Fleet Management Erp - DOC by jlu21407

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									Wayne M. Lutje
11314 Explorer Road
La Mesa, CA 91941-7274
(619) 660 5067
bergovoy@cox.net

We are a two-person independent consulting firm with over 20 years of experience in
project/program management, consulting, and facilitation in the supply chain, manufacturing,
finance and construction industries. We have sub-contracted with the Navy for the over five
years.

We perform services under the following SIN numbers:

SIN 874-501: Supply and Value Chain Management Services; our provided services include
              Lean / Six Sigma process improvement, project management, ERP
              implementation and process redesign, and information systems integration.
SIN 874-502: Acquisition Services ; our provided services include design and implementation
              of inventory management tracking tools.
SIN 874-504: Deployment Logistics; our provided services include installation of inventory
              management and tracking tools such as scanners and software.
SIN 874-505: Logistics Training Services; our provided services include the preparation and
              delivery of end user training on new processes, tools, and equipment.

Description of applicable personal experience in last four years:

SIN 874-501: Supply and Value Management Services:
    Project Name: FISC/NADEP North Island Lean / Six Sigma Team
      This team is involved with improving both the FISC and joint FISC/NADEP business
      processes. As team co-lead, I am assisting the team lead in determining strategic and
      tactical direction. Responsibilities include:

           –   Assisting in the development of project charters for each improvement effort
           –   Detailed project management of each improvement effort, including identifying
               tasks, assigning roles and responsibilities for each task, and managing the
               completion of the tasks to meet specific deadlines
           –   Development and execution of plans for data collection and analysis
           –   Development and execution of plans for process improvement implementation
               and sustainment, including the establishment of performance metrics and
               management tools
           –   Continuous informal communication with NADEP and FISC management
           –   Development and assisting in the delivering of formal tollgate briefs to NADEP
               and FISC management

       This effort is current and ongoing. POC: LCDR Ken Flaherty, (619) 767-1406.
       ken.flaherty@navy.mil

      Project Name: Supply / Maintenance Aviation Reengineering Team (SMART) SAP
       Process Design
    As the site Co-Lead, lead a team of Navy personnel in the redesign of the material
    management and movement process improvements, using an Enterprise Resource
    Planning (ERP) software as the basis. Responsibilities included:
        – Providing guidance and insight regarding the capabilities of the ERP software
           during process redesign efforts
        – Assisting in systems alignment between the ERP and interfaced legacy systems
        – Providing guidance and coordination during the efforts to develop process
           metrics and reporting tools
        – Coordinating North Island efforts with those of other project locations
        – Communicating with Fleet Industrial Supply Center (FISC) management and
           the Program Management Office (PMO) to ensure understanding and buy-in

    Completed April 2002; duration of 18 months (planned duration 14 months). POC:
    Harry Ornelas, (619) 532-2483. harry.ornelas@navy.mil

   Project Name: Supply / Maintenance Aviation Reengineering Team (SMART) SAP
    Cutover
    As the site Co-Lead, lead a team of Navy personnel in the implementation of the
    material management and movement process redesign as part of the system cutover to
    an Enterprise Resource Planning (ERP) software system. Coordinated site activities
    leading up to system cutover and post-cutover. Responsibilities included:
        – Providing guidance and coordination during the cutover efforts, including data
            conversion, software connectivity testing, systems integration testing, and end
            user training
        – Coordinating North Island efforts with those of other project locations
        – Designed and implemented the local help desk procedures, including defining
            specific Support Team responsibilities, Support Team training, and
            communication of the procedures and responsibilities with the end user
            personnel and management
        – Communicating with Fleet Industrial Supply Center (FISC) management and
            the Program Management Office (PMO) to ensure understanding and buy-in

    Completed December 2002; duration of 8 months (planned and actual). POC: Harry
    Ornelas, (619) 532-2483. harry.ornelas@navy.mil

