Projects

Text Box: Proprietary Lean for Service Methodology I have a proprietary Statistical Process Optimization methodology that I developed to effectively optimize any process. Where Lean is designed for manufacturing and the methodology of Six Sigma is designed to find the root cause to a problem, my methodology is a “Lean for Service” methodology, designed for service industries, to optimize your processes so they are cheaper, faster (shorter cycle time) and better (fewer defects—higher customer satisfaction). Proprietary Discontinuous Process Mapping Tool I have also created a proprietary process mapping methodology and toolset that works much better for discontinuous processes, the type found in service industries. Cisco, Jones Lang LaSalle, and T-Mobile have found my Event Map process to facilitate an understanding of their processes by everyone involved and to be very useful for training. Example Process Improvement Projects Regarding projects to save money or improve processes, I have led many types of projects, from warehouse space optimization to redesigning the operations from Lead to Cash. Typically, I begin with an opportunity assessment to evaluate “where the savings are” and a plan to go forward. Some example projects that I have completed are: Completed lead-to-cash opportunity assessment by line of business including customer and team readiness for 2nd largest commercial real estate services company. Optimized / leaned accounting processes for division of 300 employees resulting in employee-related solution savings of 40%. SOX compliant. This included design of the new AP process/system and research to source vendors to provide services for the various system components. Here is a recent press release announcing the completion of the project. It includes the solution I developed and the vendors that I sourced. Engineered new processes lead to cash and for land acquisition, new community development, support services and order processing for national community builder. Led process re-engineering for contract compliance of all commercial real estate capital construction projects for 8,000 projects per year. Developed product assurance program for customer satisfaction for national community builder. Analyzed top reasons for customer dissatisfaction, implementing “quick hit” projects from lead to cash to customer warranty service; reengineering processes to immediately resolve customer’s primary complaints and to foster a life-long customer relationship. Developed unique and effective methodology for warehouse layout and operations design that optimized and simplified the analysis and design process. Designed processes to optimize operations, automation, and facility layout, increasing space utilization by over 60% and decreasing operational costs by more than 30%, achieving 2-month return on invested capital for large sports equipment manufacturer. Developed unique methodologies, plus performed distribution/warehouse diagnostics and distribution network analyses that reduced outbound freight costs by 46% and inbound freight costs by 16%. Increased inventory accuracy to 99.99% to improve order fulfillment for one of the largest Telecom and Cable TV suppliers. Developed and implemented manufacturing/distribution strategies that reduced cycle time by 3 to 5 days (85%) and costs by 30% to 50% while achieving highest on-time delivery levels in fast-growth environment for electronics manufacturer. Increased sales 10-fold though designing, developing, and maintaining automated event-driven sales system for ad agency. Defined operations for new software Quality department and trained initial personnel in software testing techniques for major supplier/implementer of commercial HVAC systems.

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Naseath Management Consulting

Phone: 650-605-3716

E-mail: brent@naseath.com

Representative Projects

Statistical Process Optimization

Data-Driven Decisions and Analysis

Supply Chain Management—Distribution

Metrics, KPI’s Balanced Scoreboard

Systems Requirements Analysis and Implementation

Project Management and IT Turn-Around Projects

Statistical Process Optimization

Data-Driven Decisions and Analysis

Text Box: Proprietary D3 Data Driven Decision Tool D3 is a data-driven, step-by-step “fill-in-the-blank” process for solving problems, typically in a repeating work activity, though it can be used to “chunk down” a large, complex issue as well. D3 is a communication tool the reports scope, analysis, solutions, and rationale. D3 is effective, yet much faster, simpler, and cost effective than more complex quality methodologies such as Six Sigma for 90% of projects in service industries. Depending on the complexity of the problem and the experience of the user, a D3 usually takes between 4 and 16 hours of applied time to complete. D3 has been used by clients since 2004. Process Excellence through Process Certification and Process Optimization Developed program of Process Excellence consisting of Process Certification followed by Process Optimization. Process Certification allows for objective evaluation of and benchmarking of processes, provides standardization, and prepares for optimization through process analysis. Process Certification includes documentation, measurement of defects, demand, throughput, risk, activity cost, measurement of waste, etc. with a plan for improvement where warranted. Benchmarking, Modeling, Forecasting, VOC, Statistical Analysis, etc. Designed and deployed quality programs incorporating Process Excellence (Certification & Optimization). Completed opportunity assessment for entire company by line of business including customer and team readiness. Performed office consolidation analysis. Consolidation subsequently performed achieving targeted savings. Developed and staffed quality and innovation departments. Implemented new Six Sigma / Lean programs including training, developing training materials, and training/mentoring “in house” team members toward Lean, Green Belt and Black Belt certification. As a consultant, personally trained over 350 Green Belts and Black Belts and 45 Lean Experts including project mentoring in both English and Spanish. Performed Executive Six Sigma training. Certified Bank of America’s capital construction project management process through their quality department (1st BoA process certified). Market analysis for national catering company to determine root cause of 25% drop in regional sales. Created paradigm shift in corporate direction from “customer intimacy” model to “operational excellence” model with standardization and reduced variability. Analyzed top reasons for customer dissatisfaction from JD Powers surveys, creating actionable response plan. Performed numerous operations diagnostics. Performed distribution/warehouse diagnostics and distribution network analysis. Solved complex mathematical model validation problem on multibillion-dollar classified defense project that no one had been able to solve that was threatening continued project funding.

