testing – AMGI management

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[su_spoiler title=”McDonnell Aircraft (Fighter aircraft: F15; F18; Harrier) – St.Louis, Missouri, USA”]

From 1988 – 1989
Sponsors: VP Engineering; Director F18 and
AV8B Harrier
Objective: To develop a 25-year future state
vision to transform the design, development,
manufacture and support of fighter aircraft
to meet the US DoD strategic requirements
– included partnering with another defense
company
- As part of a 5 man Ernst & Whinney strategy
  team facilitated the development
  of a future
  state vision (25 year-2015) to
  develop and
  deploy fighter aircraft. The
  vision was linked
  to the needs of the US DoD (Army,
  Air Force,
  Navy).
- Facilitated the team to develop an integrated
  product development (IPD) process that was
  eventually deployed on the F18 & F15 & Harrier
  improvement programs and diffused to British
  Aerospace
- Developed detailed cross functional process
  from concept design through design
  build
  teams and defined the integrated
  product
  team (IPT) performance characteristics
  (culture,
  leadership), and measures.
[/su_spoiler]
[su_spoiler title=”British Aerospace – Warton, Lancashire, UK”]
- From 1996 – 1999
- Sponsor: Managing Director Eurofighter
- Objective: To Improve Operations Efficiency to design and build the Eurofighter EF2000 Typhoon
  - Coached the Managing Director Eurofighter
    and a 500-person improvement team to execute
    a £300M transformation initiative known as
    the Operations Efficiency Improvement (OEI).
  - Performed a readiness assessment for an Integrated
    Product Development (IPD) initiative and
    Product Data Management (PDM) process to
    deploy to the Eurofighter program
  - Developed risk mitigation strategies. The
    IPD process was diffused to BAE from McDonnell
    Aircraft (see below) in 1992-93 through the
    Harrier programme.
  - Ongoing periodic coaching of the teams to develop an integrated enterprise process architecture & change management framework. Used the phase / milestone approach for the core processes.
  - Initiative achieved cost reduction of 20%
    over 5 years & inventory reduction up
    to 50%.
  [/su_spoiler]
  [su_spoiler title=”Lockheed Martin Tactical Aircraft (Fighter jets: F16; F22; JSF) – Fort Worth, Texas, USA”]
  - From 1997 – 2001
  - Sponsors: VP Engineering; Director Virtual Product Development
  - Objective: To build an engineering and product
    development capability to win the US DOD
    contract to design and build the Joint Strike
    Fighter (F35) programme
    - Coached the VP (Engineering), the director
      of virtual product development (VPD) and
      the VPD team to conduct a $120M modeling
      and simulation software and process development
      initiative. Resulted in the development of
      96 new applications for VPD across various
      programmes.
    - Assessed the readiness for the company to
      deploy a new VPD process to the
      Joint Strike
      Fighter (JSF) program. Identified
      risks and
      mitigation strategies.
    - Facilitated a joint initiative between BAE
      and Lockheed to share best practices
      in aircraft
      product development in preparation
      for collaborative
      work on the Joint Strike Fighter.
    - Coached the VPD teams to successfully integrate
      96 software tools with the functional
      product
      development departments
    - Developed an engineering and product development
      process architecture that redesigned functional
      process into cross-functional processes.
      Used the systems engineering approach to
      develop the process architecture and the
      phase / milestone DoD approach.
    [/su_spoiler]
    [/su_accordion]
    Civilian Aerospace
    [su_accordion]
    [su_spoiler title=”Boeing Canada – deHavilland Division (Dash
    8 Series, Lear jet Wing) – Toronto, Ontario,
    Canada”]
    - From 1990 – 1993
    - Sponsors: President; VP Operations
    - Objective: To turn around enterprise wide
      operational performance to achieve profitability
      to sell the company from Boeing to Bombardier
      - Formed Steering Committee of C-level executives to govern a company wide business transformation initiative spanning 6,000 employees.
      - Coached the President & VP Ops and executive steering committee through an enterprise business transformation initiative. Formed 10 improvement teams around functional departments.
      - Redesigned workflow in the plant, Engineering Spares, Marketing, and HRM lost time.
      - Established 18 cross-functional teams and the steering committee.
      - Facilitated and coached improvement teams on enterprise improvement initiatives including the development of a engineering bill of material and manufacturing bill of material, event driven project management system, establishment of a programme management office.
      [/su_spoiler]
      [su_spoiler title=”Bombardier Aerospace Group (Dash 8, Lear, Challenger) – Toronto, Ontario, Canada”]
      - From 1993 – 1997
      - Sponsors: President; VP Engineering; Group VP Engineering
      - Objective: To design and build the first
        version of the Bombardier Engineering and
        Product Development System to reduce new
        aircraft development time by 50% and costs
        by 30%.
        