   Project Name: SMART SAP End User Support
    As the Site Co-Lead, lead a team of Navy personnel in the support of site end users in
    the redesigned material management and movement processes. Responsibilities
    included:
        – Providing guidance and coordination in resolving system integration issues
            between the new Enterprise Resource Planning (ERP) and legacy Material
            Requirements Planning (MRP) systems
        – Conducting system and process improvement retraining for end users
        – Providing guidance and coordination of efforts in the collection of data to
            support process performance measurement
        – Coordinating identification, documentation, and implementation of technical
            change requests
           –   Coordinated the local help desk effort, including refining the specific Support
               Team responsibilities and continued communication of the procedures and
               responsibilities with the end user personnel and management
           –   Coordinating North Island efforts with those of other project locations
           –   Communicating with Fleet Industrial Supply Center (FISC) management and
               the Program Management Office (PMO) to ensure understanding and buy-in

       Completed November 2004; duration of 23 months (planned and actual). POC: Harry
       Ornelas, (619) 532-2483. harry.ornelas@navy.mil

SIN 874-502: Acquisition Logistics:
    Project Name: SMART SAP Process Design
      As site Co-Lead, facilitated several meetings / discussions regarding the redesign of the
      material management and movement processes based on the capabilities of an
      Enterprise Resource Planning (ERP) software. Lead a team of subject matter experts in
      ERP, Material Requirements Planning (MRP), and material processing in the
      development of process design specifications. Responsibilities included:
          – Planning the series of meetings and other activities to ensure timely completion
              of the interface design
          – Setting goals and agendas for each individual meeting
          – Facilitating each individual meeting to ensure that discussions remained on
              topic
          – In cases when disagreements arose, facilitated resolution through defining the
              specific topic of disagreement, ensuring all parties understood the specific topic,
              and facilitating additional fact finding to reach consensus
          – Ensuring that action items and deadlines were understood, and following up
              with the applicable Points of Contact (POCs) between meetings to understand
              progress and to offer assistance
          – Ensuring that accurate notes were taken for each meeting
          – Ensuring that the meeting notes were distributed to team members and to Fleet
              Industrial Supply Center (FISC) management and the Program Management
              Office (PMO)
          – Ensuring that decisions made by the team were understood and agreed upon by
              FISC management and the PMO

       Completed December 2002; duration of 24 months (planned duration 21 months).
       POC: Harry Ornelas, (619) 532-2483. harry.ornelas@navy.mil

      Project Name: SMART SAP Interface Design
       Lead a team of subject matter experts in Enterprise Resource Planning (ERP), Material
       Requirements Planning (MRP), and material processing along with computer
       programmers and Fleet Industrial Supply Center (FISC) management in the
       development of functional design specifications of interfaces between ERP and MRP.
       Responsibilities included:
          – Planning the series of meetings and other activities to ensure timely completion
               of the interface design
          – Setting goals and agendas for each individual meeting
       –   Facilitating each individual meeting to ensure that discussions remained on
           topic
       –   In cases when disagreements arose, facilitated resolution through defining the
           specific topic of disagreement, ensuring all parties understood the specific topic,
           and facilitating additional fact finding to reach consensus
       –   Ensuring that action items and deadlines were understood, and following up
           with the applicable Points of Contact (POCs) between meetings to understand
           progress and to offer assistance
       –   Ensuring that accurate notes were taken for each meeting
       –   Ensuring that the meeting notes were distributed to team members and to FISC
           management and the Program Management Office (PMO)
       –   Ensuring that decisions made by the team were understood and agreed upon by
           FISC management and the PMO

    Completed December 2002; duration of 24 months (planned duration 21 months).

