Peter Moshier completed an internship at UTC Aerospace Systems from May to August 2015. He met or exceeded expectations on all objectives. Peter led the development of the Standard Factory playbook chapter for Supply Inventory and Operations Planning. He also aggregated and analyzed capacity summit information. Peter's supervisor Garrett Morgan rated his performance as Fully Competent and recommended him for UTC's Operations Leadership Program.
This document provides an overview of sales and operations planning (S&OP). S&OP is a collaborative planning process that aligns all business functions to a single plan to meet market demand profitably. It differs from traditional functional planning approaches by taking a holistic view of demand, supply, and financial plans. The S&OP process involves gathering data, demand planning, supply planning, pre-meetings, and executive meetings to align plans and resolve issues. Critical success factors include top management involvement, structured meetings, cross-functional participation, and integrated planning technology. Benefits include improved profitability, inventory management, and communication across business functions.
Peter Moshier received a positive performance review for his 9-week internship at UTC. He supported the Conflict Minerals Compliance Program and ensured engagement between different business units. Peter also volunteered with the EH&S employee engagement team and participated in a networking event. While he demonstrated commitment to ethics and adaptability, his supervisor noted he could improve his communication and project scheduling. Overall, Peter received high praise for being a great team player and asset to the organization during his internship.
9 core checklists are used to manage a product installation for PRESTO KPI. This pack contains the key steps to manage with the client, the external consultanting team and TOPP TI
Ritesh Kumar Jha has over 8 years of experience in ITES industry as Assistant Manager Technical. He has expertise in people management, knowledge management, and incident management. Some of his responsibilities included managing day-to-day operations, knowledge base updates, people management, meeting SLAs and KPIs, and ensuring high customer satisfaction. He demonstrates strengths in communication, leadership, organization, and time management.
The internship summary is as follows:
1. The internship goals were to understand People & Process operations, business lines, and develop marketing materials like proposals, case studies, and sales emails.
2. The intern worked on proposal development by collecting over 50 proposals, organizing guidelines, and developing standardized templates for over 10 products.
3. Case study work involved reading, editing, and packaging 9 case studies. Sales emails were also collected and developed for over 10 products.
4. Benchmarking data was also collected, organized, and categorized for select products. Materials were organized in a central repository for existing and future use.
This document contains a mid-year and end-of-year performance review for Richard Ward. In the mid-year review, Richard met or exceeded expectations on most objectives. His manager notes he takes on new tasks willingly and receives good feedback. In the end-of-year review, Richard exceeded expectations on all objectives. He has taken on more responsibility, adapted well to changing demands, and received positive feedback from colleagues. His manager concludes Richard has had a strong first year and been an asset to the team.
Ryan Manzer received a performance review for his co-op position from January to May 2014. He was rated as "Fully Competent" overall. Specifically, he demonstrated a strong commitment to ethics and customer focus, adapting to various tasks and being a strong team player. His supervisor noted room for improvement in technical skills and business understanding. However, Ryan enthusiastically took on new work and received positive feedback from customers.
This document provides an overview of sales and operations planning (S&OP). S&OP is a collaborative planning process that aligns all business functions to a single plan to meet market demand profitably. It differs from traditional functional planning approaches by taking a holistic view of demand, supply, and financial plans. The S&OP process involves gathering data, demand planning, supply planning, pre-meetings, and executive meetings to align plans and resolve issues. Critical success factors include top management involvement, structured meetings, cross-functional participation, and integrated planning technology. Benefits include improved profitability, inventory management, and communication across business functions.
Peter Moshier received a positive performance review for his 9-week internship at UTC. He supported the Conflict Minerals Compliance Program and ensured engagement between different business units. Peter also volunteered with the EH&S employee engagement team and participated in a networking event. While he demonstrated commitment to ethics and adaptability, his supervisor noted he could improve his communication and project scheduling. Overall, Peter received high praise for being a great team player and asset to the organization during his internship.
9 core checklists are used to manage a product installation for PRESTO KPI. This pack contains the key steps to manage with the client, the external consultanting team and TOPP TI
Ritesh Kumar Jha has over 8 years of experience in ITES industry as Assistant Manager Technical. He has expertise in people management, knowledge management, and incident management. Some of his responsibilities included managing day-to-day operations, knowledge base updates, people management, meeting SLAs and KPIs, and ensuring high customer satisfaction. He demonstrates strengths in communication, leadership, organization, and time management.
The internship summary is as follows:
1. The internship goals were to understand People & Process operations, business lines, and develop marketing materials like proposals, case studies, and sales emails.
2. The intern worked on proposal development by collecting over 50 proposals, organizing guidelines, and developing standardized templates for over 10 products.
3. Case study work involved reading, editing, and packaging 9 case studies. Sales emails were also collected and developed for over 10 products.
4. Benchmarking data was also collected, organized, and categorized for select products. Materials were organized in a central repository for existing and future use.
This document contains a mid-year and end-of-year performance review for Richard Ward. In the mid-year review, Richard met or exceeded expectations on most objectives. His manager notes he takes on new tasks willingly and receives good feedback. In the end-of-year review, Richard exceeded expectations on all objectives. He has taken on more responsibility, adapted well to changing demands, and received positive feedback from colleagues. His manager concludes Richard has had a strong first year and been an asset to the team.
Ryan Manzer received a performance review for his co-op position from January to May 2014. He was rated as "Fully Competent" overall. Specifically, he demonstrated a strong commitment to ethics and customer focus, adapting to various tasks and being a strong team player. His supervisor noted room for improvement in technical skills and business understanding. However, Ryan enthusiastically took on new work and received positive feedback from customers.