        Led the development of the Bombardier Engineering
        Management System (BES). Was the original
        architect of the phase/ milestone, stage
        /gate process. Led the implementation of
        BES first in deHavilland, then transferring
        to Bombardier for worldwide deployment.
        
        Coached the VP Engineering team to develop
        and deploy BES across 4 aerospace companies:
        deHavilland Toronto; Canadair Montreal; Short
        Brothers Belfast; & Lear Wichita.
        
        Developed a sponsorship framework for a major
        re-definition of the PD and program management
        Process. Formed 6 cross functional teams
        to develop and implement the system.
        
        BES was used to successfully launch the Global
        Express aircraft with 30% reduction in time-to-market.
        
        Improved the performance of the spares department
        reducing the aircraft on ground (AGO) time.
        
        Assessed the performance of the engineering
        team that designed and build the Iron bird
        rigs and identified inefficiencies and implemented
        an improvement plan.
        
        Coached a transformation team through the
        improvement initiative to design and build
        Iron bird for Dash 8 400 series aircraft.
        
        [/su_spoiler]
        [su_spoiler title=”Messier-Dowty Aerospace (Landing gear Systems)
        – Toronto, Ontario, Canada & Paris/France”]
        From 1995 – 2003
        
        Sponsor: President
        
        Objective: To improve operational efficiency
        that enabled the business to scale 4 fold
        
        Coached the VP operations and team of directors to re-implement an ERP system and make it more effective.
        
        Developed a Group Technology classification and coding system to enable fast retrieval of previous designs and manufacturing plans.
        
        Performed an intensive engineering and product best practices development employing a stages of excellence model – established a way forward improvement plan.
        
        Coached 6 cross-functional teams to design a new NPD stage gate process to be deployed on the Dassault Falcon.
        
        Designed and implemented a Programme Management
        Office that used the integrated product development
        philosophy using cross-functional teams –
        subsequently implemented worldwide.
        
        Over the period the Toronto Operations increased revenue growth of $40M – $170 M maintaining profitability.
        
        [/su_spoiler]
        [su_spoiler title=”Magellan Aerospace- Ellanef Division (Complex
        machined components) – Queens, NYC, NY, USA”]
        From 2001 – 2002
        
        Sponsor: Divisional General Manager
        
        Objective: To implement an Enterprise Resource
        Planning (ERP) system after 5 years of failed
        attempts
        
        Performed an operations review and developed a Way Forward plan establishing a ERP re-implementation steering committee.
        
        Coached the steering committee and project
        leader. Formed 11 process driven implementation
        teams to successfully implement the system
        by developing self directed ownership and
        employee driven implementation.
        
        [/su_spoiler]
        [su_spoiler title=”Avcorp Aerospace (Wing and aircraft component manufacturing) – Vancouver, BC,
        Canada”]
        From 2003 – 2004
        
        Sponsor: President
        
        Objective: To assess the engineering and
        product development process and design a
        future state blueprint to reduce leadtime
        by 50% and win new business
        
        Conducted an assessment of the new product development (NPD) process. Developed a way forward roadmap and future state NPD process.
        
        [/su_spoiler]
        [su_spoiler title=”Boeing Canada (Arnprior) – Ottawa, Canada”]
        From 2004 – 2005
        
        Sponsor: Divisional General Manager
        
        Objective: To Build the future state vision
        and strategic plan to privatize this Boeing
        division 3-5 years into the future
        
        Facilitated the GM & executive team to
        develop a future state vision and transformational
        plan.
        
        [/su_spoiler]
        [/su_accordion]
        Newspaper and Media
        [su_accordion]
        [su_spoiler title=”Globe & Mail – Toronto, Ontario, Canada”]
        From 2003 – 2006
        
        Sponsors: Publisher; COO; VP Operations
        
        Objective: To improve enterprise wide operational
        performance in advertising, production, print
        plants, circulation and distribution to reduce
        costs and improve throughput
        
        Performed an assessment of the advertising production workflow. Implemented improvements.
        
