DEGRESS AUDITED BY EY
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This document lists the degrees and certifications held by an individual from several top universities including Harvard, Toyota Management, Wharton, and the University of Cincinnati. It shows that they have multiple PhDs and Masters degrees in fields like operations, marketing, engineering, and management. It also lists over 218 total certifications earned in areas such as marketing, sales, operations excellence, and manufacturing excellence. The document indicates that the individual's extensive education qualifications were audited and verified by top consulting firms.
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SUMMARY
Brian Dunlap has extensive experience leading operations and marketing transformations for major companies. Over his 36-year career he has:
1) Founded or led over 137 initiatives improving marketing, operations, knowledge management, innovation, and CEO/COO functions.
2) Authored or co-authored over 149 papers and served as an editor or fellow for numerous publications. He has written 12 books, 9 of which became bestsellers.
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DEGRESS AUDITED BY EY
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MEASUREMENTS
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MEASUREMENTS
Toyota Goei's performance was audited by Ernst & Young and Toyota's executive VP James Luca. The audit found:
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MEASUREMENTS
Toyota's global performance was audited by Ernst & Young and executive VP James Luca. The audit found Toyota had extremely high returns across many financial metrics, including a 16.7% cash return on assets and 99% cash ratio. Operational metrics were also very strong, such as a 55 year average economic life for processes, 98% process efficiency, and a 96% average cycle time reduction. Customer metrics showed high levels of satisfaction and loyalty, including a 99.9% customer for life percentage.
MEASUREMENTS
This document contains a comprehensive list of metrics used to measure the performance of John Deere. It includes over 100 key performance indicators related to financial performance, operational efficiency, quality, innovation, supply chain management, marketing and sales. Some of the top-performing metrics include a cash return on assets of 99%, inventory turns of 989, profit margin of 98%, contribution margin of 89%, and process efficiency of 121%. The document demonstrates John Deere's emphasis on detailed performance measurement across all areas of the business.
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James Luca has extensive experience leading and advising organizations across operations, marketing, and CEO/COO positions. He has held executive roles such as Vice President, Executive Vice President, President, and Chairman with over 50 professional organizations focused on areas like manufacturing, operations management, marketing, innovation, and leadership development. Luca also actively contributes his expertise to internet-based CEO, COO, and marketing groups.
FULL TECHNICAL LEADERSHIP
This document lists the author's extensive publications, presentations, and areas of expertise related to technical leadership in operations, marketing, sales, CEO/COO issues, innovation, and knowledge. The author has written over 20 books and contributed to or led over 150 journals, periodicals, and databases focused on providing world-class technical support and knowledge transfer in these areas. Their work has been audited and endorsed by major organizations.
BRIAN MICHAEL DUNLAP-RESUME
Brian Dunlap has held senior leadership roles at Toyota, Tiffany, and other large multinational companies. Under his leadership, these companies experienced dramatic annual growth rates, including sales growth of 35-50% and income growth of 57-87%. He is credited with streamlining operations, containing costs, and enhancing profit performance through systems, processes and procedures. The document provides extensive details on the financial and operational results achieved during Brian Dunlap's tenure, including metrics such as unit sales, net income, return on assets, market value, and earnings per share.
BRIAN MICHAEL DUNLAP-RESUME
Brian Dunlap has held senior leadership roles at Toyota, Tiffany, and other large multinational companies. Under his leadership, these companies experienced significant annual growth rates, including sales growth over 35% and income growth over 50%. He is credited with streamlining operations, containing costs, and enhancing profitability through strategic initiatives. The document provides extensive details on the operational and financial improvements achieved during Brian Dunlap's tenure at various companies.
COST RESUME
The document lists various accounting, financial, and operational metrics used to measure and evaluate the cost, profitability, efficiency, and performance across many areas of business including accounting, finance, operations, supply chain, marketing, and customer relationships. Some examples include return on assets, cash conversion cycle, break even analysis, contribution margin, inventory turns, fixed asset turnover, earnings per share, price to earnings ratio, net present value, internal rate of return, and customer satisfaction.
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The document outlines a strategy for sales scope additions and capitalizing on market opportunities. It recommends identifying high potential customers, brand switches, and weaknesses of competitors to target. All resources should be applied to targeted accounts to maximize sales, satisfaction, and customer lifetime value through dominant brands, products, and a customer-first approach. New categories, channels, and adjacent markets should be explored to drive a sales-oriented culture beyond competitors.
ENTREPRENEURSHIP SCOPE ADDITIONS
This document discusses various aspects of entrepreneurship including the entrepreneurship ecosystem, business planning, political and knowledge factors, global growth, discovery, business incubators, and classic entrepreneurship involving teams, leaders, and management. It also addresses risk taking and opportunity, creativity and innovation, strengths and weaknesses, championing change, market and business intelligence, converting inventions to commercial innovations, and factors involved in entrepreneurial success.
