MWZ Experience Summary

With almost 30 years of experience in a variety of companies, I have played some role in virtually all aspects of the business. The list below categorizes some of the major initiatives that I have instigated, lead, managed, or for which I have been otherwise responsible.

Engineering, product development, program management

• Manufacturing bill-of-material management - Implemented a change control process including phase-in strategy, effectivity dates, inventory use-up, and MRP production forecasting - Implement engineering BOM and change control system and policies to improve accuracy and control of BOM including color and configuration
• Engineering bill-of-material management - Integration of eng and mfg BOM systems - Implement central control of part numbering and ENG BOM across multiple decentralized manufacturing plants.
• New product development and program management - Definition of needs and architecture for Program Management including document control, project management, web-based team collaboration, cost and profit analysis, and management portfolio scorecard.
• Manufacturing Execution Systems - to control manufacturing work processes, quality data collection, part selection and validation, build and delivery sequencing.

Production scheduling and shop floor operations

• “Lean” production scheduling – move from a build-to-order model to a standard configuration i.e. model build. The shop was working on a make-to-order model of very large configured items which created tremendous scheduling as well as production headaches. Created a method to produce various models or “standard” configurations that could then be scheduled based on a flat “rate” of production. This enabled better line scheduling and throughput while improving quality and delivery performance.
• Shop floor scheduling methods using finite-scheduling tools based on real-time production reporting and inventory positions. Identified opportunity for improvements in throughput but improving work cell scheduling and adjustments based on yield.
• Bar code scanning to report production, relieve inventory, and quality data collection. Improvements in labeling and scanning across the shop floor. Improvements in quality.
• Error proofing – using a variety of bar coded application and scanning methods to ensure proper picking, shipping, labeling, and ASN creation
• Serialized inventory tracking of WIP inventories. Developed a method to improve quality data collection and rework tracking including the ability to track same piece through from raw through paint with part number reassignment.
• Sequenced pull across vehicle assembly plant with tracking of shipments due by workstation.
• Sequenced part production and shipping. Given customer pull-signals every 20-45 minutes signal the assembly of color-coded doors and instrument panels. Reverse load shipping containers, create ASN’s and record shipments.
• Service parts inventory labeling and error proofing from receipt through shipping.
• Electronic work instructions for machine setup, first part build, and in-process inspection.

Materials and Inventory Management

• Inventory accuracy – Working closely with materials and the data audit team, we created a set of methods and reports to enable a quick identification of anomalies and complete time series of inventory transactions showing beginning balances through current. Using a cycle count we then used these reports to validate accuracy. Errors were pursued through root cause and corrective actions taken. We improved overall accuracy from less than 80% to 99%+ over the course of 9 months.
• Backflush processing to relieve inventory after production and improve accuracy of production reporting - It was determined that production reporting was a major source of inventory errors. We were attempting to track inventory at various workstations across the WIP area which created multiple sources of error. Instead I developed the backflush program which consumed component parts upon completion of the final assembly. The result was to eliminate work, improve work flow, and decrease errors in production reporting.
• Cycle count root cause analysis and correction - BOM errors, data entry errors, backflush errors - Created and instituted the cycle count analysis program. Developed parameters for ABC classification – set the parameters globally – and automatically assigned ABC codes to parts. Based on ABC cycle count was randomized to count each class of part on a different frequency. Cycle count errors were analyzed for root-cause and corrected.
• Stockroom location setup and retrieval – provided guidance to the materials handlers for inbound stocking and outbound picking for order fulfillment - To speed stocking and picking of parts, all parts were assigned primary and secondary locations. This was also necessary since parts varied greatly in size, shape, and weight. Using the stock location we created bar coded pick lists for materials handlers to retrieve material. This shop operated on a work order type process.
• Inventory picking and shipping - There was a problem ensuring correct parts were shipped to customer orders. Part of the issue was errors in labeling, or in some cases no labels. Created a method to accurately label all parts upon stocking using a photo data base for correct labeling on inbound materials. Picking was done electronically based on hand held scan and verification to customer order documents. At pack out the parts were again scanned against the order for error-proofing; to create the outbound shipping labels and documents; and to automate the interface to FedEx/UPS and reduce time and effort.

