| n |
Small parts
manufacturing plant |
Designed and
implemented a material pull system for a plant in Mexico that assembled 34 million parts a
month. Integrated the MRP (QAD) system with many of the plant's functions. |
| n |
Machine and
Tooling Shops |
Integrated one
company’s scheduling and capacity planning systems with their other business
processes and strategies. Selected and implemented a new enterprise wide integrated
manufacturing management system at another firm after reviewing current business
processes, hardware and software. |
| n |
Internet
Telephony Installation Process Management |
Integrated
the processes and project management systems and tools for installation
at hundreds of sites worldwide of thousands of IP telephone users. |
| n |
VoIP
Network Configuration Management |
Designed and built a web-based system using SQL Server 2000 and ASP.NET to manage VoIP (IP Telephony) configuration and release management for a global network. This system manages hardware and software releases to network servers and network devices and integrates automated network data collection tools for testing and verification. Managed configuration, security, sessions and operation of Microsoft network web servers (IIS) using Active Directory and other corporate standards and tools. Used VB.NET for data migration and cutover - assisted by team. |
| n |
Quality Control
and Visual Inspection Lines |
Modeled and
simulated labor and testing equipment requirements for new product introductions. |
| n |
Automotive
Assembly Stamping Plant |
Modeled and
simulated production and storage requirements and automated layout of warehouse. |
| n |
Carburetor
Plant
in Mexico |
Performed
Goldratt style assessment. Designed and implemented Pull Systems and overhauled processes
around floor material movement, storage and purchasing. Integrated with their MRP (QAD)
system |
| n |
Software
Development Organization |
Documented
business processes and upgraded them to include professional project
management and quality (ISO/CMM) best practices. The processes
were implemented on the extranet as a foundation for a digital workflow
strategy. |
| n |
Gear and Axle
Plant and a Spare Parts Stamping Plant |
Member of the
manufacturing opportunity assessment team that identified operational issues limiting
manufacturing and financial performance and prioritizing recommendations |
| n |
Woodworking Plant |
Documented and
stabilized plant floor and other processes. Improved flow, quality and on-time deliveries. |
| n |
Truck Assembly
Plants |
Primary engineer
for modeling paint shop and resequencing processes using simulation techniques. A savings
of $2.5 million was documented in one plant |
| n |
Truck
Manufacturer |
Accelerated
Synchronous Implementation Team. Facilitated workshops and reengineered assembly processes |
| n |
Truck Assembly
Plant Retooling |
Modeled and
analyzed proposed layouts of body shop, paint shop, engine, chassis, and trim line
workstations |
| n |
Grey Iron Foundry |
Project engineer
and leader for the installation of two Statistical Process Control systems |
| n |
Metal Fabrication
Plant |
Reengineered and
simplified information flow to facilitate capacity planning decisions |
| n |
Truck Assembly
Plant |
Simulationist:
modeled the body resequencer for improved assembly line balancing |
| n |
Van Development
Team |
Modeling engineer
for improving assembly line layout. |
| n |
Assembly Plants |
Developed
PC/Windows based tools to facilitate the migration of the industrial engineering functions
to floor supervised work teams while implementing agile manufacturing principles. Also,
developed a tool for GM’s international capacity planning. Both tools were adapted a
common systems for GM. |
| n |
Foundries |
Simulated the
process of material delivery to determine optimal resources. Led study to determine the
economic feasibility of new technologies for improving dimensional conformance for
castings from GM Foundries Also, designed and implemented a Statistical Process
Control
system for furnaces to improve casting quality |
| n |
Metal Stamping
|
3 months in 4 GM plants
and 3 months with headquarters staff at the Spare Parts Organization (SPO) |
1992-93,97 |
| n |
Tool & Die Shop
|
6 months integrating
scheduling and plant floor material flow systems. Selection of new hardware and software |
1994-95 |
| n |
Software |
6 months
clarifying and streamlining development processes |
2001 |
| n |
VoIP
Networks |
22 months
integration systems and processes |
2001-2004 |
| n |
IP
Telephony |
12 months
managing the installation processes |
2001 |
| n |
Woodworking |
7 months at a door
manufacturer in Grand Rapids |
1996 |
| n |
Truck Assembly |
4 months in many GM plants
and 5 in central support offices of the Truck Group |
1992-95 |
| n |
Auto Assembly
|
9 months in several GM
luxury car assembly plants |
1994-95,98 |
| n |
Automotive Parts |
2 months in Delphi Saginaw
Division plants, 10 months in carburetors and ignition module plant |
1991,98-99 |
| n |
Foundry
|
10 months in 3 of GM's
Foundries and 4 in the central engineering support group |
1990,97 |
| n |
Electric & Gas
Utilities |
3 years of
business/project feasibility studies |
1986-90 |
| n |
Petroleum
|
2 years as student chapter
vice-president of the Society of Petroleum Engineers SPE |
1982-84 |
| Plant Floor Experience |
Management Information Tools MIS,
Process Improvements, Machine Shop Scheduling Algorithms/Process, Material Systems,
Enterprise-wide Hardware and Software Selection. Assembly Plant Conveyor & Mixed Bank
Simulations, Line Balancing, Toyota Production System, Rapid Process Improvement
Workshops, Numerical Control NC programming, Statistical Process Control, etc. |
| Computer Experience |
Proficient in
ASP.NETä,
VB.NETä,
XML, SQL Serverä,,
VisualBasic for Applicationsä
with MS Excelä, MS Wordä, MS PowerPointä, MS
Outlookä,
Also, HTML/Web Scripting, WITNESSä,
Competent in MS FrontPageä,
Data Modeling
and Mainframe to PC downloads and various MRP/ERP systems, such as, QAD and JobBoss. |
| Business Analysis |
Analysis run from data downloads from
various systems, detailed financial models of electric utility corporations, profitability
on marketing programs, Inventory, Lead-time and rework analysis from orders databases,
Project Man-Power summaries & project management processes. |
Palmer Stevens'
Qualifications