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C. H. Paul Consulting, Inc. Corporate Capabilities


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C. H. Paul Consulting, Inc. Corporate Capabilities

  1. 1. C. H. Paul Consulting, Inc.7370 Ventnor Drive, Tobyhanna, PA 18466Meeting Your Training, Consulting, AndPerformance Improvement Challenges!Corporate Training& DevelopmentOrganizationalDevelopmentIndustrial Training& ManufacturingConsultingTechnical WritingVisit on the web
  2. 2. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 2C. H. Paul Consulting, Inc.C. H. Paul Consulting, Inc. – An Overviewur consulting practice is dedicated to providing our clientswith a wide range of consulting interventions under thebroad categories of Corporate Training and Development,Industrial Training – Manufacturing Consulting, OrganizationalDevelopment, and Technical Writing. Each intervention isdesigned to improve the efficiency and effectiveness of operationsin the pursuit of performance excellence!We have been consulting to corporate America for over 25 years inthe following specialty areas:The techniques we utilize to implement change and improveperformance apply to a great many areas of critical work withinour clients’ organizations.O Training Design and Development Training Presentation Leadership and Management Excellence Lean Manufacturing Documentation Development & Technical Writing Organizational DevelopmentCONSULTING SPECIALTIESTRAINING ANDDEVELOPMENT – Thedevelopment of criterion-referenced training programs andmaterials (to include curriculumdesign) using a variety of mediato achieve measurable skill andknowledge improvement.TRAINING PRESENTATION –Proven experienced platform-training presenter in a variety ofareas from technical subjects tomanagement and leadershipdevelopment.LEADERSHIP ANDMANAGEMENTEXCELLENCE – Thepresentation/development ofleadership and managementdevelopment programs designedto transform the organization!LEAN MANUFACTURING –The implementation (consulting,facilitating, and training) of LeanManufacturing into clientproduction facilities andoperational strategies.DOCUMENTATIONDEVELOPMENT – Thedevelopment of criticaldocumentation that meetsregulatory (FDA, ISO, USDA,etc), training, operations, andindividual performance needs toinclude ERP system and othercritical business softwaredocumentation (and training). ORGANIZATIONALDEVELOPMENT – The values-based behavioral approach to theimprovement of organizationalfunctioning. Techniques appliedinclude but are not limited tocoaching, facilitating,performance analysis problem-solving, and process re-engineering. Manufacturing – Quality, Maintenance, ManufacturingOperations, Production, Planning, Warehouse, andInventory Control Training and Human Resources – InstructionalSystems/Curriculum Development, Training MaterialsDevelopment, and Trainer Training Marketing – Field Sales & Service, Sales Management,Installation, Repair, Order Handling, Customer Service,and Distribution General & Administrative – Information Technology,Customer Service, Credit & Collections, Clerical Office,Financial Office, and PersonnelThe key to effective learning is in the process employed to develop,present, and assess training. Effective training must be:……performance based, job relevant, and include only theinformation needed to perform the tasks to be mastered……
  3. 3. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 3C. H. Paul Consulting, Inc.Our Industry Experiencen the many years we have been in business, we have beenprivileged to assist clients in many industries to initiate changeand improve the utilization of their various resources.In addition, we have worked extensively in the PHARMACEUTICAL,FOOD, and COSMETIC industries, all highly regulatedenvironments, developing training, writing documentation andproviding general consulting support.The Challengeusiness requirements for success have changed dramaticallyover the last 25 years. The emergence of new technologies,intense competition, shortage of trained workers, and heightenedregulatory scrutiny has created an environment where companiesmust respond quickly to the problems facing them with a measuredresponse that minimizes risk and maximizes results. Our answer tohelping meet these challenges is called the Quick Responseapproach.Quick Response is not a product but a methodology for deliveringconsulting services that quickly address the “real” problemsholding clients back from achieving their goals.Quick Response solutions:IBAUTOMOTIVE FINANCE TRANSPORTATIONCOMMUNICATIONS UTILITIES HEALTH CARECONSULTING CONSTRUCTION GARMENT/TEXTILELIGHTING ELECTRONICS STEEL/METALSSOME QUICK RESPONSEAPPLICATIONSPLANT FLOOR TRAINING &NEW PLANT START-UPSUPPORT – Job training foroperators, mechanics technicians,and first-line supervisors inexisting plants to improveoperations and for new start-upoperations to minimize oreliminate operational start-upissues.COMPLIANCE SUPPORTFOR REGULATEDINDUSTRIES – SOP/GMPevaluation, development, andtraining. Development of SOPsWork Instructions, and processdocumentation that meets theneeds of both regulatory agenciesand the internal organization.ENTERPRISE SYSTEMPERFORMANCE SUPPORT –Development of softwaredocumentation that is based onuser job needs and task skillsrather than the commandarchitecture of the system allowingfor fast error-free systemimplementation.CORPORATEINTEGRATION SUPPORT –The development of “BestPractices,” human resourcesystem training, and managementand leadership developmenttraining to ease the trauma ofcorporate re-organizations,mergers, and acquisitions.BUSINESS CONTINUITYPLANNING – Building acomprehensive BusinessContinuity Plan for corporationsneeding to protect their supplychain to include 3rdpartymanufacturers, raw materialsuppliers, and customers.TRAINING CAPABILITYBUILDING – Helping clients toestablish a training functionwithin their organization.LEADERSHIPDEVELOPMENT – Helpingmanagers to meet their leadershipchallenges through job relevantmanagement and leadershiptraining. Quickly identify where performance discrepancies exist Quickly build project teams to address those discrepancies Formulate and implement approaches to the problemsidentified Transform the company into a learning organization that isarmed with the knowledge to achieve excellence
  4. 4. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 4C. H. Paul Consulting, Inc.Achieve Results With Quick Response!oday, competitive advantage can be lost in the blink of aneye and changes in the global economy can place everybusiness at risk virtually every day at market close. Companiesthat are not ready to respond quickly, that do not have supportsystems in place, and have not harnessed the collective power ofthe workforce… will fail!At the point companies ask themselves these questions, they needQuick Response:T Do we have the standardized systems in place to supportperformance at all levels of the organization? Have we built a learning organization to achieve long-termcompetitive advantage? Do we have the tools to gather, maintain, and process theknowledge of our company? Is our corporate behavior aligned with our strategic goalsand our vision? Do we consistently measure and manage performance? Does our corporate culture inspire personal andprofessional growth, loyalty, dedication, and trust? Have we embraced Lean Thinking integrating its techniquesand tools into everything we do? Have we adequately assessed risk and developed andexecuted plans to mitigate that risk?Our mission is to provide our clients with the means to solvetheir own problems, to become totally self-sufficient, and tomaximize the utilization of their most critical resources……people, systems, and processes……OUR PHILOSOPHY!We believe that our clients’primary business objectivesmust address:PROFIT MAXIMIZATIONAND GROWTH – Now andinto the future!PROFITABILITY,EFFICIENCY, ANDEFFECTIVENESS – Increaseonly as a result of engineering,improving, measuring, andmanaging work performance!JOB ABILITY – In the form ofskills and knowledge, isacquired through on-goingtraining, performance support,and work experience!WILLINGNESS TO WORK –Is maintained, enhanced, andstrengthened by satisfying theworker’s economic,psychological, and social needsand by building an organizationbased upon mutual trust,fairness, and basic humandignity!EXCELLENTPERFORMANCE –Organizational, individual, andgroup – can be structured,improved, and sustained byapplying a systems engineeringapproach to the design,execution, and management ofwork!
