Expert Details
Management, New Product Development, and Plant Relocation and Startup
ID: 721757
Minnesota, USA
A business organization is a system, therefore the output of the system is greater than the sum of its individual functional outputs. Expert designed the "Business Development Program" to ensure all levels of a company perform to customer's expectations. The Business Development Program begins with the "Direction Statement," which provides the basis for creating a company’s vision, mission and strategic plan.
Expert knows that you cannot analyze your way into a strategy. "Strategic Planning" is analysis, while "Strategic Thinking" is synthesis, which involves intuition and creativity. The most successful strategy is a vision, not a plan. This thinking led him to develop the "9-Step Strategic Change Model" to provide the foundation for future development. The program helps companies make the decision to start the process after considering all necessary elements, allocate resources, perform a "situation analysis," develop a "direction statement," formulate the actual strategy, provide an implementation structure via the "5-Step Project Management System," and, finally, develop a rolling "5-year Strategic Plan."
"Operations," the generic term referring to those functions producing the goods and services of any organization, is an area Expert has spent much of his professional life. Over the course of his career, he has had responsibility for, and successfully managed, sales and marketing, quality assurance, human resources, design engineering, job-shop operations, contract and prototype machining facilities, and plastic extrusion facilities with continually increased levels of responsibility. The levels of responsibility have included machinist, tool and die maker, model maker, product development manager, technology planning engineer, operations manager, general manager and owner.
Expert developed "CEO BusinessPro" to track financial, service, and manufacturing performance. Utilizing these reports, one client increased production over 240% in six weeks. He also developed "CEO SalesPro" to track customers and increase sales opportunities. By controlling costs, increasing efficiency, and delivering on a timely basis, one client increased profitability over 135%, while securing a $1.2 million backlog.
Expert was responsible for the initial concept and design/build, the selection and purchase of manufacturing and laboratory equipment, and the staffing and startup of a three-shift, plastic extrusion facility. The project was completed within one week of its 18-month projection.
Expert developed the "5-Step Project Management System," which is comprised of three levels:
· Level 1 is Project Planning & Development. This includes Step 1 - Project Feasibility as Soon as Possible; Step 2 - Project Approval; and Step 3 - Project Planning.
· Level 2 is Project Schedule. This includes Step 4 - Project Start through Completion and Step 5 - Evaluation.
· Level 3 is TurnKey Project Management. It covers Step 1 through Step 5.
By utilizing the "5-Step Project Management System,” Expert redesigned an existing manufacturing facility and relocated an entire manufacturing facility and business staff with a minimum of downtime and disruption to customers, while saving over $250,000 in moving expenses.
As part of a $1.2M Flexible Manufacturing System (FMS) capital equipment investigation, justification and implementation project, Expert lead the team in indentifying current products which could be manufactured with significant savings as the result automation. After reviewing several hundred products it was determined that two horizontal milling machines equipped with the maximum tools in preset storage, integrated with a robotic pallet stacker could run 24/7 virtually unattended. It exceeded projected savings of $850K in less than one year.
Under strict 'confidentiality agreements,' Expert desgned, developed and prototyped a variety of products ranging from telecommuncations and medical equipment to lasers, telescopes, computer hardware, agricultural and snowmobile equipment. These opportunities afforded Expert to work with representatives from sales and marketing, engineering, manufacturing, top management, and customers. Many cost saving, rapid prototyping techniques were implemented saving customers the expense of hard tooling, time delays and the added expense of potential reengineering.
Expert has 'rearranged the furniture' a number of times. The key is understnading the specific goal and objective of the project. Expert has lead projects in group technology, cell applications, plant-within-plant, plant expansions, plant relocations and actual plant startups. Plant startups included site selection, design/build, construction project management, capital equipment, staffing and plant startup.
Before 'Rapid Prototyping' became a known commodity and the technology available and affordable, Expert developed many special tooling applications saving the customer the permanent expense of hard tooling, molds, etc. Utilizing a variety of materials (wood, steel, aluminum, plastics, glass, storyboard), unique bonding methods, form cutters and specially designed fixturing, Expert generated functional prototypes for a fraction of the expense. These prototypes were tested, demonstrated at trade shows and in some cases had the capability of being reinvented.
Array
Expert consulted with a manufacturer facing the problem of low profitability on an in-line stain application. His process analysis identified three major problems: organization, structure, and reporting. He set up corrective action teams to provide solutions and published the results. The results were a production increase of greater than 240% in eight weeks.He has worked on business and manufacturing problems. A high-tech design/build automation manufacturer requested assistance in ERP software investigation and justification. Expert met with the principles to identify their needs and solicit and evaluate quotations. He then presented his findings, recommendations, and brokered pricing. The company purchased software and the project installation was implemented.As the result of significant growth, a national manufacturer was experiencing a multitude of managerial and financial reporting problems. Expert determined current MIS System was sufficient, but lacked user friendly report writing capabilities. Expert suggested using CEO BusinessPro which "bridges the gap" between discontinuity and understanding of financial statements and management reports. (CEO BusinessPro is not a software program, but a unique series of 12-monthly Excecutive Management Reports designed to support, supplement and enhance the decision-making capabilities of the management team.) Service was initiated and problems were quickly resolved. Expert consulted with a manufacturer who was experiencing growing pains. His sales analysis identified that over 90% of the customers accounted for only 15% of total sales. The client's production was unable to schedule profitably with the constant rush of orders. The client was also unable to schedule changes and general disorganization was a problem. Expert developed the "Tier One" customer strategy (Tier One customers are defined as the top 5% of total customer sales, which currently generate 85% of sales revenue). "Tier Two" customer's orders are now scheduled to compliment and maximize production capacity. The result was an increase in overall profitability of approximately 328% over the previous year.