Supply chain management

• Web-based inventory visibility – Implemented I-Supply inventory visibility tool to allow vendors to monitor their own inventory with our four walls (a form of vendor managed inventory), as well as view their historical and planned demand patterns. The system used a min/max reorder point method and suppliers were graded to compliance. One innovation we created was to automate the calculation of the min/max values based on changes in demand. The vendor adopted our logic into the system.
• Skip lot incoming inspection - We implemented a method to “certify” suppliers based on building a history of clean inspections. Inspection requirements were set globally. Quality issues arising at receiving or from the shop floor quality would reset count to start over.
• Supplier non-conformance tracking, with 8d methods, follow-up, and chargeback - the idea of resolving problems in supplier quality and a way to recover cost of quality problems. Implemented supplier quality reporting a couple of different ways – depending on company policies. All involved initial inspections and collection of data. The 8d requirement is an auto industry standard. One innovation was the tracking of “responsiveness” and first pass permanent correction. We were able to track suppliers who did not take the process seriously. We also used this data to chargeback to suppliers for problems we found. Next steps we were to use Open Ratings software to develop scorecards.
• Supplier scorecard – based on quality incidents, accuracy to ship schedules, both timing and quantities. Tolerances provided for early ship and ship quantities. Calculation of overall “grade” based on weighted factors for each category – quality and delivery. Developed a supplier scorecard to provide scores in each category – delivery, quality, responsiveness – and consolidate into a single score based on a weighting factor.
• Web-based access to allow suppliers to access financial data - Provided online access to PO’s, invoices, and payments to enable suppliers to validate PO’s, invoicing and payments data without bothering the payables department.
• Web-based supplier communications methods - Provide suppliers access to maintain their own contacts information. This provided the ability communicate electronically via email, bulletin boards, broadcast “alerts” as well as general communications to all suppliers.
• Supplier data warehouse and supplier scorecard – based on data collected across all facilities - consolidated spend and quality data from multiple plants/divisions running various ERP systems. Required standardization of supplier codes, commodity codes, currency, dates, etc in order to combine data in a meaningful fashion.
• Predictive supplier performance analysis – recommended solution for evaluating and predicting supplier performance (failure) based on multiple customer data points - Using a combination of quality and financial data attempt to predict problems in the supply base with enough lead time to act proactively.
• Data standardization of SIC codes and commodity codes across supply base

Purchasing/payables systems

• Accounts Payable - Developed accounts payable system with job charge tracking for electrical contractor - Implemented electronic purchase requisition process to improve flow and accuracy of purchase order creation.
• Purchase requisition - Implemented workflow process for purchase requisition with email notification, escalation, alternatives, multiple approval levels, functional approvals, approval by commodity.
• Pay on receipt - implemented new process based on current PO price and receipt quantify. Adjustments to terms to extend based on faster payment.

Finance and accounting

• Capital planning and tracking process improvements - Designed capital planning and tracking system to eliminate annual planning process and improve flexibility of system
• Chart of accounts - Implemented standard COA with centralized control over multiple decentralized manufacturing plants
• Financial consolidation and reporting - Performed analysis, developed requirements and performed software selection for consolidated accounting and roll-up across multiple plants.
• Employee expense reporting - Implemented on-line expense reporting using ADP 3rd party including electronic approvals, electronic deposit, and expense category analysis

Human resources

• Payroll – six years developing and supporting payroll processing for dozens of local firms, primarily in the commercial construction industry.  Systems included labor time reporting, and job costing for billing 
• HRIS - implemented human resource information system based on ADP model to provide method for tracking corporate heirarchy, job positions, grades, headcount, etc.
• New hire tracking - Implemented new hire approval process including workflow and resume tracking
• Salary adjustments - Implemented salary change approval process including workflow
• Exiting employees - Implemented exiting employee workflow process
• Training - Implemented new hire training program 

Non-Traditional Systems Experience

• Electric power plant construction (coal and nuclear) - responsible for customer requirements, design, development, and production of project management system for electrical contractor construction and NRC paperwork and reporting at electricity generating power plants
  
  • Nuclear Sites -.   Fermi II, MI, Davis Besse, OH, Perry, OH, Cook, MI. 
  • Coal sites – Bruce Mansfield, Shippingport PA, Yampa, Craig, CO
• Restaurant menu, inventory control, and general ledger – developed a point of sale solution for fast food restaurant enabling improved control, and costing of inventory, including purchasing and payables. 
• Arbitron ratings and statistical analysis – using Arbitron ratings data created a variety of statistical analysis reports for a local radio ad sales firm to improve ability to price and sell commercial air time.

Information technology and information systems management

• Project management - Implemented project management with task tracking, time accounting, and charge-back
• Time accounting and charge-back - Implemented time accounting for all time including project, administrative, and non-chargeable. Included task, type of work, chargeable/non-chargeable, and work diary
• Project portfolio managment - Implemented project request and approval process
• Help Desk - Implemented help desk process with escalation and workflow
• Performance tracking - Benchmarked performance of program teams based on output and methods
• Programmer productivity - Implemented CASE toolsets for system analysis and documentation. Trained team on Capability Maturity Model requirements.
• Facilitation methods - Implemented facilitated JAD methods for problem solving, project planning, and analysis
• Change management - Implemented team reviews for program change control
• Programming team quality - Improved problem definition and requirements management processes

Team collaboration and Communication

• Calendaring/scheduling - Implemented Lotus Notes calendaring, conference room and resource scheduling
• Instant messaging - Implemented Lotus Sametime instant messaging and web conferencing
• Collaboration and document control - Implemented Lotus Quickplace web-based team collaboration tools
• Search and knowledge management - Implemented search engine for full-text indexing and access to shared and personal files and email