  5. 5. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 5C. H. Paul Consulting, Inc.Regulated Industry Issuesne of our consulting specialties is consulting to regulatedindustries in the area of compliance, process excellence,manufacturing, documentation, and training. we focus upon fivekey regulatory issues.These issues include:Failing to address any or all of these points opens a significantwindow of vulnerability for any pharmaceutical, consumerproduct, cosmetic, or food operation.Our Quick Response process is designed to meet and address eachof these issues.O Requirements that all personnel must be “trained in theparticular operations the employee performs and in currentgood manufacturing practice (CFR regulations and thewritten procedures required by the CFR regulations)” inorder to be qualified to perform that job. Implied requirements that there be a system in place thatdocuments training performed by employees on an “on-going” basis. Requirements that written procedures be prepared in theform of SOPs. Requirements that all tasks performed for which SOPsexist be performed in accordance with those SOPs. Implied requirements that SOPs be specific and complete,fully describing the tasks to be performed to include allmetrics, tools, cleaning materials, replacement parts, etc.AN EXAMPLE OFREQUIREDDOCUMENTATIONCleaning and maintenance ofequipment including utensilsCalibration of automatic,mechanical, and/or electronicequipmentProduction and processcontrolIdentifying strength, quality,and purity of productsIn-process controls, tests orexaminations of batchsamplesPreventing objectionablemicroorganisms fromentering products notrequired to be sterilePreventing contamination ofsterile productsPrescribing a system forreprocessing batchesReceipt, identification,storage, handling, sampling,examination, and/or testing oflabeling and packagingmaterialWarehousing of productsDistribution of drug productsCalibration of instruments,apparatus, gauges, andrecording devicesSampling and testingStability testing programTesting sterile or pyrogen-free drug productsTesting controlled-releasedrug productsEvaluation of drug productsPreparation of masterproduction and controlrecordsTrainingCompliance is not a paper exercise designed to meet therequirements of regulatory agencies. Rather, it establishes therules of work and guarantees the efficacy of the productsproduced for the consuming public!
  6. 6. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 6C. H. Paul Consulting, Inc.Achieving Compliance & Operations Excellencehere are four basic areas other than chemistry and biologythat contribute to compliance failures within any regulatedoperation.Training – When workers do not know what to do or how to do it,they cannot be expected to perform tasks in compliance with SOPsand basic GMPs. “Training” for the industry in general is variedranging from having employees read SOPs on a frequent basis as“training” to the conduct of an actual formal training process thatincludes a combination of classroom and “hands-on” job practice,and formal knowledge and skill testing supported bycomprehensive reference documentation. The small group withinthe industry that suffers the misconception that reading SOPs istraining place their organizations at great risk from a compliance,safety, and environmental standpoint.Documentation (SOPs) – The work instructions prepared in theform of SOPs that form the rules of work in any regulatedorganization should be built to serve three basic functions – astraining documents, as on-the-job reference documents, and tosatisfy compliance requirements. As a training document, SOPsform the basis of instruction focusing on those skills andknowledge that are critical to the performance of the job. As on-the-job reference documents, SOPs eliminate the requirement thatthe trainee remember multi-step complex tasks and ensureperformance to 100% of the specified standard in terms of thesequence of events, tools, parts, and materials used,administrative/reporting requirements, the safety precautions thatmust be taken, and any environmental considerations. Ascompliance documents SOPs should be sufficiently detailed so thatan individual with minimal training would be able to perform thetask using the document as a reference. Before the early 1990’sthere was a school of thought in the pharmaceutical industry thatgeneralizing the content of SOPs would provide manufactures withsufficient latitude to explain discrepancies when questioned byFDA or other regulatory inspectors. This is no longer the case. Areview of warning letters will show time after time the attentionand importance attached to this documentation and the level ofscrutiny that they attract.TWELL-DESIGNED ANDDEVELOPEDCOMPLIANCEDOCUMENTATIONAll operational documentationdeveloped is based upon soundprocess documentation andprocess descriptions.Documentation is sufficientlydetailed so that a noviceperformer can follow the listedinstructions and perform thetask perfectly.Documentation is highlyillustrated to eliminateconfusion and enhance utility.Documentation is produced asa minimum to address eachtask and operation as specifiedby regulations.Documentation is designed tosupport technical job training.Documentation is easilymaintained.Documentation forms thebasis of a comprehensiveperformance improvementprocess.
  7. 7. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 7C. H. Paul Consulting, Inc.Accountability – All of the training and documentation in the world will not ensurecompliance. There must be consequences associated with non-performance or incorrectperformance. Personnel must be held accountable when they short cut or ignore regulatedprocedures, work methods, or other specified job requirements. Without accountabilitythere can be no “comfort-level” as to the work performed and if that work is incompliance with all SOPs and Federal Regulations.Supervision – Supervision must never ignore or avoid their responsibilities in terms ofwork performance. Supervision must be knowledgeable of the SOPs that dictate how thework, within their area of responsibility, must be performed, demand full compliance tothose SOPs, monitor how work is performed, and administer counseling and disciplinewhen deviations occur.In order to be cost effective, develop compliance documentation onlyonce!!! Documentation should meet regulatory requirements,support technical job training, and be available as user-support jobtools!