He has also provided business consulting for a medical manufacturer. The client required business plan assistance for new financing. Expert reviewed and revised the client's existing rough draft. The end result produced a professional document encompassing all the elements of a sound strategic plan. This document delivered the blueprint for future growth and financing was secured.
Education
| Year | Degree | Subject | Institution |
|---|---|---|---|
| Year: 1998 | Degree: Executive M.B.A. | Subject: Entrepreneurship | Institution: University of St. Thomas |
| Year: 1989 | Degree: Executive M.B.A. | Subject: Manufacturing Systems | Institution: University of St. Thomas |
| Year: 1983 | Degree: B.S. | Subject: Industrial Engineering | Institution: University of Minnesota |
| Year: 1969 | Degree: B.S. | Subject: Business Administration | Institution: Loyola University |
Work History
| Years | Employer | Title | Department |
|---|---|---|---|
| Years: 1999 to Present | Employer: Undisclosed | Title: CEO | Department: Administration |
Responsibilities:Expert is responsible for the development and delivery of solution- based products and services to small and mid-size manufacturers. |
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| Years | Employer | Title | Department |
| Years: 1994 to 1999 | Employer: Minnesota Technology, Inc. | Title: Manufacturing Specialist | Department: Field Staff |
Responsibilities:He provided problem-solving analysis, business and technical resources, and strategic solutions to manufacturers throughout the state of Minnesota. |
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| Years | Employer | Title | Department |
| Years: 1989 to 1994 | Employer: Uponor | Title: General Manager | Department: Administration |
Responsibilities:Expert designed, built, started-up, and directed a $13.5 million North American manufacturing facility. |
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| Years | Employer | Title | Department |
| Years: 1988 to 1989 | Employer: J. Olson Machine Company | Title: Operations Manager | Department: Administration |
Responsibilities:He was responsible for sales, marketing, quality assurance, engineering and production for a $3.5 million contract machining facility. |
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| Years | Employer | Title | Department |
| Years: 1984 to 1988 | Employer: Graco, Inc. | Title: Manufacturing Technology Planning Engineer | Department: Industrial Engineering |
Responsibilities:Expert's responsibilities included the investigation, cost justification, and installation of multi-million dollar capital equipment projects. |
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| Years | Employer | Title | Department |
| Years: 1977 to 1984 | Employer: Minnesota Prototypes, Inc. | Title: Product Development Manager | Department: Engineering |
Responsibilities:He directed the R&D for the special tooling, fixturing, and machining of a $1.2 million, precision prototype, CNC machining facility. |
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| Years | Employer | Title | Department |
| Years: 1965 to 1977 | Employer: Peterson-Ridge Floral | Title: President | Department: Administration |
Responsibilities:Expert ran the business, which included retail, wholesale, and landscaping. |
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Government Experience
| Years | Agency | Role | Description |
|---|---|---|---|
| Years: 1994 to 1999 | Agency: Minnesota Technology, Inc. | Role: Manufacturing Specialist | Description: Expert interfaced with banks, economic developers, consultants, NIST, NTU, and colleges and universities to provide statewide business and technical resources. He created cost-effective strategies that yielded $3.6 million in cost savings. |
International Experience
| Years | Country / Region | Summary |
|---|---|---|
| Years: 1989 to 1994 | Country / Region: Scandinavia, Western Europe | Summary: Expert provided project management consulting. He researched existing manufacturing facilities throughout Scandinavia and Western Europe to incorporate best manufacturing practices for a new North American manufacturing startup. The result was a successfully designed and built $6.5 million manufacturing plastic extrusion plant. All of the plant’s equipment was purchased, installed, debugged, and staffed within one week of a projected 18-month project timeline. |
Career Accomplishments
| Associations / Societies |
|---|
| Expert belongs to the American Production and Inventory Control Society (APICS); the American Management Association (AMA); the Project Management Institute (PMI); Sales and Marketing Executives (SME); the Institute of Management Accountants (IMA); the North Metro Chamber of Commerce; the American Institute of Plant Engineers; and the Society of Plastic Engineers. He is a Senior Member of the Society of Manufacturing Engineers (SME). Expert was named in Marquis Who's Who in Finance and Industry. He is a Junior Achievement Advisor and Recruiter and a member of Toastmaster International. He is the founder of the International Management Services Group and a co-founder of the Graco Technical Society. |
| Licenses / Certifications |
|---|
| Expert is a Nationally Certified Economic Development Finance Professional (EDFP). He also has an Export Tools/Techniques Certification from the Minnesota Trade Office. He received the Advanced Project Management Certification from the Carlson School of Management at the University of Minnesota, and has his real estate certificate for the state of Minnesota. |
| Professional Appointments |
|---|
| He holds the following appointments: Board of Advisors at Anoka-Hennepin Technical College; Supervisory Management Committee, Anoka-Hennepin Technical College; Executive Emissary for the Manufacturers Alliance; Board of Directors, Manufacturers Alliance; and Member City of Andover Economic Development Authority. |
| Awards / Recognition |
|---|