        Analyzed the workflow of the newspaper distribution
        system across Canada from print plant to
        consumer. Identified inefficiencies in hand
        offs between truckers.
        
        Coach and facilitator for the publisher/CEO
        and the executive team, through a business
        transformation project dealing with advertising,
        production, distribution and logistics.
        
        [/su_spoiler]
        [su_spoiler title=” Winnipeg Free Press – Winnipeg, Manitoba, Canada”]
        From 2006 – 2009
        
        Sponsors: Owner; Publisher
        
        Objective: To improve enterprise wide operational
        performance in editorial, advertising, production,
        print plants, circulation and distribution
        to reduce costs, improve throughput and enhance
        shareholder wealth
        
        Performed an assessment of the company wide operations identifying inefficiencies.
        
        Facilitated the executive team to develop a future state vision and strategic initiatives.
        
        Coached and facilitator the publisher/CEO the executive team through a large scale business transformation initiative (12 teams).
        
        [/su_spoiler]
        [/su_accordion]
        Industrial Equipment
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        [su_spoiler title=”Scepter Injection Moulding – Toronto, Ontario, Canada”]
        From 1989 – 1991
        
        Sponsor: Divisional General Manager
        
        Objective: To turnaround operational performance
        of the engineering division by utilizing
        CAD/CAM/CAE systems more effectively and
        training management and staff
        
        Assessed the performance of the engineering division to design and build injection moulding machines.
        
        Coached the GM through a transformation initiative developing an effective management team and Integrated Product Development (IPD) process.
        
        Hired a CAD/Cam Expert to rebuild the engineering systems department.
        
        [/su_spoiler]
        [su_spoiler title=”Toronto Plastics – Toronto, Ontario, Canada”]
        From 1991 – 1992
        
        Sponsors: Owner; President
        
        Objective: To plan and implement an ERP system
        to improve operational performance
        
        ERP & operations performance assessment. Identified improvement strategies, including the acquisition and implementation of an ERP system.
        
        Developed an ERP system requirements definition, selection and implementation.
        
        Coached the ERP project manager and steering committee through implementation.
        
        [/su_spoiler]
        
        [su_spoiler title=”SAMCO (Roll-forming solutions) – Toronto,
        Ontario, Canada”]
        From 1999 – 2013
        
        Sponsors: Founder; Owner; CEO; President
        
        Objective: To build the management team from
        CEO to front line and scale the business
        6 fold over a 14-year period
        
        Implemented a group technology parts coding and family classification system that formed standard engineering product and component families enabling design reuse, and automated routing production.
        
        Developed an ERP system requirements definitions and implemented the visual system – formed and coached the steering committee and implementation teams.
        
        Established the initial foundation manufacturing engineering and quality engineering capability.
        
        Designed and developed a new product development process and project management system using the phase / milestone and systems engineering approach.
        
        Implemented cross-functional integrated products teams using concurrent engineering principles, design for manufacturability, assembly, testing, design to cost targets.
        
        Developed the enterprise management process to achieve and maintain ISO registration.
        
        Coached and trained the entire management team in operations and strategic management, including leadership and supervisory competencies.
        
        [/su_spoiler]
        
        [su_spoiler title=” Ontario Store Fixtures – Toronto, Ontario, Canada”]
        2000 – 2003
        
        Sponsors: COO; VP Finance; VP Engineering
        
        Objective: To turnaround enterprise wide operational performance to achieve cost reduction and improve throughput
        
        Design, developed and implemented a New Product Development Process
        
        Planned and developed the strategy for a business transformation initiative to prepare for an ERP implementation
        
        [/su_spoiler]
        
        [su_spoiler title=” Teleflex (Engine design and manufacturer) – Vancouver, British Columbia, Canada”]
        2004
        
        Sponsor: VP Engineering
        
        Objective: To improve the operational performance
        of the new product development process
        
        Conducted an assessment of the New Product Development (NPD) process and developed a way forward roadmap and future state NPD process.
        
        [/su_spoiler]
        [/su_accordion]
        Consumer Goods
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        [su_spoiler title=”Smithkline Beecham – Toronto, Ontario, Canada”]
        From 1988 – 1989
        
        Sponsors: President; VP Operations
        
        Objective: To plan the relocation of a 100,000
        sq foot production facility that manufactures
        consumer goods and drugs
        
        Designed the layout of a new 100,000 sq ft plant to manufacture consumer products and drugs. Worked to the GMP / FDA standards for consumer and pharmaceutical goods.
        
