this time, he was appointed Operations and Quality Director for 3M Purification France. He resigned from 3M in 2014 and set up i-MEDS Healthcare, a French based start-up that is developing innovative solutions to help people better manage their medication. In November 2015 he received a Master’s Degree from the Toulouse Business School (TBS) Executive Education ‘Advanced Manager Program’ and is now an associate faculty member at TBS.

This module is the fourth in a six-module course. Each module can be attended on its own.

Why Attend?
It will help you identify the strong and weak points of your leadership skills, and allow you to find ways to empower others in your organisation to reach their full potential.

Companies supporting the project
The following companies have agreed to support this project by encouraging any employees who wish to take part, and so facilitate their personal requirements regarding Continuous Professional Development:

Method, dates, topics

  • Interactive lectures and teamwork groups, using case studies from Harvard and other major international business schools.
  • The Chatham House Rule applies ( participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed.
  • A practical ethical guideline used in the Forum is that formulated by stakeholder-management expert Edward Freeman of the University of Virginia: “The Rule of Ben, Emma and Molly (his three children) — Can I explain to them what I’ve done today, so they might feel proud of their father?”

Module 1: Friday 12th June
Ethical Leadership (Enrique Aznar)
Module 2: Friday 25th September
Social Entrepreneurship (Antonino Vaccaro)
Module 3: Friday 20th November
Developing leaders at all levels in an organisation (Dermot Duff) 

Module 4: Friday 4th March
Management by Mission – Application of the Johnson & Johnson “Credo” in challenging production facilities (Miguel Ángel Llano)
Module 5: Friday 27th May
Creating an ethical environment within a company (Enrique Aznar)
Module 6: Friday 23rd September
A leader’s framework for decision-making (Antonino Vaccaro)

Fee: €150 / £110 per module

Members of the following institutions included their attendance at the seminars as part of their Continuing Professional Development:

  • Chartered Accountants Ireland
  • The Law Society
  • The Institute of Bankers
  • The Chartered Association of Certified Accountants

Everyone who completes the two-year programme, or who attends 6 modules, will receive a certificate from the Lismullin Institute.