Project Manager and Senior Presenting Business Analyst

Experience

Hayes Management International West Bloomfield, MI September 2001-Present

Worked as a Contractor for several consultancies, the last of which was The Chesterfield Group.

• Accountable for both analysis and project direction.

• Analysis record is 100% over last 6 studies. These new client projects added over 1000 weeks to existing backlog for these consultancies.

• Projects were in the US and China and used 5S and other Lean Manufacturing concepts to improve throughput, asset management, productivity, effectiveness and bottom lines.

• Process improvements designed and delivered by client teams and consultants (depending upon the circumstance); improvements achieved were sustained through intensive management and supervisory training done in the class room but mostly “on-the-floor”.

Lead a Technology Transfer® project that documented existing manufacturing processes, relocated inventory, manufacturing lines and trained recipient labor force in skills needed; relocation allowed the sale of the facility and reduction of costs approaching 35% for Haldex.

Directed a Lean, team based improvement program in a Total chemical process facility; used 5S, TQM and TPM concepts, team building-problem solving to improve product quality, throughput and equipment performance; quality issues solved allowing customer complaints to be virtually eliminated.

Headed a SMED implementation in a paper converting operation of MeadWestvaco that reduced set-up times--largest reduction changed a 3 Day setup to a 3 hour setup; this was essential to the division’s survival in a globally produced commodity of school supplies.

Managed a process improvement and cost reduction project for a mortgage company that reduced the workforce by 20% while improving internal customer service agreements. Enhancements in processing also reduced loan repurchase exposure.

Managed the installation of a Management Operating System in Repair Call Centers for BellSouth.

• It was necessary to customize for each site key elements of the system, train the supervision in how to use the system effectively and how to operate with 27% fewer people.

• Improved customer service quality index measurements from 3rd party audits Created a common management methodology and terminology for all call centers in BellSouth

Managed a long-term project at RBC Liberty Insurance. This project was both a process reengineering and a culture change for the sales force. Our goals were to increase selling activity and insurance policy sales. We accomplished this goal by implementing new systems for recruiting, training and prospecting. We trained branch managers in the new systems, improved selling skills and coaching for agents. With 21% fewer agents, we achieved

• 11% increase in policies issued

• 19% increase in the Gross Margin on policies

Profit Counselors Sarasota, FL November 1997 to September 2001

Account Executive/Regional Manager

• Design and negotiate business reviews and projects scopes

• Participate in presentations, project design and delivery

• Present benefits of a paid business reviews to CEO/owners, identify and overcoming objections

• Perform financial analysis of all reporting, budgets, tax returns, P&L and Balance Sheets

• Communicate opportunities to enhance ongoing relationships

• Perform telemarketing tasks and make cold calls

• Conduct client quality and follow-up meetings to cement relationship and earn referrals

The most significant accomplishment was the rapid and lasting relationships formed with many of these executives in the initial sales process and throughout the analysis and results delivery phase.

Hayes Management International West Bloomfield, MI May 1989 to November 1997

As Project Manager and Senior Business Analyst for JLA Consulting International, I was accountable for the implementation of programs and client satisfaction. Major projects and clients served at JLA Consulting:

LONDON UNDERGROUND

Responsible for working with all non-passengers interfacing teams

• Track Maintenance

• Central Maintenance Equipment

• White Collar Engineering

• Lifts & Escalators

• Signals and ElectricContractors

• Command & Control

• Safety & Quality

• Finance & Accounting

Worked with 15 JLA Consultants and these London Underground teams to

• Achieve Team Commitments (e.g., process re-engineering, financial benefits, employee reductions and re-assignment, service quality enhancements)
  • Track & Signals Maintenance productive time increased by 42% by changing processes and better management:

1. Payroll and related expenditures reduced by £12 Million annually

2. Workforce reduced through attrition and early retirement by 25%--with no union work disruption

3. Speed Restrictions from poor track geometry and malfunctioning signals reduced by 82%

• Required maintenance equipment "on-site, on-time" achieved 95%

• Trains in service during peak times achieved on all lines; overall system objectives 98% attained

• Train delays of over 20 minutes from signal failures reduced by 45%

• Capital budget spending improved so that a 10 fold increase in authorized capital funding from government was committed for expenditure within time constraints—spend or forfeit

• Productivity of the professional engineering organization improved by 14%

• Escalators in customer service exceeded target 84% of the time

• Coordinate implementations between engineering, passenger services and support functions

• Develop consistent approaches to common issues (i.e., job restructuring, multiskilling, training, communications, contract negotiations, site booking-on, staff movement)

