| Situation |
Actions Taken |
Information Technology |
Performance Impact |
Heavy equipment manufacturing company
required more responsive global customer
relations and major cost reductions |
Global technical
support process redesigned |
· After building the business architecture, the functional specs were developed for data capture, systems, transfer requirements and for single source inquiry call #s
· Developed data warehouse
· Developed automated diagnostics
· Acquired telecommunication call management system
· Developed “smart” problem-knowledge date base (diagnostic)
· Digitized tie to technical manuals and schematics
· Automated process management
· Developed and conducted all IT and process training |
· $12.6 mm annual savings
· Over 50 contact points reduced to one
· $100 mm in warranty claims reduced (TBD) |
| Oil company supply chain had grown bureaucratic, top-heavy and disconnected |
Assembled world-wide reengineering team to study and redesign the entire supply chain management |
Multiple data bases reduced to integrated relational database |
· Reduced redundant planning cycles and staffs
· Exceeded $300 mm in annual savings
· Created reliable single-source, inventory data |
| Government defense contractor failed for several years to maintain a satisfactory quality program for “preferred contractor” status from the Navy |
· Developed winning comprehensive quality program
· Designed and retrofitted quality circle staff, trained cadre of 12 internal consultants, structured management and executive reviews which systematically reduced quality issues |
Extracted financial data (cost-of-quality priority reports) to produce data for driving quality improvement process |
· Accepted by Navy as corporate model, retained preferred status
· One project eliminated outer missile coating defects and produced an annual cost avoidance of over $2 mm. |
| High tech computer related manufacturing company desired to maintain competitive lead in its delivery system infrastructure |
Reengineered the “Channel Marketing System” with HP international team |
· Integrated legacy systems
· Migrated multiple sales, outlet and pricing data sources to Quest Data Warehouse (FOXPRO, SPLITS, Sweeney, SIT, etc.)
Upgraded channel distributors’ applications |
· Won national recognition for the “Best Channel Marketing Company 1999” |
| Major aerospace company’s labor and attendance process was manual, labor intensive and unstable (payroll system at risk) – plus unsatisfactory cost accounting |
· Organized 28 agencies to develop paperless system
· Implemented the full system and trained over 33,000 employees, supervisors and managers |
· Managed major inter-company transformation project (3 years)
· Organized team of GTE, ATT, Pac Bell, Telecom Vendors, internal MDC & MDAIS (EDS), corporate agencies and users
· Studied and designed paperless labor and attendance system
· Implemented system of Tower servers and decommissioned old IBM mainframe |
Reduced accounting staff to 1/3
· Removed manual errors and rework from process
· Cost savings of over $800K per month with full payback in less than one year |
| Retail company distribution system was unable to accurately deliver to 1,000 stores holiday season, i.e., out of stocks, etc. |
· Assessed total systems health
· Conducted executive business strategy development session
· Analyzed distribution and replenishment systems
· Designed total enterprise business architecture |
· Performed IT strategic audit (NT, MAS-90 base)
· Provided the functional specifications for over 50 system modifications (short term fixes)
· Integrated e-sales and distribution design
· Advised on IT Director position
· Evaluated IT outsourcing proposals
· Consulted on competitor benchmark visit (Data General CPU & Oracle SW)
· Mapped out CRM & SCM customer end and supply chain application framework |
· Flawless peak-load distribution operations
· Fully proceeding with new architecture including vendor-enabled partners in supply chain management |
| World leading oil company required performance breakthrough in turn-around maintenance |
National maintenance (Turnaround) program reengineered |
Created Maintenance Intranet – enabled team planning/scheduling; Web-enabled technical knowledge and inventory data sharing |
· $12 mm in annual cost saving
· “Shutdown” time reduced from 26 to 12 days
· $500 mm annual production risk avoided |
| World leading oil company required performance breakthrough in drilling processes |
Drilling Operations reengineered |
· Developed remote access to central data bases, management, inventory
· Opened channel to exploration and strategic planning, better site productivity with increased decision support data
· Portable PC’s used at sites |
· $35-$70 mm cost savings yearly
· Cycle time reduced 66%
· Administrative costs reduced $5-$10 mm annually |
| Computer work station company needed benchmark middle office processes |
Reengineered accounts receivable, pricing and software service global processes |
Provided business process model with which to evaluate legacy systems, i.e., best-of-breed for ERP |
· Cycle times reduced by 50%
· Costs reduced over 50% |