  8. 8. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 8C. H. Paul Consulting, Inc.The Quick Response ApproachPlanningBefore beginning any Quick Response implementation, it is vital that weexplore the client’s purpose, vision, strategy, and objectives to insurecomplete linkage and understanding of their corporate environment andthe challenges facing their associates. This step enables us to formulate aprogram that directly and completely meets their needs.AnalysisA critical analysis of the issues under investigation is next conducted.The very last thing that anyone needs from a consulting intervention is anapproach that does not apply, is inappropriate in structure for theproblem identified, does not meet the organization’s diversity of needs,cannot be easily implemented, does not facilitate growth andimprovement, and does not achieve measurable quantifiable results.Approach DesignThe development of a detailed Approach Design is as fundamental toany consulting initiative as it is to the building of a bridge or a high-risebuilding. The Approach Design specifies the actions, requirements,interactions, and results of each project phase.Process DevelopmentDuring this step, the project structure for change is created and thebuilding blocks are set in place. We work in partnership with clientassociates to create the project materials, activities, actions, and strategiesthat meet the project requirements specified during the Approach DesignPhase.Training and ImplementationTraining is one of the vehicles used to implement the results of anyQuick Response project. Training is tailored to meet the particular needsof each audience. The universal complaint about most training is that itlacks long-term effectiveness. In far too many cases, participants simplyforget what they learned and lapse into old ways. This is because thecontent is not job relevant, does not support organizational goals andobjectives, is not supported by middle and senior management, and is nota component of the performance management system. This does nothappen with Quick Response!Reinforcement and Systems SupportBased on client needs, we provide a range of follow-up services,including performance assessments and studies, one-on-one coaching,focus group activities, and refresher training.
  9. 9. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 9C. H. Paul Consulting, Inc.Our Clientsur client list spans over twenty-five years of experience. The companies listedbelow represent both direct corporate clients and other consulting companies withwhich we have completed subcontracting or joint venture projects. A & P  Hinkles & McCoy  New York City Transit Authority Alpharma (Purepac)  Hills Pet Foods  Nice Pak American Cyanamid  Human Resource Systems, Inc.  Nitta Casings Armstrong Floors  Imclone Systems  Norwich-Eaton Pharmaceuticals AT&T  Ingersoll-Rand Compressors  Novartis Pharmaceuticals Bank of America  Ingersoll-Rand Tools Group  Panasonic Bavier, Bulgar, & Goodyear  International Specialty Products  Paper Mate Beiersdorf, Inc.  Instructional Design Group, Inc.  Pennsylvania Power & Light Black & Decker Johnson & Johnson  Pepsi Cola Block Drug Baby Products Co.  Performance Control Corp Bristol-Myers Convatec Consumer Products  Pfizer Pharmaceuticals Bristol-Myers Products Health Care Systems  Philadelphia Navy Yard Bristol-Myers Pharmaceuticals Iolab  Philips Lighting C. A. Parshall, Inc. Janssen Pharmaceutica  Pilot Chemical – Fine Chemicals Church & Dwight McNeil Pharmaceuticals  Poly One Color Ciba Geigy Pharmaceuticals Ortho Pharmaceuticals  Poly One Engineered Materials Clairol, Inc. Ortho-Clinical Diagnostics  ProHealth,Inc. Coleman, Inc. Personal Products  Prudential Insurance (REIT) Colgate, Inc. Sales & Logistics Company  Public Service Electric & Gas Corp Learning & Development Site Microsurgical  Quaker Oats CM Almy & Son, Inc.  KPMG  Remedi Senior Care Dendreon  Lederle Laboratories  ROI Controls Corporation Documentation Development  Libbey – Owens – Ford (LOF)  Sanofi-Synthelabo Pharmaceuticals Duracell, Inc.  Levi Strauss & Co.  Sanofi-Pasteur Pharmaceuticals Eastpak  Mannington Mills  Schien Pharmaceuticals Ed Media Tec  McCormick & Company  Shared Medical Systems Educational Testing Service  Medco Inc.  Shelby Tissue Eight O’Clock Coffee  Merck & Company  SmithKline Animal Health Esselte Pendaflex  Merrill-Lynch  SmithKline Pharmaceuticals Ford Motor Company  Miles Laboratories  Solvay PharmaceuticalsFrito-Lay  Modem Media  Training & Communications Gp.General Electric  Motorola  United States NavyHandy Associates  Nabisco Biscuit  USXHarley-Davidson  National Steel Service Centers  Visual Education CorporationO
  10. 10. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 10C. H. Paul Consulting, Inc.Job Trainingorkers will excel only when they are comfortable in doingthe work assigned and they have a reasonable expectationof success. The key to achieving this functioning state is jobcompetency! Job training is as applicable to psychomotor jobapplications as it is to more cognitive job functions.We have been developing job training for over 25 years! Someexamples of job training applications include training:We are dedicated to providing workers with the tools and trainingthey need to be successful on the job and companies with theresults they need to minimize costs, improve output quality,improve customer service, and maximize operational effectiveness.All of our plant training solutions are developed on a team basiswith client representatives and are designed and implemented to bepresented and maintained by client corporate personnel to ensureself-sufficiency and ownership.Most importantly, the technical training component of task-criticaljobs often has a Certification component attached to it. This meansworkers are performance tested and certified as able to performlearned tasks...BEFORE...being released to the work environment.WJOB TRAININGOur performance-based jobtraining includes: JOB ANALYSIS AND DESIGN– Used to develop staffing plansthat assure efficient operationsand serve as the basis for jobtraining and skill-based paysystem implementation. CURRICULUMDEVELOPMENT – Custom-designed job trainingcurriculums developed tosupport performance-basedincentive systems, leanmanufacturing strategies (formanufacturing-related jobs),training delivery constraintsand requirements, and jobenhancement and enrichmentrequirements. PERFORMANCE SUPPORTTOOLS – Job aids to supportthe performance of criticaltasks – electronic or paper-based. TRAINING TOOLS –Instructor tools to streamlinethe learning process andguarantee mastery andsuccess! TRAINING DELIVERYSUPPORT – Development ofstrategies to maximize theeffectiveness of trainingdelivery across the workforce. IMPLEMENTATIONSUPPORT – Training ofcorporate assets to administerand maintain the trainingsystem produced.CERTIFICATION –Development of performance-based certification instrumentsthat measure “actual” after-training performance.The most important people in the organization are the operators,mechanics, and technicians that tend the production process……everyone else in the company exists to support their efforts…… Machine operators and mechanics to operate and repairhigh-speed pharmaceutical liquids processing andpackaging equipment Purchasers of steel to more effectively execute buyingdecisions to minimize inventories and maximize returns Managers of an acquired company to implement their newcompany’s Pay for Performance system Customer service representatives to assist world-widecustomers of industrial air tools to effectively configureand purchase specialized pneumatic equipment Stock brokers to more effectively advise clients and processtrades