Supply Chain Management & Distribution

Text Box: Performed distribution network analysis and modeling, warehouse location determination, and simulation. Performed distribution network analyses that reduced outbound freight costs by 46% and inbound freight costs by 16%, saving $10 million annually. Designed and implemented over 20 warehouse management systems and custom bar code systems, including requirements definition, design, development, installation, data preparation, configuration, testing, and ramp-up. Typically reduced operating costs by 30 to 50% and increased inventory accuracy to 99.99% to improve order fulfillment. Performed Lean Manufacturing projects lowering costs and improving throughput. Teamed on ERP / SIOP implementations and sourcing / purchasing negotiations. Led strategic sourcing, supplier partnering, and just-in-time inventory projects. Performed supply chain cost analysis bringing visibility to root cause of high operating costs. Developed unique and effective methodology for warehouse layout and operations design that optimized and simplified analysis and design process. Designed processes with automation to optimize operations and decrease operational costs by more than 30%, achieving 2-month return on invested capital. Developed and implemented new processes that reduced cycle time by 85% and costs by 30% to 50% while achieving highest on-time delivery levels in fast-growth environment for electronics manufacturer. Developed unique methodologies, plus performed distribution/warehouse diagnostics for warehouse operations design and space utilization.

Metrics, KPI’s, Balanced Scoreboard

Text Box: All process improvement projects included data analysis and establishment of VOC and operational metrics; not only to measure output but to monitor leading indicators to resolve issues before they adversely affected production. As Corporate VP of Quality and Productivity for 4 large corporations, three with $billions in annual revenues and one in the Fortune 500, I analyzed data and developed metrics and KPI’s for operations, customers, and employees. Implemented corporate balanced scorecard with division metrics. Developed new corporate strategic planning model. Led client divisions through annual strategic planning sessions. Performed analysis and developed new revenue forecasting tool and process for global corporation with $billion revenues. Completed company-wide process improvement opportunity assessment by line of business including customer and team readiness for Fortune 500 company. Performed many Voice of the Customer analyses, including quantification of the results to determine actionable plans and performance specifications. Improving customer satisfaction is part of every Process Optimization project performed. Data collection is part of all Process Certification and process improvement projects performed.

Systems Requirements Analysis & Implementation

Text Box: Developed requirements analysis and system purchase specifications for large software systems. Designed and implemented a software application to collect, prioritize, and approve ideas / opportunities and to allocate resources and monitor all Six Sigma / Lean projects used by multiple companies—winning the prestigious annual DaVinci Award for Innovation. Served as Division Manager of Operations for software developer for 18 months. Responsibilities included software development, client contract management, and software sales. Designed and implemented warehouse management systems software and custom bar code systems, including requirements definition, design, development, installation, data preparation, configuration, testing, and ramp-up. Designed ASP-based warehouse management system software product, allowing system control flow to be customized without programming. Designed several RF front-end systems. Increased sales 10-fold though designing, developing, and maintaining automated event-driven sales system. Pioneered / developed first laser disc-based simulator system, purchased for $104 million DARPA military simulation. Expert in Excel and VBA (macro) programming in Excel. The D3 tool is Excel-based.

Project Management & IT Turn-Around Projects

Text Box: Managed large domestic and international software development programs, serving as primary interface to executive management. Took over and turned around first phase ($2.5 million) of unprofitable $20 million enterprise-level project where vendor was only 30% complete after 2 years—achieved 100% completion in 9 months and profitability. Took over and turned around $2 million project to meet operational deadline in 3 months from date of assignment. Managed the projects and implemented 13 large mission-critical software systems, supervising 25+ software developers in 4 U.S. locations, in Russia and in Israel. As Project Manager at software division that developed very large custom real-time control systems:, performed project management and implementation of real-time mission-critical control systems from award through system development and acceptance, including two IBM production facilities in France, several SAC Air Force bases, and the Louisiana Superdome. Proposed, designed, and implemented self-funding project planning and management system that immediately became the backbone of project management and bid / proposal activities—system called “Brent-stone” by division manager. Implemented change management projects – organizational development, skills / performance assessment, motivation. As Chief Operating Officer of an ad agency, directed all operations, including purchasing, accounting, pre-press production, printing, sales and HR.

Text Box: Copyright 2011, Brent R. Naseath, Naseath Management Consulting Phone: 650-605-3716 E-mail: brent@naseath.com