        Developed the sequencing of the plant move.
        
        [/su_spoiler]
        [su_spoiler title=”Eli Lily (Drug design and manufacturing)- Toronto, Ontario, Canada”]
        From 1989 – 1990
        
        Sponsor: VP Operations
        
        Objective: To assess and develop the quality
        management organization to improve operational
        performance and reduce costs
        
        Conducted an assessment of the drug Quality assurance process and implemented process improvements.
        
        [/su_spoiler]
        [su_spoiler title=”Ault Foods (Milk) – Toronto, Ontario, Canada”]
        From 1990 – 1991
        
        Sponsor: VP Operations
        
        Objective: To assess and develop the operations
        and manufacturing organization to improve
        operational performance and reduce costs
        
        Conducted an ERP Cost benefit analysis and identified workflow and efficiency improvements. Included criteria such as down time, lead-time, and manpower.
        
        [/su_spoiler]
        [su_spoiler title=”Gay Lea Foods (Dairy products) – Toronto,
        Ontario, Canada”]
        From 2004 – 2006
        
        Sponsors: President; COO; VP HRM
        
        Objective: To improve enterprise wide operational
        performance in process, management, leadership
        and prepare the organization to implement
        an ERP system
        
        Facilitated the President and executive team to develop a future state vision and business transformation directional plan based on a process driven enterprise philosophy.
        
        Coached 5-improvements teams (Sales, Production, Master Planning, HRM, New Product Development) to achieve readiness for an ERP implementation.
        
        Developed an enterprise wide process architecture improving “As Is” processes and implementing solutions.
        
        [/su_spoiler]
        [/su_accordion]
        Electronics and High Tech
        [su_accordion]
        [su_spoiler title=”Chubb Security – Toronto, Ontario, Canada”]
        From 1990 – 1991
        
        Sponsor: President
        
        Objective: To develop a future state vision
        that transformed enterprise wide operational
        performance to improve profitability
        
        Conducted an assessment of the enterprise. Facilitated the development of a directional plan to implement a Total Quality Management System.
        
        [/su_spoiler]
        [su_spoiler title=”Chubb Electronics – Toronto, Ontario, Canada”]
        From 1990 – 1991
        
        Sponsor: President
        
        Objective: To develop a future state vision
        that transformed enterprise wide operational
        performance to improve profitability
        
        Conducted an assessment of the enterprise. Facilitated the development of a directional plan to implement a Total Quality Management System.
        
        [/su_spoiler]
        [su_spoiler title=”Cinram (CD Manufacturer) – Toronto, Ontario, Canada”]
        From 1991 – 1992
        
        Sponsors: CFO; COO
        
        Objective: To prepare the management team
        to implement an ERP system
        
        Developed and delivered an ERP/MRPII Education programme and system cost benefit analysis.
        
        [/su_spoiler]
        [su_spoiler title=”ASEA Brown Boveri (Electronic component manufacturing)
        – Toronto, Ontario, Canada”]
        From 1991 – 1993
        
        Sponsor: VP Operations
        
        Objective: To prepare the management team
        to implement an ERP system
        
        Developed an delivered an ERP / MRPII education program.
        
        Developed the system requirements definition & coached several teams with implementation.
        
        [/su_spoiler]
        [su_spoiler title=”Martin Marietta (Electronic systems) – Toronto, Ontario, Canada”]
        1994
        
        Sponsor: Director Quality
        
        Objective: To prepare the management team
        to achieve ISO certification
        
        Developed a Continuous Quality Improvement (CQI) methodology and trained the management team as preparation for an ISO certification.
        
        [/su_spoiler]
        [/su_accordion]
        Information Technology
        [su_accordion]
        [su_spoiler title=”Honeywell Controls – Toronto, Ontario, Canada”]
        From 1987 – 1988
        
        Sponsor: VP Operations
        
        Objective: To prepare the management team
        to implement an ERP system
        
        MRPII education & Group Technology implementation.
        
        [/su_spoiler]
        [su_spoiler title=”Accugraph / Royal Bank – El Paso, Texas, USA”]
        From 1991 – 1992
        
        Sponsor: KPMG Partner
        
        Objective: To assess the capabilities of
        Geographic Information systems software firm
        in Texas to determine the risk in provide
        a major loan
        
        Conducted an assessment of a CAD software firm for KPMG & the Royal Bank.
        