  11. 11. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 11C. H. Paul Consulting, Inc.Documentation Servicesffective documentation depicting “Best Practices” is the keyto creating a learning organization. Without it, there is nobasis for improvement, no basis for “lessons learned,” and no basisfor solving current problems.The technical documentation that we produce is user-friendlymeets ISO, regulatory, and other documentation requirements andcan easily be used for both instructional and performance support.Training Servicess a full service consultant, we are able to design curriculumand prepare training materials to meet a variety of trainingneeds for many job categories and functional areas.We are experienced in every aspect of developing qualityperformance-based training. Depending upon the specific need,our training solutions can be delivered as leader-led training or asworkshops, electronic presentations, performance support tools, oroperating and procedure manuals.We also have a full array of workshops and seminars covering avariety of technical, management, and leadership subjects that weare able to present to meet immediate client training needs.Generally, we are capable of providing the following trainingservices:EA Competency Modeling Performance Analysis Curriculum Design Training Material Development Training PresentationDOCUMENTATIONSERVICES DOCUMENTATIONASSESSMENT – Analysis ofcurrent documentation withimprovement recommendations DOCUMENTATIONPREPARATION DOCUMENTATION REVIEW SCIENTIFIC ANDTECHNICAL WRITINGTRAININGWORKSHOPS ANDSEMINARSEffective CommunicationsDelegationCoaching and FeedbackDeveloping AssociatesSetting Performance StandardsPresentation SkillsEffective MeetingsCreating a Shared VisionIntroduction to StandardizationManaging ChangeProject ManagementRational TroubleshootingBuilding a ContinuousImprovement ProgramBuilding Effective Work TeamsConducting PerformanceEvaluations and ReviewsSafety SeriesPlant Safety OverviewBasic ElectricalChemical Shipping/ReceivingEffective Safety MeetingsLockout TagoutOffice SafetySlips, Trips & FallsBasic ErgonomicsConfined SpaceHazard CommunicationMachine GuardingOSHA RecordkeepingEnterprise SeriesBalanced ScorecardCost AccountingFacilityJob DesignOutsourcingProject ManagementSupply ChainsKnowledge ManagementPlanning/forecastingStrategic ManagementTechnology AssessmentWe believe that people are the key to competition in today’smarketplace and that training and performance management arethe tools that keep that competitive edge sharp.......competence is the prerequisite to competition.......
  12. 12. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 12C. H. Paul Consulting, Inc.Compliance Supporteeting the requirements of the FDA and other regulatoryagencies is becoming one of the most difficult tasksregulated industries have to face today. Regulatory pressure isincreasing and the penalties for non-compliance have becomemore severe than ever before. At the heart of this issue areStandard Operating Procedures – the most neglected but mostcritical regulatory aspect of running any plant.We are intimately familiar with Good Manufacturing Practicesand their requirements for sound, usable, and technically accurateprocess and operating documentation.We are able to provide a variety of services in this regard fromproducing small or significant numbers of these procedures, totraining client staff to write, evaluate, and approve thesedocuments.We have also designed a process that effectively enables SOPs tobe multi-use for regulatory compliance, training, andprocess/production control saving considerable resources andsignificantly reducing the documentation maintenance burden.M“Current Good Manufacturing Practices have taken on newsignificance in this era of multinational suppliers ofpharmaceuticals and foods. Cross-licensing, joint ventures,strategic alliances, mergers, acquisitions, and divestituresunderscore the necessity of maintaining standards ofmanufacturing and quality control across the geographicalboundary of suppliers and distributors!”……SOPs that are effectively prepared and applied, bring GMPrequirements into every aspect of the production process……ENTERPRISE SYSTEMSUPPORTI am able to provide thefollowing enterprise systemperformance support services: BUSINESS PROCESSANALYSIS AND MAPPING –Enterprise systems should only beimplemented after the businesssystem has been optimized. INFORMATIONREQUIREMENTS ANALYSIS– The information needs of eachjob category should drive ERP-type system content and functionnot simply what is available fromthe vendor. CHANGE MANAGEMENTSTRATEGIES – The impact ofan ERP-type systemimplementation on the workforcecan slow forward progress to acrawl if change management isnot carefully handled.END-USER TRAINING ANDSUPPORT STRATEGIES –Effectively produced ERP-typedocumentation and training iscritical to a successfulimplementation. TRAINING DELIVERY EXECUTIVE EDUCATION
  13. 13. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 13C. H. Paul Consulting, Inc.Enterprise System Performance Supportt has been our experience that most business software userdocumentation and training fails to achieve its make life easy for the user! Failure usually occursafter several million dollars have been spent for the system andmost of the available time before “go-live” has been expended inthe development and customization of the software leaving no timefor substantive end-user training or the preparation of effectiveuser support tools. Failures occur for several reasons:Companies that successfully implement enterprise resourcesystems have realized significant benefits by properly preparingusers to effectively perform their jobs using these integratedsoftware systems as job tools.Our consulting interventions start with senior management as webegin to understand the client’s business strategies and goals.Next, we help to redefine the business strategies to optimize allbusiness processes. There is nothing worse than implementing anew system to automate a bad process.I Technical writers rather than human performanceengineers usually write training and documentation. Technical writers have no idea of how adults learn, howwork is performed, or how the human brain controls theperformance of complex tasks. The end products producedconsists of information that is not easily accessed, assumesa level of system knowledge that simply does not exist, andthat is organized around the command architecture of thesoftware rather than around the specific job tasksperformed by the user. Documentation is punishing to use, not easily accessedwhen needed, and not easily updated when system changesare made. Training does not properly prepare the user to fully utilizethe system and the user support tools available.ENTERPRISE END-USERMATERIALS ANDTRAININGThe enterprise end-user materialsand training systems I develop aredesigned to meet the followingrequirements and objectives:Procedures are organized byjob task in a format that iseasy to update as systemchanges occur.Users are able to interactwith the system with little orno difficulty.The training system enablesusers to become proficient insystem use in a very shortperiod of timeUsers are able to quicklyaccess infrequently usedinformation in support ofrelevant job tasksUser support tools are easilyaccessed through a variety ofmedia.