• Created specific suggestions for team actions

• Key Performance Indicators

• Work Package Prioritization

• Presentations for Executives

• Communications Techniques

• Savings Evaluations

• Financial Comparisons

As specifically requested by London Underground executive management:

• Designed and oversaw Early Retirement program for Signal & Electrical craft/professional personnel

• Developed a strategic plan and implementation plan for the Safety & Quality Directorate and managed the four teams that implemented the plan

• Created and ran a training program on the personnel management program (MPD) implemented to follow performance against personal objectives

• Lead Professional Engineering's strategy review and development

• Coached team leaders and managers in proactive management

• Organizational and process changes moving responsibilities from central staffs to line organizations in maintenance areas, resulted in improvements beyond these specifically sited:

• London Underground in 1996 generated an annual profit of £200+ Million from operations

TORONTO TRANSIT

As Analysis and Project Manager, responsible for

• Designed and managed a team-based analysis project involving management and union employees. Concentrating on 6 major issues offering potential for cost reduction through process re-engineering, management or employee skills improvements:

• Communications

• Facilities Maintenance

• Route Scheduling

• Equipment (Bus) Maintenance

• Procurement and Material

• Control Management Processes

• Implementation projects geared to "Save Money and Save Jobs"
  

  • Changes in Procurement achieved $10 Million in cost savings and inventory reduction processes for sourcing allowed improved costs and service (i.e., stationary supplies sourced and managed by a supplier who delivered standardized products directly to sites, small equipment maintenance parts managed by vendor)
    

  • Bus Rebuild developed and authorized saving an estimated $20 Million and putting more busses on the road during peak customer requirements
    

  • Communications processes redesigned and implemented (e.g., when a major sub-way accident occurred, the new communications process was used to communicate with all involved agencies, passengers and employees)
    

  • Running time on routes was kept on schedule 94% of the time and lead to better service
    

• Communications with top clients (both management and union)

  • Union elections were held during the project

  • The union leadership that supported the project was overwhelmingly re-elected by the membership

FALCONBRIDGE

• Conducted analysis of this worldwide mining company's Toronto headquarters

• Confirmed President's suspicions that duplication of roles and responsibilities existed that if eliminated would allow the headquarters and divisions to maintain a fixed employment level while organization grew 167%

• Project within the Safety & Environmental Services Department and all Ontario organizations resulted in expansion of division roles and realignment of headquarters personnel

• Project realigned the roles between divisions and corporate, so that corporate could concentrate on forward looking (strategic) areas and divisions could concentrate areas of immediate concern
  

United Research Morristown, NJ March 1987 to 1989

Management Alternatives, Ltd. Detroit, MI March 1984 to 1987

Alexander Proudfoot/APC Skills West Palm Beach, FL J anuary 1982 to 1984

• For these consultancies, my primary role was a Presenting Business Analyst; my cumulative go-ahead rate approached 70%.

• The bulk of the companies studied were in North America with a substantial number located in Canada.

Documation, Burroughs Corporation, Ford Motor Company

June, 1968 to December, 1981

• Industrial Career began at Ford Motor assessing transportation costs. Courses taken during MBA program at the University of Detroit provided education in business that allowing a move into the accounting and financial analysis area at Burroughs. Worked at every organizational level on the manufacturing and engineering side of the business. Promoted frequently up to Division Controller. As controller, recruited and trained 6 MBA's from schools like Louisiana State, Michigan State and New York Universities and The University of Michigan. Restructured the Accounting and Financial Analysis Departments resulting in a complete changeover in management and supervision in the first 9 months. Recruited away to help Documation (a peripheral manufacturer) move from a position of borrowing $1 Million per week to a positive cash flow. Turnaround required the use of accumulated experiences in manufacturing and engineering financial control techniques, budgeting and analysis tools and persuasion.

Significant industry achievements:

While Division Controller of Burroughs' Printer and Reader/Sorter Division managed the Alpha site for Burroughs' first fully integrated financial database

• P&L's published weekly, showing performance problems immediately

• All required and custom management and financial reporting done from the same database—this was an initial ERP Burroughs/Unisys system

As Financial Director at Documation, responsible for re-engineering expense and cash forecasting processes that allowed the bankers to gain confidence in the new team's control of the situation

Documation/Storage Technology Melbourne, FL March 1980 to December 1981

Burroughs/Unisys Detroit, MI November 1969 to February 1980

Ford Motor Company Dearborn, MI June 1968 to October 1969