        Identified risks for the banks investment. Teamed with a CA to develop risk analysis and recommendations.
        
        [/su_spoiler]
        [su_spoiler title=”CSC Consulting & Systems Integration
        – Cincinnati, Ohio, USA”]
        From 1995 – 1999
        
        Sponsor: VP Manufacturing Industry and Aerospace Services
        
        Objective: To develop the organization to
        deliver business transformation capabilities
        to the defense industry
        
        Provided ongoing support to CSC management
        consulting teams (business transformation
        and integrated product development) in the
        systems outsourcing business to the aerospace
        & defense sector.
        
        [/su_spoiler]
        [/su_accordion]
        Building Products
        [su_accordion]
        [su_spoiler title=”Tremco – Toronto, Ontario, Canada”]
        From 1989 – 1991
        
        Sponsors: President; CFO; VP Operations
        
        Objective: To implement an Enterprise Resource
        Planning (ERP) system to reduce operating
        cost and improve efficiencies
        
        Led a data accuracy team to achieve 98% accuracy in preparation for an ERP implementation.
        
        Led 5 cross functional teams to implement enterprise wide operational improvements as part of an ERP system re-implementation.
        
        Developed and implemented a comprehensive in-house ERP education and training program.
        
        [/su_spoiler]
        [su_spoiler title=”Morewood Industries (Design/Build Pre-Fabricated Houses) – Toronto, Ontario, Canada”]
        From 1990 – 1992
        
        Sponsors: President; VP Operations
        
        Objective: To implement an Enterprise Resource
        Planning (ERP) system to reduce operating
        cost and improve operational efficiencies
        in production management
        
        Conducted an assessment of the enterprise and facilitated the development of a directional plan to implement a Production planning and control system.
        
        Led a team to design and implement a production planning and control department.
        
        [/su_spoiler]
        [su_spoiler title=”Metalumen (Design/Building Light Fixtures) – Toronto, Ontario, Canada”]
        From 1990 – 1992
        
        Sponsors: Owner; CEO
        
        Objective: To develop and implement a future
        state vision to improve enterprise wide operational
        performance and build a new product development
        process and system
        
        Conducted an assessment of the enterprise and facilitated the development of a directional plan to implement a Integrated Product Development (IPD) Process and Manufacturing Improvements.
        
        Led a team to design and implement the IPD process.
        
        [/su_spoiler]
        [/su_accordion]
        Small Medium Enterprises and Individual Entrepreneurs
        [su_accordion]
        [su_spoiler title=”Canadian Association of Certified Management Consultants Entrepreneurs Initiative”]
        From 2002 – 2006
        
        Sponsors: Owner/President of each company
        
        Objective: To enable each company to attract
        funding
        
        For numerous entrepreneurial start up companies,
        coached the CEO and executive team to develop
        a future state vision and plan. Facilitated
        numerous family / entrepreneur firms to develop
        strategic plans to attract funding and investment.
        
        AOL North York/NLCCE Start up – Lighting Control Systems
        
        Energy store Sheet metal fabricator and
        Installer – HVAC, Fireplaces, Gas Piping,
        plumbing
        
        Media vision Start up of a creative entertainment
        products (paint ball, electronics, water,
        etc)
        
        Metalon Start up of an Industrial Coating business Black Oxide for auto industry
        
        Pyramos R&D start up proprietary fabrication
        method of Connector Rods
        
        [/su_spoiler]
        [su_spoiler title=”Ontario Aerospace Council, and Human Resource Development Canada, to develop the Business Transformation methodologies for the Advanced Manufacturing Partnership (MAP) initiative”]
        From 2004 – 2006
        
        Sponsors: Director General; Owner/President
        of each company
        
        Objective: To develop the Business Transformation
        methodologies for the Advanced Manufacturing
        Partnership (MAP) initiative
        
        Led the development of business transformation methodologies (Directional Plan, Capability Assessment, Competency Assessment) and for the MAP initiative and applied the methodologies to 6 pilot projects. After conducting a Capability assessment coached the executive teams to develop a future state vision, identified capability and competency gaps and improvement plans.
        
        Boeing Arnprior, Ontario
        
        Precinda Aerospace, Toronto
        
        Econoair, Winnipeg, Manitoba
        
        Klassen Steel, Winnipeg, Manitoba
        
        TFI Fasteners, Orangeville, Ontario
        
        [/su_spoiler]
        [/su_accordion]

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