  14. 14. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 14C. H. Paul Consulting, Inc.We basically serve as the advocate for users – the people who will be using the new ERP-type system to complete their daily work – from client senior executives to operationspersonnel. Our solutions transform the business by linking user requirements, businessstrategies, priorities and goals, and the new system together into a single cohesivefunctioning entity.To compete in today’s fast-paced technological society it hasbecome imperative to provide managers and staff with the tools toperform their job functions efficiently and effectively. The timesimply is not available to learn .....on-the-job...... If people are ourcompetitive edge and technology is the tool people use in order tocompete, then major systems provide the direction and control forthe entire process.....people, training, and information.....seed for the future....
  15. 15. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 15C. H. Paul Consulting, Inc.Lean Performance Manufacturing™erformance Manufacturing™ is a Lean Manufacturingconsulting approach to maximizing the effectiveness ofproduction processes. It is an interlocking combination ofcarefully designed approaches built on a foundation of solidequipment maintenance achieved through the implementation ofTotal Productive Maintenance Programs.Performance Manufacturing™ generates “real” processimprovements substantially improving the operationalmeasurements for customer service and quality, equipment andmanpower utilization, cycle time, downtime, throughput,inventory, changeover time, parts utilization, waste, and rework.We have been implementing Performance Manufacturing™systems within the Fortune 500 since the late 1970’s, long beforethe terms “Lean Manufacturing” and “Total ProductiveMaintenance” were ever coined.The problems that our approach typically address include:P Start-up of new facilities Unacceptable downtime High scrap and rework levels Failure to meet planned production values Accidents Changeover and setup time reduction Transfer of new manufacturing technology Poor product quality Equipment deterioration Need to hire/train large numbers of employeesLEAN PERFORMANCEMANUFACTURING™COMPONENTSOur Lean PerformanceManufacturing™ Processconsists of the followingcomponents and services:Reengineering AndStandardization ofProcesses and OperationsJob Instruction TrainingInspection-Based TotalProductive MaintenanceSystemsContinuous ImprovementSMED – ChangeoverReductionLoss EliminationContinuous Flow andWaste EliminationKaizen – QuickImprovementsCustom-Tailored LeanManufacturing Training5s ImplementationWhile people represent the only competitive edge availableto American manufacturing today.... Technology is the toolwhich people use to facilitate that competition. LeanPerformance Manufacturing™ provides the basis bywhich an organization can better utilize the strengths andexpertise of its entire workforce to enhance Performance -Productivity - Profits.
  16. 16. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 16C. H. Paul Consulting, Inc.Lean Performance Manufacturing™ JobTraining and Operations Improvementt has been said that competence is the prerequisite tocompetition. That is certainly true but even more fundamentalthan that, competence is the success factor for any initiative forwhich there is an expectation of success. This is particularly trueof Lean and those initiatives that are targeted for the shop floor.Up until a few short years ago, one of the most valuable of allproduction resources was routinely neglected - Human Capital.Well designed and developed technical training on the shop floor,is essential to meeting competitive challenges. To be effective,technical training must be specific to each worker’s job and theequipment with which he/she works. Unfortunately, technicaltraining programs for technical workers in many companies ... donot exist!United States Air force studies have show us that within their ownworkforce, one out of three times when a worker diagnoses aproblem or repairs a malfunction.....a mistake is made!Poor Vendor TrainingOperations managers (having never been taught in business orengineering school of the importance and principles of adultlearning) generally do not understand what is necessary to generateworker competence. As a result, they usually do not requireequipment suppliers to produce training that works. Indeed, mostmanagers are unable to distinguish between detailed task-basedtraining and the illusion of training, which consists of a cursorytechnical overview of the product or system.Most equipment vendors provide minimal training, or training thatis substandard.Most vendors sell in a commodity environment (selling mainly onprice or acquisition cost alone). If the quality of training were to beimproved, they believe, costs would have to increase. Nothing isfurther from the truth!The historically poor approach to training by equipment vendorsbreeds incompetence on the shop floor, results in significant start-up problems, poor equipment utilization, high defect rates, andmany other major manufacturing problems that influenceproductivity and profit.IFOUR LEAN PERFORMANCEMANUFACTURING™ TOOLS STANDARDIZATION –Standardize every criticalprocedure and operation to theoptimal level and require that allhuman-machine interaction beexecuted precisely to thatstandardized method. TECHNICALDOCUMENTATION – Documentcompletely every standardizedprocedure in a highly graphicformat and make it readilyavailable for use by all workers onthe shop floor to prevent hit ormiss guesswork as to how theprocedure must be performed. JOB TRAINING – Developcomprehensive shop floortraining that trains all workers tothe standardized procedures andprotocols that have beendeveloped. CERTIFICATION – Certify allworkers as competent to performtheir jobs based upon objectiveobservable performance testsconducted using the standardizedprocedures that have beendeveloped as the acceptable Go-No Go criteria of performance.
  17. 17. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 17C. H. Paul Consulting, Inc.Non-Functional Equipment ManualsAs with vendor training, most manuals are written in“technobabble” from the point of view of design engineers. Theycontain little necessary information, such as detailedtroubleshooting, complete detailed procedures for completingessential maintenance and repair of the equipment delivered, andspecific information concerning how equipment functions, iscontrolled, and interrelates with other essential equipment. Thesetechnical manuals are rarely sufficient to support the operation.They not do the job.Poorly designed vendor documentation results in long frustratinghours of trial-and-error diagnostics and repair, and dramatic wasteand inefficiencies. Exact job task procedures required to operateand maintain complex state-of-the-art equipment and controls areoften left to inexperienced personnel who lack the training todevelop these essential materials.The SolutionThe solution consists of developing training that supports theperformance of actual jobs on actual equipment designed toOptimal not just Acceptable operating parameters.Generic training such as “Introduction to Hydraulics andPneumatics,” does not produce the transference of job-specificskills to actual situations that is critical to sustained efficientoperations.Workers particularly in a Lean Enterprise must be competent tooperate and maintain their equipment, their processes, and theirsystems not some abstract academic representation of a simulatedsystem or process.The four Lean Performance Manufacturing™ tools that arerequired to improve worker competence in the workplace includeStandardization, Technical Documentation, Performance-BasedTechnical Training, and Certification.DIAGNOSTICSIMPROVEMENT PROCESS TASK ANALYSIS – “MasterPerformers” are observed as theycorrect malfunctions in order toanalyze and catalog the processesthey follow. PRIORITIZING TASKS – 20%of the problems cause 80% of thedowntime. Our approachconcentrates on the most frequentand critical malfunctions. DESIGNING JOB AIDS – Jobaids are prepared for each item ofequipment. They guidemechanics to the location of thetrouble, indicate the correctiveaction to be taken, and specify theparts to be replaced and/or theadjustments to be made. DESIGNING TRAINING – Atraining program is developed totransfer the skills and techniquesidentified during the task analysisportion of this phase. DESIGNING JOBCERTIFICATION – Jobcertification is an on-the-jobdemonstration of themechanic’s ability toaccomplish a troubleshootingtask.
