PROJECTS

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As a subcontractor for Godlan, we have worked on many dozens of SyteLine/Cloud Suite Industrial (CSI) implementations in a variety of industries.  From Military, Aerospace, Cutting Tool Industry, Boat Manufacturing, Wood Processing Industry, Food Industry, too large Machinery & Equipment, etc.

 

We are often called upon to do SyteLine/CSI assessments for existing customers.  During the evaluation we become very knowledgeable of the customers business and form a relationship of trust and respect.  Without fail, the customers ask for us by name to do their future projects.

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Our focus began with project management responsibility for successfully implementing Infor SyteLine ERP at the Plymouth, MI headquarters of Humanetics in late 2008 through mid 2009.

Responsibility switched from implementation to successful operation of SyteLine through the rest of 2009 into early 2011.  At this point FTSS merged with Denton ATD to form Humanetics Innovative Solutions, the largest manufacturer of sophisticated crash test dummies and instrumentation in the world, and responsibility returned to project management to successfully integrate Denton's ERP systems into SyteLine. 

Throughout 2011 focus was on creating a single ERP application for worldwide operations and sales.

During the entire engagement, we developed sophisticated data mining applications in Excel to satisfy operational, managerial and executive level requirements.

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Success Stories at General Motors, 1998-2008...

Our focus was on productivity improvement of capital-intensive clients with an emphasis on understanding and improving the clients “Business System” – business objectives, business processes, assumptions & behaviors, management controls, responsibilities & accountabilities, and business resources (people, money, information technology and material).   We also put additional emphasis on Systems Thinking and Workshop Facilitation.

Our experience shows that sustainable business change requires thorough understanding and proper alignment of the business system.

Our principal client is General Motors, where the focus is on business improvement in Life Cycle Asset Management (LCAM).

GM Global Purchasing: Asset Recovery – Business Process Re-engineering

  • Key part of core leadership team that directed a 20-person project team in the re-engineering of the company’s global business system for disposing of surplus assets (land, buildings, machinery & equipment, tooling, vehicles, furniture, spare parts, etc.).

  • The project was co-sponsored by: Executive Director of Financial, Executive Director of Worldwide Facilities, and Executive Director of Global Purchasing Machinery & Equipment and Indirect Materials.

  • The solution involved a major change in the company’s long-standing corporate policy governing asset dispositions, as well as the development of new business processes, redefined roles and responsibilities, new performance measures, and a corporate-wide training program in North America and Europe.

  • The year before the re-engineering yielded an economic value added of $19M; year after re-engineering $150M.

  • Led technical root cause analysis for complex cross-functional business performance issues.

  • Assisted in the development and analysis of systems thinking based causal loop models of complex business systems.

  • Assisted in analyzing the business system to identify behaviors, processes, controls that were impeding the company’s ability to meet its strategic goals and identify leverage points to overcome these impediments.

  • Led the creation and analysis of business performance improvement strategy option matrices.

  • Assisted in the design and facilitation of complex, cross-functional business process improvement workshops.

  • Led the creation of tools, which communicated the results of complex data analysis and process re-engineering.

  • Assisted in the identification of new business requirements needed to support corporate and business unit performance improvement strategies.

  • Provided an interface for strategy and direction with process implementers.

  • Co-led rollout of re-engineered business system to North America and Europe.

GM Global Purchasing: Asset Recovery – Information Technology

  • Led the identification of data requirements to support re-engineered cross-functional processes.

  • Led the creation of an integrated Information Technology system in support of cross-functional business processes.

  • Led the User Acceptance Testing (UAT)

  • Business liaison between GM and the Information Technology provider for the development of Information Technology to support the business of Investment Recovery and online auctions.

  • Played a critical role in convincing GM’s management that the cost of the Information Technology would be more than covered by the Information Technology’s ability to increase the throughput of surplus assets from the plants/facilities and reduce the time it takes to process the workload; thus increasing revenue.

  • Assisted in the implementation of Asset Recovery Information Technology and associated training of over 1,000 users.

  • Led the research and collection of data using a variety of methodologies, and performed statistical analysis to identify trends, problems, metric effectiveness and ease of metric creation.

  • Led the process of reviewing, recommending and providing corrective action plans from a technical perspective.

  • Led the review and approval of supplier designed technical solutions to company-defined standards.

  • Provided guidance and technical direction to team members, including training materials and presentations.

  • Provided an interface for strategy and direction with process implementers.

  • Developed and supported a Vehicle Recovery System (VRS) to support the dismantling and disposal of damaged, engineering and company vehicles.

GM Manufacturing: Warranty Recovery Program – Business Process Re-engineering

  • Member of a core leadership team that directed a 30-person project team in the re-engineering of the company’s business system for the management of warranty recovery and non-warranty repair on manufacturing systems, machinery & equipment, components and spare parts.

  • Assisted in the creation of decision trees utilizing decision risk analysis methodologies.

  • Assisted in the development of Ishikawa fishbone diagrams depicting all the barriers that exist preventing the company from executing warranties.

  • Led the documentation and development of complex process and data models.

  • Led technical root cause analysis for complex cross-functional business performance issues.

  • Assisted in the development and analysis of systems thinking based causal loop models of complex business systems.

  • Assisted in analyzing the business system to identify behaviors, processes, controls that were impeding the company’s ability to meet its strategic goals and identify leverage points to overcome these impediments.

  • Led the creation and analysis of business performance improvement strategy option matrices.

  • Assisted in the design and facilitation of complex, cross-functional business process improvement workshops.

  • Led the creation of tools which communicated the results of complex data analysis and process re-engineering

  • Assisted in the identification of new business requirements needed to support corporate and business unit performance improvement strategies.

  • Led the creation, collection and reporting of key business metrics and process metrics.

  • Co-led the piloting of business recommendations at various plants in North America.

GM Manufacturing: Maintenance Repair and Operating Supplies (MRO) Metrics Program

  • Major cost saving program focused on reducing the spending on Indirect Material / MRO (Maintenance, Repair and Operations) in all North American plants.

  • Customer is all Manufacturing Managers in North America.

  • Focus on Check and Act of the “Plan, Do, Check, Act” continuous improvement cycle.

  • Emphasis on Spare Parts Management.

  • Emphasis on measuring Plant inventories, Plant floor material and supplier owned inventory against usage and capital spending.

  • Emphasis on providing Plants with enablers to improve.

  • Led architect of data collection process, new data collection tools and all new business processes.