MAINTENANCE MANAGEMENT ADDITIONAL SCOPE
The document discusses various aspects of maintenance management that can be automated, including configuration management, condition-based maintenance, work management, safety management, engineering functions, and tool management. It focuses on how automation can be applied to maintenance activities like planning, monitoring, record keeping, compliance, and response in order to improve efficiency and minimize risks. Automation is proposed for areas such as work planning and dispatch, utilities monitoring, hazard analysis, safety audits, incident reporting, testing, and compliance with regulations.
HRM STRATEGY SCOPE ADDITIONS
This document outlines the scope of additions to an organization's HRM strategy. It includes analyzing organizational structure and culture, aligning human capital with enterprise strategy, and matching future resource and talent needs. It also addresses sustainability, ethics, employee value proposition, health and safety, compensation philosophy, change management, diversity, learning and development, talent acquisition and assessment, and flexibility. The scope aims to support organizational performance through analysis, leadership, and efficiency.
MED BEST PRACTICES OF OPERATIONS & MARKETING
This document discusses best practices for operations and marketing in the medical field. It covers a wide range of topics for both functions including production systems, market research, market strategy, segmentation, branding, and metrics for operations as well as sales management, customer management, CRM, and competitive intelligence for marketing. The goal is to optimize efficiency, quality, and customer satisfaction through continuous improvement and collaboration between operations and marketing teams.
SAMPLE GLOBAL REACH MARKETING AND OPERATIONS CONSULTING-239 COUNTRIES
This document lists numerous consulting projects conducted by the company in marketing and operations. In marketing, projects led to gains such as 215% increase in sales through emotional intelligence marketing. In operations, projects reduced costs such as Anheuser Busch reducing cost of goods by 12%. The company has offices in 378 locations across 239 countries on 6 continents, allowing them to take on global projects implementing marketing and operations strategies for clients worldwide.
KEY ORGANIZATIONAL CONCEPTS
The document discusses key topics related to organizational development including change management, core values, mission, strategy, leadership, culture, and performance management. It also lists specific OD topics such as action research, appreciative inquiry, collaboration, executive development, knowledge management, organizational communication, and team building that are important concepts in organizational development.
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SAMPLE GLOBAL REACH MARKETING AND OPERATIONS CONSULTING-239 COUNTRIES
SAMPLE GLOBAL REACH MARKETING AND OPERATIONS CONSULTING-239 COUNTRIES
DEGRESS AUDITED BY EY
- 1. DEGREES AUDITED BY EY,PWC,DELIOTTE,GRANT THORTON CONTENT VERIFY;FORN FERRY,RUSSELL REYNOLDS,SPENCER STUART, BOYDEN,ATKEANEY-ADVANCED PLACEMENT 45-94% CORE SCHOOLS Harvard Toyota Management PHD Operations and Marketing-01-03 PHD Enterprise and Associate Development-91-15 MBA Operations and Marketing-00-01 MBA Operations and Marketing-04-05 MA Entrepreneurial-99-00 MA Organizational Development-05-06 MA Market Master -98-99 BS Operations Development & Performance-06-07 MA HRM Management -97-98 BA Public Relations & Stakeholders-07-08 MS Engineering/MS Develop Applied Sciences-09 Wharton Nagoya International PHD Operation and Marketing-96-98 PHD Operations and Marketing -09-11 MA Sales Master-94-96 MED Operations and Marketing-12-13 MA Cost and Financial Management-92-93 BS Technology for Market Advantage-13-14 MS Manufacturing Automation and Technology-91-92 BA Strategy, Innovation & Branding-14-15 University of Cincinnati MS Organizational Develop & Performance MGT-15 MBA Operations and Marketing-86-87 218 Certifications-Harvard convert to 4 PHDs MED Education Operations & Marketing-85-86 38 Marketing-08-12 BS Engineering Management-84-85 29 Sales-12-14 BBA Operations and Marketing-83-85 40 Operations Excellence-89-92 BBAAccounting-83-84 21 Manufacturing Excellence 12 MS Engineering-83-15 21 Manufacturing Automation-91-93 17 Strategy and Policy Deployment-87-89 30 Engineering-93-98 23 CEO/COO & Management-98-99 FOR ADVANCE PLACEMENTS REQUIRED FOR CHAMPION 13 MILLION ASSOCIATE EXTENSIVE DEVELOPMENT AND NEW UNIVERSITY APPLIED 30% OVERTIME, E-LEARNING & PRIMARILY 70-92% CREDITS
- 2. P