  18. 18. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 18C. H. Paul Consulting, Inc.Technical DocumentationThe technical documentation prepared documents all standardizedmethods of doing work and is the heart of the Lean PerformanceManufacturing™ system. These documents are produced as JobPerformance Aids (JPA).Without technical documentation, technical training and processcontrol is difficult if not impossible to accomplish since the detailsrequired to operate and maintain the factory simply cannot bemastered through rote memory. The use of JPAs enhances andelevates the ability and capability of the worker to that of expertperformer - producing virtually flawless performance.Job performance aids (JPAs) are diagrams, checklists, procedures,etc. that document and standardize essential job procedures(troubleshooting problems, start-up and shut down of equipment,remove, replace, adjust, repair etc.). These JPAs are essential to thetrainees quick internalization of learned skills and critical jobknowledge.Job performance aids in the broader sense can be considered usersupport "tools", which incorporate the decision-making andprocedural thought processes of an expert user, and place thoseskills in the hands of the novice/inexperienced worker. JPAs detailall of the essential job tasks and activities performed by a workerto include troubleshooting.JPAs are designed to be used "on-the-job" by the performer as aguide to the performance of a given task. The use of JPAs intraining accelerates training well beyond the standardized trainingtimes expected when more traditional training methods are used.The performance aid provides a bridge between training and workthat is missing from most learning experiences. The role of the jobperformance aid is to trigger the memory concerning what wastaught during the training process.TASKS TYPICALLYDOCUMENTEDStart-Up And ShutdownProceduresLoading MaterialsOperational AdjustmentsClearing JamsRemoving, Replacing, Rebuilding,And Adjusting Key ComponentsMonitoring ProductionChangeover and SetupCleaningQuality ChecksPreventive MaintenanceGMPs and SafetyLEAN PERFORMANCEMANUFACTURING™COMPONENTSA detailed training curriculumfor each job function keyed tospecific job tasksComputer-based media topresent basic prerequisite jobknowledgeJob Performance Aids for eachcritical and frequent job taskTraining AdministratorInstructionsTrained Peer TrainersCertification/Performance Testsfor each job addressed
  19. 19. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 19C. H. Paul Consulting, Inc.The Quick Response Lean Performance Manufacturing JobTraining and Operations Improvement ModelREENGINEER &STANDARDIZEOPERATIONSIMPROVEWORKERCOMPETENCYIMPROVEDIAGNOSTICSABILITYINITIATEINSPECTION-BASEDMAINTENANCEStandardizing what each worker does is critical to ensuring that tasksare performed consistently from worker to worker across all shifts.Without consistency, there is no control. Much downtime and wastethroughout any manufacturing plant is due to the variation introducedby individual workers.Without standardization, workers evolve their own methods ofperforming critical tasks, which may or may not be effective and mayeven contribute to poor utilization, unscheduled downtime, andcatastrophic failure.Improved worker competency through Job Procedure Training isaccomplished for both operators and mechanics.Workers are trained and certified in the use of the checklists andprocedures that are prepared during the standardization phase of theproject. The training program is customized to each specific job anditem of equipment. The training provides workers with generaltechnical knowledge and specific skills that are essential to achievingcompetence in the operation and maintenance of any system.Certification insures that trainees are able to perform learned tasksafter training.The most time critical event in machine maintenance istroubleshooting equipment problems. To minimize downtime, it isessential to first rapidly identify major trouble symptoms and theneliminate them in a prioritized and systematic way.Most approaches to equipment maintenance are reactive at best withworkers responding to failure only after equipment has ceasedfunctioning – “fix it when it breaks.” Production equipment is theheart of the manufacturing process. If equipment does not run at allclients cannot make product. If equipment does not run well, clientscannot fully meet their production commitments and requirements.The answer is to implement an inspection-based maintenance systemin which everyone in the plant participates from custodian toequipment mechanic – “maintain it so it never breaks.”
  20. 20. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 20C. H. Paul Consulting, Inc.Training Capability Buildinghe highly technical and fast-paced world of todays workerrequires that complex tasks and job activities be masteredquickly and be performed with great accuracy. To compound theserequirements, workers are increasingly being organized into workteams or work groups with the responsibility of training/cross-training their peers in new job activities and tasks. Traditionalclassroom training methods that were sufficient to train the workerof yesterday simply cannot guarantee consistent standardizedperformance to meet todays needs. Using outside trainingresources may no longer be a viable alternative to meeting internaltraining requirements. Companies are operating "lean and mean"without the staffing flexibility to hire permanent trainingprofessionals.Our Building Training Capability Program is a combination ofconsulting interventions, consulting projects, and trainingworkshops that create an internal training function within thefacility, specify the training that needs to be accomplished, andform and trains a training team.Job/Task AnalysisThe Job/Task Analysis is a three-step process. During the first step,Develop and Validate Task Listing, a valid list of tasks isdeveloped for each job function. This step defines the scope orboundary conditions of the task analysis and focuses and controlsactual analysis activities such as scheduling interviews, and thereview of relevant supporting information.During the second step, Analyze Each Individual Task, each taskis analyzed to determine those characteristics that influencetraining design and planning.During the third step of this process, Develop PerformanceObjectives, behavioral objectives are developed for each taskanalyzed. Performance objectives specify what the learner willaccomplish because of having received the instruction.TTRAINING CAPABILITYBUILDINGOur Training CapabilityBuilding Process consists of thefollowing components andservices:The development of a detailedjob analysis for each functionand job position to serve as abasis for a plant-widetraining plan, trainingcurriculum, and certificationprogram.The development of a jobspecific training design andtraining plan that details thetraining each job incumbentmust complete in order to bequalified and certified in theposition.The development of a trainingcurriculum that specifiescourses for each job position,training content, trainingmodules, training materials,training times, and trainingrequirements.The development of aperformance-based jobcertification program thatobjectively assesses aworkers level of jobcompetency before and aftertraining.The establishment of atraining team. Team membersare trained in trainingdevelopment, needsassessment, training analysis,preparation and presentationskills, coaching for improvedwork performance, and theskills required to conduct acertification program.Three consultant audits oftraining conducted everythree months for one yearafter the completion of theproject.