| Expert has received many awards including the Junior Achievement "Regional Blue Chip" Award, two National Distinguished Safety Awards, and the Dale Carnegie "Human Relations Award.” He was a guest speaker at the ISO 9000 Conference, has received three "Recognition Awards" from the Manufacturers Alliance for outstanding contributions to business and industry, and was the captain of Industrial Engineering’s "Quality Improvement Team." |
| Medical / Professional |
|---|
| Expert completed an internship as an Emergency Medical Technician (EMT)/Paramedic. |
| Publications and Patents Summary |
|---|
| He co-authored the "Capital Equipment Requisition Policy and Procedure Handbook." |
Additional Experience
| Training / Seminars |
|---|
| Expert developed the "Strategic Thinking Management Team Workshop" to confirm the direction of the enterprise and its management team. This workshop contains group problem-solving activities and team-building exercises, including Strategic Thinking vs. Strategic Planning, Business Foundation, Cause and Effect, Definition of Success, Model for Success, and the balanced system. Expert developed the "9-Step Strategic Change Model" to assist the owner and management team create results-oriented strategies. The 9-Step Strategic Change Model covers external analysis, internal and operational analysis, discussion, consensus and initial draft, direction statement, strategic planning, defining the levels of strategies, project management, and defining accountability. He also developed the "5-Step Project Management System" which covers three levels of project management: project feasibility, project management, and, turnkey project management. |
| Vendor Selection |
|---|
| Expert developed the "Vendor Certification Program" to assist purchasing departments in securing quality products, but without incurring the additional expense of incoming inspection. These programs reduced costs and delivery time. He also developed the "Supplier Purchase Order Checklist" in conjunction with capital equipment purchases and installations to ensure compliance with supplier stated and negotiated specifications. As part of Expert's standard capital equipment purchase order, he designed and directed "Supplier Capability Studies" to ensure capital equipment met stated repeatability and reliability tolerances and performance objectives. |
| Marketing Experience |
|---|
| He has increased national, regional, and international sales revenues by developing methodologies to rapidly prototype new products and reduce delivery times for existing products and services. These focused marketing efforts increased sales by 21% and secured a $2.2 million backlog in less than four months. |
| Other Relevant Experience |
|---|
| During the course of a manufacturing start-up, Expert successfully developed, presented, and secured an additional $580,000 in project funding from international top management. As a project manager, he successfully re-engineered and completed a plant relocation project two weeks ahead of schedule, with minimal disruption to customers, while saving over $250,000 in lost sales. Expert performed manufacturing process analysis and subsequently reconfigured the existing plant to Just-In-Time Manufacturing. The project reduced inventory by over $1.0 million. Additionally, he reduced tooling and fixturing costs by over 37%. He designed interchangeable fixture plates, utilized multifaceted tombstones, and standardized preset tooling to save over $375,000 annually. He was personally asked by the Chairman of the Board to investigate and develop a turnaround strategy for a manufacturing plant located in Singapore. |
Fields of Expertise
business management, business strategy, business system design, corporate strategic planning, operations management, plant management, plant operations management, project management, project planning, flexible manufacturing system, new product development, pilot plant operations management, rapid product development, new product planning, plant relocation, facility expansion, business location, business analysis, entrepreneurship, business operations, strategic market planning, finance, labor cost estimation, constructability, design to capacity, class of plant quality, new consumer product development, industrial systems engineering, reliability engineering, industrial finishing, integrated product team, dimension, lead time, industrial park, industrial engineering setup time, enterprise resource planning software, enterprise resource planning, engineering change order, process planning, first in, first out inventory management, machining tooling design, inventory control system, product management, design cost control estimation, design-for-quality, industrial design, design for cost, engineering design, value analysis program management, government-industry-education interaction, industry-education interaction, engineering economics, new product design, integrated product development, human resources, development engineering management, maintainability engineering, fixed cost, business re-engineering, design review, device product development, product safety design, industrial machinery, process design, redesign process, consumer product design, design for manufacturability, design for disassembly, design for assembly, quality improvement, design for testability, design for recyclability, design for environment, construction project management, environmentally friendly product, design for manufacture and assembly, product design, engineering design productivity, design engineering, engineering management, cost control, house of quality, inventory, design process, innovation, dimension limit, industrial engineering, value engineering, software project management, quality management, maintenance management, kanban, human factors engineering, group technology, flexible manufacturing, earned-value system, cost engineering, concurrent engineering, business process re-engineering