MY PHOTOS
I enjoy taking photos. here are a few from my collection. Click for larger view.
INNOVATION DRIVES RESULTS
in·no·va·tion - People are often afraid of change because of the unknown that it can bring. "What will the change mean for me? How will my job be different? Will this be more efficient after we complete the project? Will we get the expected return on our investment?" Through proper planning and execution, it is possible to minimize risks associated with rolling out new processes and recognize the expected returns.
The following section represents some of the types of projects I have worked on.
Consulting PROJECTS
DISCOVERY & NEEDS ANALYSIS
During the initial discovery phase, it is critical to gain a
thorough understanding of current business processes so that it is
possible to discover where improvements can be made.
At Cuisine Innovations (formerly DFG Foods), I was responsible for outlining business processes at two food manufacturing facilities. The first facility produced frozen kosher foods. The second facility produced both frozen and fresh foods.
We were hired by Cuisine Innovations to design a process and to electronically track all raw materials that went into finished products in case of a food recall from one of their suppliers. During the discovery phase, I interviewed various employees from shipping and receiving to manufacturing. One of the challenges we faced was the fact that the majority of the production staff only spoke Chinese.
After documenting the business processes, we designed a system where bar codes would be attached to all raw materials and scanned during production. I was also responsible for training all of the employees on the new process.
REQUEST FOR PROPOSAL CREATION
A
major challenge facing many companies is deciding what technology
provider to partner with. This was especially true for ATC
Technology Corporation.
ATC operated three distinctly different types of facilities during my involvement with the company. I was tasked with analyzing the business processes at each facility, and then writing a request for proposal (RFP) document that would find a supply chain software vendor that would meet the needs across their organization.
The first step in the process was gaining an understanding of the processes at each facility by interviewing key managers. One of their facilities acted as a "green" facility by breaking down various automotive parts and selling the raw components. Another facility acted as a distribution center for automotive parts. The final facility was a third party logistics center for the cellular industry.
After carefully analyzing the core businesses of ATC, I then crafted a RFP document that clearly articulated their needs. We then submitted the RFP to various supply chain software vendors. The final step of the RFP process at ATC was in evaluating the responses from the vendors and providing input to assist them with their final selection.
SOFTWARE CONFIGURATION AND TESTING
During
my time at Fellowes, I was responsible for configuring their
warehouse management system (WMS) to meet specific business
objectives. During this year long project, I worked on
various aspects of the implementation.
One of the tasks that was given to me was in gathering business requirements from the different manufacturing and distribution facilities, and then configuring the software to meet Fellowes' needs. I also designed various test plans to see how the software would respond to different scenarios, as well as how it integrated with their new Oracle ERP system. Finally, I documented different aspects of the implementation and assisted with training of various managers.
This configuration and testing was critical to the overall success of the project and helped to ensure a smooth roll-out of the software.
STANDARDIZED DOCUMENTATION
Standardized
documentation is a critical component of managing overall risks
associated with the roll-out of the project. Documents need
to be formatted so that they are easy to read and follow.
one of the critical reasons for proper documentation is to assist
in getting buy in from key decision makers within an organization.
Additionally, the documents serve as a map to guide other
consultants or internal team members.
During my time on the Toys-R-Us project, I was chartered with designing clear project documents that outlined both the new business processes. I worked with a team of other consultants from different disciplines. It was my job to create standardized documentation that outlined the new strategies and procedures. This ensured that new project team members and Toys-R-Us employees had a clear guide to follow as they became involved with the project.
TRAINING & IMPLEMENTATION
After
all of the other work is completed with the project, one of the
final tasks is training both the end users as well as the
managers. During my time on the Bosch project, I was
involved with training and implementation of their new warehouse
management system for all outbound orders.
Before we went "live" with the new system, I held various training sessions with team members and also worked with them directly on the warehouse floor. I also designed various job aids to assist them with shortcuts. Additionally, I assisted with the design of new business processes to support delivery of critical overnight shipments.