Major Projects

Finished the project on time. Compiled documentation of business systems and my team assumed support.

Key issue(s): During the knowledge transfer we were also rolling out a new design of our public web site.

Implement SAP (SD, IM, PP, FI) for the Commercial Steering division.
Included integration of EDI (ASN, PO, Releases, Invoice) and bar coding for shipping process.

Team was comprised of two manager level internal employees for each SAP module implemented and an internal IT team of two for data conversion. Consultant team members for each module, ABAP programmers, EDI consultant and training assistance. My division team worked in conjunction with another division's team for the first 8 months.

Project manager for my division. I worked closely with the other division's project manager and an overall corporate group project manager.

I also designed the training methodology and change management process for my division.

Implemented SAP in division headquarters and three plants at the same time.

Key issue(s): This project had many issues. Some of the more critical included: Sponsor and division manager both left company soon after start of project. We were to implement same configuration of SAP as our sister division, which had a very different business model. Time frame was very short to implement SAP in two divisions (multiple plants in each division). It was implemented in time frame given, but more issues had to be addressed at cut-over The business environment was at an all time high which made it hard to get full time team members and users involved in required project activities.

Team was comprised of coordinators/managers for each plant and a project team for each location. Each location team was 6-10 members each.

Project manager for my division. In addition to project manager duties I also selected, modified, installed, trained and maintained a Notes system to aid with the QS-9000 documentation and process requirements. Also wrote and updated policies and procedures for the division, conducted QS-9000 training, became certified quality auditor. In conjunction with the site project manager, managed actual audits by independent auditors.

Each facility passed the audit the first time.

Key issue(s): One of our locations was behind in activities to bring them in compliance with the audit. The project manager (who was also the quality manager) resigned 2 months before the scheduled audit. The other facilities passed the audit first time on time and I was able to get a 2 month extension and assumed full management of this facility. We did pass the audit.

Team was comprised of 4 people from areas of purchasing, engineering and IT.

I was a team member and handled areas such as plant strategic plan organization and communication, quality systems and plant communication.

After the team was dissolved, I stayed on with the plant to implement recommended changes.

This was probably the best team I have ever had the privilege to be a member. Through our efforts many systems were changes, attitudes improved and customer perception became more positive.

Key issue(s): Biggest hurdle was the existing plant management. They were not real excited about the "help" of an outside team. We did finally win them over and gained their cooperation and input. We also served as "psychologist" for many employees who were concerned about many issues but did not feel anyone would listen.

Team was comprised of maintenance managers from each plant.

First objective was to select a new system to replace an outdated preventive maintenance system. I directed the team in compiling requirements, software selection process, negotiation with software suppliers, and creation of implementation plan.

We were able to select a package which met the needs of each location.

Key issue(s): No real issues in this project. Everything went well and all were happy with the selection.

Team was comprised of IT and plant quality and manufacturing engineers.

Initially I worked with an MES software/hardware supplier. At first it looked like a good solution, but as we moved further along they were not able to come up with a design to meet our needs. The team then designed, developed and implemented our own system.

New system was designed and programmed internally. Implementation went very well and met the needs of the plant. The system utilized wireless barcode readers to populate a SQL database. Barcodes were laser etched on metal components to be traced.Key issue(s): Difficult system requirements and utilization of some new technology.

Team was comprised of the plant staff managers. Each particular area (such as materials management, accounting, etc.) also had an integration team.

I was the technical project manager and worked with another individual as overall project manager. I had responsibility for understanding their current system and designing a strategy for integration. Both of us had responsibility for training, process changes, and change management for the integration.

We were able to complete the integration on time with acceptance by the plant.

Key issue(s): First issue was need for a change in strategy suggested by upper management. Initial thought was to do a gradual integration with "bridges" between their old system and the new. In my opinion this was not the best strategy. Needed to present new strategy and gain acceptance. The materials manager resigned about third of the way through the project. Biggest hurdle was to gain acceptance of new system. Key to our success was full understanding of current situation and pros and cons of the new systems. A key issue for myself, was that I also still had management responsibility for the division analyst and programming group.

Team was comprised of product and manufacturing engineering managers from each of the 4 facilities.

Worked in tandem with the division's Advanced Engineering Manager to manage selection, conversion and implementation of a new CAD/CAM system.

We were able to complete the selection, conversion of drawings and implementation of the new system on time and within budget.

Key issue(s): The new system presents a very big change for the division. Biggest tasks for the IT group were drawing conversion, selection and support of new hardware.

Team was comprised of project managers for each location, location teams and IT team. Software consultants were utilized as needed.

I was the technical and training project manager. There was an overall project manager for the division.

The project had a huge impact on the division and each plant. Every manufacturing system was affected. The implementation was very successful and the system served the needs for 10 years.

Key issue(s): A project of this magnitude has many issues. The overall project manager changed and the second manager resigned shortly after implementation. There were several major software issues with the product selected. We eventually took control of the software and my team modified it to meet our needs and expectations. As part of the implementation, IT was required to change mainframe system from UNIVAC to IBM. The cut over to the new system was done for all locations at the same time.

Team was comprised of IT analysts and programmers along with a representative user group.

Project manager, system designer and in many cases programmer.

• Manufacturing scheduling
• Process Planning/Tooling
• Master Production Scheduling
• Inventory
• Purchasing
• Customer information system