    POC: Harry Ornelas, (619) 532-2483. harry.ornelas@navy.mil

   Project Name: Material Management Plus (MMP) Business Case
    Developed Powerpoint slides that were used to facilitate a series of meetings with Fleet
    Industrial Supply Center (FISC) and Naval Aviation Depot (NADEP) North Island IT
    management regarding the financial benefits of implementing MMP, a material
    ordering software. Slides were used as the primary input to the decision to implement
    MMP. Responsibilities included:
       – Developing the format of the business case to ensure its understanding by FISC
            and NADEP IT management
       – Coordinating with FISC and NADEP IT personnel to obtain rough order-of-
            magnitude cost and benefit figures
       – Coordinating comments from various management and non-management
            personnel to ensure buy-in

    Completed: August 2003. Duration: one month (planned and actual). POC: Gerry
    Giacalone, (619) 545-4157, gerry.giacalone@navy.mil

   Tool for tracking orders through Manufacturing
    Developed and implemented a weekly report to track the progress of Naval Aviation
    Depot (NADEP) North Island Manufacturing material orders. Developed a monthly
    Powerpoint report that identified the primary reasons for delays. Responsibilities
    included:
        – Developing the format of the reports to ensure understanding by Fleet Industrial
           Supply Center (FISC) and NADEP IT management
        – Coordinating with FISC and NADEP personnel to obtain status updates
        – Coordinating monthly findings with FISC management to help determine
           appropriate courses of action

    Completed: January 2005. Duration: 11 months (planned and actual). POC: Harry
    Ornelas, (619) 532-2483. harry.ornelas@navy.mil
      E2/C2 Inventory tracking
       Developed and implemented the use of a spreadsheet to track the status of material for
       the E2/C2 program. This tool was used to easily provide status at the weekly E2/C2
       production meetings. Responsibilities included:
           – Developing the format of the tool to ensure its understanding by Fleet Industrial
              Supply Center (FISC) and E2/C2 management
           – Coordinating with FISC and E2/C2 personnel to ensure the proper use of the
              tool

       Completed: December 2004. Duration: 12 months (planned and actual). POC: Harry
       Ornelas, (619) 532-2483. harry.ornelas@navy.mil

      G Condition inventory tracking
       Implemented the use of a spreadsheet to track the status of locally-managed material
       that impacts repair delays. This tool was used to provide status at the bi-weekly G
       (aircraft repair delayed due to lack of material) status meetings. Responsibilities
       included:
           – Developing the format of the tool to ensure its understanding by Fleet Industrial
               Supply Center (FISC) and the G Condition Team
           – Coordinating with FISC and G Condition Team personnel to ensure the proper
               use of the tool

       Completed: January 2005. Duration: 11 months (planned and actual). POC: Harry
       Ornelas, (619) 532-2483. harry.ornelas@navy.mil


SIN 874-504: Deployment Logistics:
Implementation / management of several processes as part of the Fleet Industrial Supply
Center (FISC) San Diego Most Efficient Organization (MEO) efforts. Projects included:
     Managed the project to implement a material scanning process to track material from
        Central Receiving to various drop points. Responsibilities included:
           – Developing the project plan and ensuring that all appropriate groups understood
              the plan and the expectations of meeting the plan timeline
           – Coordinating the implementation activities of the various groups involved,
              which included the scanning hardware vendor, the end user (delivery driver),
              material distribution management, and FISC management
           – Tracking the completion of the implementation activities, and expediting
              activity completion when necessary
           – Resolving issues that arose during the implementation
           – Providing periodic status updates to FISC management
           – Ensuring that the process was successfully implemented by conducting pilot
              tests and thorough training with the end user and physical distribution
              management

       Completed January 2005; duration of three months (planned and actual). POC: Wes
       Dawson, (619) 545-4173, wesley.dawson@navy.mil
       Managed the project to implement facility reconfiguration and personnel moves to
        align the organization with MEO concepts. Responsibilities included:
            – Developing the project plan and ensuring that all appropriate groups understood
               the plan and the expectations of meeting the plan timeline
            – Coordinating the implementation activities of the various groups involved,
               which included the end users, Navy Marine Core Intranet (NMCI) hardware
               personnel, facilities personnel, contract managers, and Fleet Industrial Supply
               Center (FISC) management
            – Tracking the completion of the implementation activities, and expediting
               activity completion when necessary
            – Resolving issues that arose during the implementation
            – Providing periodic status updates to FISC management