  21. 21. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 21C. H. Paul Consulting, Inc.Training Design, Training Plan and Training CurriculumOnce the Job/Task Analysis has been completed, it is then possibleto begin curriculum planning for each of the learner’s jobfunctions. The task data generated for the Job/Task Analysisprovides the supporting information for the preparationcomponent. The curriculum specifies the training sequence, thecommercially available training materials that should bepurchased, a detailed design of all custom-designed materials thatshould be prepared to enhance and integrate the various materialsinto a cohesive training program, coordination with vocationalschools and community colleges to provide any needed relevantinstruction, and a detailed implementation plan for all aspects ofthe instructional program.Certification ProgramJob Certification is a performance-based procedure designed toinsure that all workers are able to successfully perform the taskscomprising their job. The certification process, administered beforeundertaking training, provides a performance baseline againstwhich all training skill gains can be measured. After training, theadministration of the certification process provides a basis formeasuring mastery of learned skills and any requirements forremedial training.Trainer Training ProgramThe Trainer Training Program is designed to be presented to non-professional trainers who have extensive experience in their fieldor craft but have little or no formal experience presenting training.Participants must demonstrate competence at the end of theworkshop by developing and preparing a simple training programutilizing all of the skills mastered. Trainees are evaluated andcertified as trainers at the completion of the program. Theconsultant support time after the completion of training is used toevaluate instructors on a periodic basis and to provide support andassistance where needed to insure that a minimum standard isbeing maintained.PROGRAM BENEFITSA formalized training curriculumprepared and used as a guide inthe administration of job specifictraining.A trained and certified trainingteam functioning from within thefacility.Company training and cross-training needs satisfiedeconomically and effectively.Training is performance-basedwith a certification element toinsure individual success.Job performance improvedthroughout the facility.TRAINER WORKSHOPTRAINING MODULESIntroduction to Industrial TrainingAdult Learning and the Elementsof PerformancePerforming a Task Analysis –Asking the Right QuestionsPlanning the Training ProjectBasic Elements of TechnicalWritingDigital PhotographyDeveloping Job AidsWriting Training MaterialsTraining and Certifying TraineesDocument and Change ControlConducting Technical JobTraining“Provide individuals with a fish and they will be able to eat for today,teach those same individuals to fish and they will be able to eat for alifetime.”..…the only answer to the training of todays workforce is self-sufficiency……
  22. 22. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 22C. H. Paul Consulting, Inc.Management/Leadership Developmentrganizations like people sometimes fall short of realizingtheir full potential and achieving their goals. Obsolete ideas,lack of proper focus, direction and trust, cumbersome managementstructures, lack of effective performance management, inability toretain key employees, and the lack of teamwork, all seriouslyhinder forward progress and threaten the competitive edge.Management/Leadership development is defined as the planned,organization-wide effort to increase an organization’s effectivenessby improving the processes that define it.Through the implementation of our approach, our clients have beenable to:To be effective, management training must be directly relevant tothe participant’s job, working environment, and corporate visionand goals. Most management training programs fail because theyare simply too generic to have any real meaning for the participant.After training, participants are expected to transfer the genericskills and knowledge they have learned to their actual job. A verydifficult feat for even the most sophisticated!Our approach is to develop management training that is specific tothe job, reflects the corporate culture and vision, and addresses theproblems and issues endemic to the organization.O Improve management communication and teameffectiveness Focus efforts and energy on the things that count – profit,quality, customer service, competitive edge, growth, andinnovation. Improve operational and administrative processes Improve manager to manager and manager to laborcommunication and trust Build leaders that are capable of leading the organizationto greater market position and growthMGT & LEADERSHIPDEVELOPMENTOur Management/LeadershipDevelopment Process consists of thefollowing components and services:Job/Task Analysis & DesignPerformance AnalysisOperational StudiesReengineeringSkills AssessmentManagement TrainingDYNAMICS OFLEADERSHIPLevel 1: Managing YourRelationshipsCreating a Shared VisionCommunicating Effectively withTeam MembersGiving Clear and UnbiasedInformationWorking with Customers andSuppliersLevel 2: Managing Your JobMaximizing Management TimeIdentifying and Solving ProblemsMaking Decisions and WeighingRiskBuilding a Continuous ImprovementProgramLevel 3: Managing OthersTraining the TeamProviding Coaching & Feedback toTeam MembersDiscipline & CounselingLeading Effectively in a ChaoticEnvironment
  23. 23. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 23C. H. Paul Consulting, Inc.Another reason why management training fails is that it does nothave the support of senior management. Our approach involvessenior management at every level of the process – design,development, and program implementation.Our development process consists of five key phases.Management Development ModelResearch&DesignAchieveBuy-inDevelopCoreModulesModulesSelf-StudyMentorMeetingsWorkshops RealDeliverables Phase I – Research and Design Phase II – Achieve Buy-In Phase III – Develop Core Modules Phase IV – Implementation Phase V – Transfer SkillsDEVELOPMENT PROCESS Phase I – Research & DesignUnderstand core issuesConduct assessmentCompile informationDetermine job requirementsDesign the curriculumGather relevant information Phase II – Achieve Buy-inGain “buy-in” fromstakeholdersSeek agreement – curriculumand instructional approachAdvertise the program –expectations, benefits, andexpected results Phase III – Develop ModulesCreate personalized coremodules that supportcompletion of “real”deliverablesDetermine delivery method(s)Conduct pilot training andrevise the programDevelop Mentoring Programand select mentors Phase IV – ImplementationTrain corporate trainersTrain mentorsDevelop training planSupport trainers Phase V – Transfer SkillsConduct post trainingassessmentMonitor mentor meetingactivitiesConsult with seniormanagementMonitor performance
