1. Boeing Commercial Airplane Company 737 Final Assembly Business Analyst 1997 & 1998
Headcount reorganization and loan in loan out tracking chart development and headcount
chart shop metrics reader board posting projects improving morale and productivity
Led a 3-part project involving a 4 business analyst team, including myself, tasked with
accurately tracking staffing reorganization between work groups and airplane models and
programs, creating up-to-date Visio/Excel organization charts and headcount charts and
other performance metrics for the final assembly managers and employee shop reader
boards.
Corporate finance and division finance were using HR record keeping system headcount
numbers to forecast and measure performance on final assembly management.
However the HR record keeping headcount numbers were consistently out of sync with the
numbers reported by the administrative assistants and shop general managers. The
scheduled delivery cycle workload was continually getting accelerated and it was difficult to
keep up system wise with all the changes on a daily basis.
I set up meetings with 8 administrative assistants and their shop general managers, who
supervised 80 supervisors and 1,800+ factory workers, to create a daily system for updating
their staffing lists and building accurate Visio/Excel organization and headcount charts.

2. We worked out a process of initially scrubbing a working list with the administrative assistants reviewed by the general
managers. Then we designed a review process in the morning and afternoon supervisor shift change meetings
covering the headcount name list status.
We followed this up with the analyst updating the Visio and Excel files matching the latest meeting status changes and
handing this off to the administrative assistants and shop generals for confirmation.
Once confirmation the administrative assistants submitted their headcount changes at day end into the HR system.
The next day each analyst and the administrative assistants compared HR records with their prior day numbers and
noted any discrepancies prior to the first staff meeting of the day.
There were several cases we were able to eliminate double or triple headcount reporting of the same people. These
employees were multiple counted because both their home and their loaned to or supported/dotted lined
organizations counted the same person at the same time.
I built an Access database of the daily headcount loads and used a find multiple records query to isolate the multiple
same record counts.
The new headcount process also made it easier to forecast and budget headcount, update the shop reader metrics
boards in a timely twice daily fashion, and improve morale and lift the spirits of the administrative assistants, shop
generals, division and corporate finance headcount reporting management and the business analysts and their
management.
The project opened the door to improved creative thinking and idea sharing on other process improvements within
manufacturing and other support organizations.
This included the concept and implementation of airplane-side support people helping keep mechanics keep focused
on their work instead of standing in line waiting for parts or tools.

3. Expense Reduction Presentation
I put together a 5-year program labor expense reduction forecast Excel and PowerPoint
presentation.
The presentation highlighted the cost reduction impact of process improvements, work
process flow modifications, and shift/scheduling impacts on the final assembly of 737
Next Generation Airplanes.
I extracted data from a 10-year, 3,000 airplane 737 First Generation Access database. I
built an Excel worksheet with formulas and tables linked to a learning curve trend
chart. The chart reflected reductions in hours per airplane over time based on workforce
learning.
We built an initial 5-year program cost reduction estimate for the 737 Next Generation
program based off of the First Generation data formulas applied to average hours per
airplane of the first 20 Next Generation Airplanes.
I updated the model each quarter with additional actual hours per airplane of airplanes
assembled to date on the 737 Next Generation airplanes.

4. Monthly Financial Reporting Presentation
I produced a 50-page operating expense and headcount reporting actual versus plan monthly
financial reporting package for business unit and senior final assembly management review.
Designed and posted daily simple to read and understand key performance metrics charts on shop
floor reader boards, appraising shop employees of their daily/weekly progress improvement.
I reviewed process improvement ideas with shop employees and supervisors, ultimately
restructuring and eliminating redundant work-tasks, saving millions in shop labor costs.
Performed physical tooling inventory reviews with shop and procurement staff and supervision
uncovering over-bought and misplaced tools, saving several million dollars in inventory costs.
Put together training sessions with shop work groups concerning clocking their time to correct
charge numbers and showing the financial impact of their improved job performance on the
company bottom line.
I worked with 2 administrative assistants and their business unit managers building their budgets,
forecasts and other financial analysis.
I created print screen documentation showing the administrative assistants how to enter and
change budget information on their budget templates. I also sat down beside them spending
several hours helping them with data entry or other spreadsheet or Word or PowerPoint or Visio or
Outlook or Project training.