AMGI management

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.

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%.

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.

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.

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.

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.

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.

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.

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.

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.

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).

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.

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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