        Completed March 2005; Duration of two months (planned and actual). POC: Wes
        Dawson, (619) 545-4173, wesley.dawson@navy.mil

       Managed the project to implement Commercial Asset Visibility Organic Repairs
        Module (CAVORM) software and processing in additional warehouses.
        Responsibilities included:
          – Developing the project plan and ensuring that all appropriate groups understood
              the plan and the expectations of meeting the plan timeline
          – Coordinating the implementation activities of the various groups involved,
              which included the scanning hardware vendor, Naval Aviation Depot (NADEP)
              North Island Information Technology personnel, the end users (warehouse
              personnel), material distribution management, and FISC management
          – Tracking the completion of the implementation activities, and expediting
              activity completion when necessary
          – Resolving issues that arose during the implementation
          – Providing periodic status updates to FISC management
          – Ensuring that the process was successfully implemented by conducting pilot
              tests and thorough training with the end user and physical distribution
              management

        Completed April 2005; Duration of two weeks (planned and actual). POC: Wes
        Dawson, (619) 545-4173, wesley.dawson@navy.mil

SIN 874-505: Logistics Training Services:
    Project Name: SMART SAP Design / Cutover
      Developed training materials and conducted several classroom and “over the shoulder”
      training sessions for the reengineered material ordering, receiving and issuing process
      using SAP, the Enterprise Resource Planning (ERP) software. Responsibilities
      included:
          – Customizing the “off the shelf” training materials to accommodate the specific
              needs of the end user
          – Conducting classroom sessions
          – Following up with the end users at their spaces to ensure their understanding of
              the reengineered process and to address their questions
          –   Conducting “over the shoulder” training sessions as needed at various end user
              locations

       Completed December 2002; duration of 24 months (planned duration 21 months).
       POC: Harry Ornelas, (619) 532-2483. harry.ornelas@navy.mil

      Project Name: SMART SAP End User Support
       Developed training materials and conducted several classroom and “over the shoulder”
       training sessions for several processes, including:
        Bearer Pickup processing at the material warehouses
        Help Desk Procedures for the End User Support Team
       Responsibilities included:
           – Customizing the “off the shelf” training materials to accommodate the specific
               needs of the end user
           – Conducting classroom sessions
           – Following up with the end users at their spaces to ensure their understanding of
               the reengineered process and to address their questions
           – Conducting “over the shoulder” training sessions as needed at various end user
               locations

       Completed December 2002; duration of 24 months (planned duration 21 months).
       POC: Harry Ornelas, (619) 532-2483. harry.ornelas@navy.mil

      Project Name: Signature Control of the Material Delivery Process
       Developed end user desk guides and conducted several “over the shoulder” training
       sessions for the use of barcode scanning in the material delivery process.
       Responsibilities included:
           – Customizing the “off the shelf” training materials to accommodate the specific
               needs of the end user
           – Conducting end user “over the shoulder” training sessions at the end user
               locations
           – Conducting classroom sessions for the Physical Distribution managers
           – Following up with the end users at their spaces to ensure their understanding of
               the reengineered process and to address their questions

Completed: January 2005; duration of four months (planned and actual). POC: Wes Dawson,
(619) 545-4173, wesley.dawson@navy.mil
Labor Categories and Rates:

 Principal Consultant – Operations (nominal $100.00 / hour)
Experience: A minimum of 15 years experience in supply chain, material logistics, and
manufacturing processes, including a minimum of 8 years of program / project management.
Extensive implementation experience of Lean / Six Sigma process improvements.
Knowledgeable in Information Technology applications for operations processes.

Education: A minimum of a Masters of Business Administration, with an emphasis in
Operations Management

 Principal Consultant – Finance (nominal $100.00 / hour)
Experience: A minimum of 15 years experience Financial processes such as budget analysis
and accounts payable, including a minimum of 8 years of program / project management.
Extensive implementation experience of Lean / Six Sigma process improvements.
Knowledgeable in Information Technology applications for financial processes.

Education: A minimum of a Masters of Business Administration, with an emphasis in Finance

								
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