  24. 24. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 24C. H. Paul Consulting, Inc.Some Specific Project Examples?Nabisco Foods Operator and mechanic training for Oreo Cookie Tray Loader. Operatorand mechanic training for margarine production operation.Modem MediaCorporationNew Employee Handbook and manager training and reference materialfor new hire processing, training, and performance evaluation.Colgate Developed and presented a Project Management Workshop for non-project managers. Trained over 200 mid-level managers in the techniquesand processes of project management. Trained 10 project teams to bestplan and execute their particular projects.Johnson & Johnson Served as a development team member and developed training anddocumentation for business continuity planning risk analysis. Trainedsuppliers, 3rdparty manufacturers, and internal J&J staff throughoutNorth and South America.Developed process documentation for the distribution organization toinclude analyzing the compliance readiness of 3rdparty distributionproviders.Conducted an analysis of the training and compliance readiness of theprocurement organization. Developed a strategic three-year plan toaddress the gaps identified.Contract Account Manager procedures developed for identifying,contracting, and managing 3rdparty manufacturers.USX Operator and mechanic training for new rolling mill operation.Clairol, Inc. Established an internal plant training function to include; performing adetailed job/task analysis to support their pay-for-skills program, de-veloping a plant-wide training curriculum, establishing and training atraining work cell, and monitoring training development andimplementation operations until expectations were met.The Great Atlantic andPacific Tea CompanyCorporate-wide training initiative to improve the leadership andmanagement competence of approximately 8,000 of their retail food storemanagers and co-managers. The initiative addressed basic skill issues aswell as the challenges imposed by a major re-organization, a completechange in corporate management, and the implementation of newtechnology that completely changed the nature of work at the store level.The project included the design and implementation of a corporate-widetraining strategy that solved the problem of how to provide those 8,000managers with the required 32 hours of training at many locations acrossthe country in less than six months.Developed and implemented internet training and system documentationfor a new corporate communication software initiative which includedmessaging, planning and scheduling, work order generation for all storeequipment, reference storage and retrieval, electronic forms, and accessto the corporate website.
  25. 25. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 25C. H. Paul Consulting, Inc.Ford Troubleshooting and operator training for PRAB Robot operators.Ingersoll-Rand Developed and implemented an eLearning Coaching and Feedbacktraining program for a major Fortune 100 company to meet the needs of ageographically diverse workforce.National Steel ServiceCenterRe-engineered the job of Buyer and developed strategies and proceduresto significantly increase inventory turns and eliminate obsolete inventory.Duracell Battery Operator, mechanic, and supervisor training for every factory in theUnited States and Canada for every battery product line.Levi Strauss & Co. Manager and District Manager sales and territory management training.Pepsi Cola Technical training for production supervisors.KPMG Performance management training development to include all trainingmaterials.McCormick & Company Quality assurance training for spice production and packaging operation.Merrill-Lynch Task analysis and training materials development for Stock TradeSpecialistsNice Pak Leadership development curriculum consisting of ten custom-designedand company specific workshops covering skill deficiencies uncoveredduring a corporate-wide needs assessment. Trained corporate trainers toadminister the program at all plant locations.Janssen Operator and mechanic training for new technology – tablet processing,production and packaging.Consumer Products Operator and mechanic training – surgical dressings manufacturing andpackaging equipment.Operator and mechanic training for new technology – liquid filling andpackaging – liquids processing.Site Microsurgical Assembler Training – Medical device manufacturing.Ortho Pharmaceuticals Operator and mechanic training – tablet processing and packaging –vision system operation and maintenance.Iolab Operator, machinist, and mechanic training – Interocular lens production.Convatec Manufacturing study – liquids processing and packaging.Baby Products Operator and mechanic training – non-woven fabric production – diaper-making equipment and packaging (Performance Improvement).Nitta Casings Operator and mechanic training – raw material preparation, liquidsprocessing, casing production, and final packaging – Quality techniciantraining.
  26. 26. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 26C. H. Paul Consulting, Inc.Bristol-Myers Products Operator and mechanic training – tablet production and packaging,liquids processing, filling, and packaging, and solids processing, filling,and packaging (New Technology – New Plant).Operator training for tablet making and autoclave equipment.Block Drug (Puerto Rico) Manufacturing study – entire plant operation – Operator and mechanictraining – SMED Project Changeover Time Reduction (PerformanceImprovement).SmithKline Animal Health Operator and mechanic training – tablet processing and packaging.SmithKlinePharmaceuticalsOperator and mechanic training – pharmaceuticals (liquid) processing(Performance Improvement).Medco, Inc. Operator and mechanic training – Pharmacy of the Future – roboticequipment and packaging machinery.Pharmacist training – Doctor Calls and new ordering systemimplementation.Lederle Labs Operator and technician training – Penicillin production (New Plant).Schein Pharmaceuticals Developed and implemented a program that trained middle and seniormanagers to review, write, and approve Standard Operating Procedures.Novartis Pharmaceuticals Operator and mechanic training – GMP, Safety, and Gowning training –Tablet and capsule processing and packaging (New Plant).Norwich-EatonPharmaceuticalsOperator and mechanic training – automated warehouse and tabletprocessing and packaging (Performance Improvement).Bristol-Myers Clairol Operator and mechanic training – liquids processing and packaging (NewTechnology – New Plant).Philips Lighting Assisted in the consolidation of three manufacturing operations into a newfourth location. Developed and implemented standardized manufacturingmethods, technical worker training, and preventive maintenance systemsfor all installed manufacturing equipment. The project also consisted ofanalyzing manufacturing and training functions at four plants in threeEuropean countries.Harley-Davidson Operator training – tank and fender operations and paint plant.
  27. 27. Copyright © 2012 C. H. Paul Consulting, Inc., Tobyhanna, PA - All Rights Reserved 27C. H. Paul Consulting, Inc.Contactontact us at the location below and we will be happy to meet with you to discussyour issues, concerns, and needs.C. H. Paul Consulting, Inc.7370 Ventnor DriveTobyhanna, PA 18466570-216-4571 (O)908-794-9247 (C)cpaul19436@aol.comhttp://chpaulconsultinginc.comCWe view improving performance effectiveness as a long-term processsupported by the implementation of programs that maximize theblend of technology, labor, information, and management. As anexperienced professional, let me put you on the leading edge oftechnology!