This document contains the resume of Sonam Dube. It summarizes her career objective, work experience, academic qualifications, and personal details. She currently works as a Research Analyst at WNS Global Services Ltd, where she provides research support services including data analysis, report creation, and presentation development. Previously, she worked as a Back Office Assistant. She has a BSc in IT and technical skills in Microsoft Office, programming languages, web design, and GUI tools.
This document discusses establishing a training and development unit within an organization. It begins with assessing the need for training through discussions with management and employees. It then provides definitions of key concepts like training, education, and development. The document outlines a training process model including assessment, training, and evaluation stages. Finally, it proposes a process for establishing a training unit which includes collecting data, writing a proposal report, and developing an action plan with guidelines and needs assessments to structure the unit and design training curriculum.
The document discusses Sales & Operations Planning (S&OP), which is a process that balances demand and supply to improve coordination between sales, production, and inventory. It describes S&OP's benefits, structure, and implementation. Case studies show how S&OP helped companies manage seasonality, demand fluctuations, and new product launches. Successful implementation requires support from top management and changes in planning behaviors and processes over 8-12 months.
Supply Chain Strategy with an Assessment done for a Consumer Products Company with a presence in Europe, North America and Asia. Listing this to show format details for Supply Chain Strategy, and will also put a shorter version on as a Case Study for CI in Supply Chain. We put this on in so much detail to provide people with a guide and base for others to do similar projects (and if they need help, we'd love to speak with them). Good luck and feel free to reach out to me if you have questions on some of the formats or how to do the analysis being suggested.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Jack Brown has created a 100-day plan as the new Director of Project Management to establish initial priorities, build foundations, and deliver early wins. The plan involves conducting briefings to gather input, establishing management style and direction, identifying issues and opportunities, and creating measurable initiatives. Key activities in the initial period include meeting with stakeholders, assessing resources and processes, and piloting improvements to build confidence and momentum.
Vinod Kumar V is seeking a position in business research and analysis leveraging his 8 years of experience in supply chain management and logistics. He has expertise in process improvements, project management, analytical skills such as forecasting, and client relationship management. Notable achievements include automating a process that saved 240 hours per month and leading multiple successful process improvement projects. He is proficient in English, Hindi, Malayalam, Kannada and Tamil.
The document outlines a 6-step methodology for developing a workplace strategy and managing change. The steps include: 1) defining goals, 2) assessing current work environments, 3) creating a vision and concepts, 4) planning, 5) implementation, and 6) continuous improvement. Change management tactics emphasize leadership support, communication, and adapting to employee feedback. Successful strategies align workspaces with business goals to improve productivity, efficiency and talent retention.
This resume is for Prem D'Silva, seeking a position that provides challenges, learning, growth, and where his performance is valued. He has worked as a Sales Analyst and Trade Compliance Analyst at NetApp India since 2011. In this role, he aggregates and analyzes enterprise data, identifies data gaps, ensures processes are in place to achieve business goals, and provides daily operational support. Notable projects include enriching customer data, mastering vendor data, reviewing customer leads, migrating data during an acquisition, and performing global trade compliance reviews. Prem has a Bachelor's degree in Commerce with HR and qualifications in leadership, communication, compliance, and business skills. He is proficient in MS Office applications and various
The document provides an overview and guidelines for a Coast Guard team conducting a site visit and assessment of a Jacksonville unit using the Coast Guard Performance Excellence Criteria (CPEC). It outlines the objectives of encouraging performance excellence, educating leaders, identifying best practices, and recognizing high-performing units. It then details the roles and responsibilities of team members, the assessment process and timeline, guidelines for conducting interviews and reviewing documents and data, how to document findings and identify strengths and opportunities for improvement, and how to develop the final report and brief the unit.
Darby Marie Spiegel is seeking a full-time position that allows for growth at an innovative company. She received a Bachelor's degree in Mechanical Engineering from Michigan State University and has internship experience at Ford Motor Company, International Paper, and KDK Inc. Her experience includes developing macros to streamline data collection processes, cost savings projects, and assisting engineers with testing. She has skills in 6-Sigma, CAD software, data analysis, and project management.
Getting To Done - A Master Class WorkshopGlen Alleman
The Principles, Processes, Practices, and Tools to Increase the Probability of successfully completing Project's On-Tiem, On-Budget, and Needed Capabilities
The document outlines an assignment study for a business planning project conducted for an Egyptian timber company. Key points include:
- The consultant conducted a review of the company's operations and developed 5 growth scenarios. They recommended the most ambitious scenario.
- Gaps identified included a lack of market research, IT systems, cost accounting, and manufacturing capabilities.
- Three implementation projects were proposed to address storage capacity, organization structure, and human resources. Terms of reference were developed for taking the plans forward.
Prakasha CM is seeking a challenging job to utilize his 15+ years of experience in various roles such as assembly operator, trainer, quality inspector, team leader, and production and planning executive. He has a strong technical background and skills in quality control, production planning, inventory management, and continuous improvement. His objective is to continue learning and growing with an organization.
Gaurav Katiyar is seeking a middle management role in IT or ITES with a reputable organization. He has over 7 years of experience in process improvement and quality management. Currently he is an Associate Manager at Genpact leading a team of 44 people and managing projects related to customer satisfaction, process audits, and process improvements. He has a strong track record of achieving process efficiencies and quality targets through Lean Six Sigma projects.
Sue Miller has over 15 years of experience in business analysis, project management, software development, quality assurance, and training. She has a background in the legal and restaurant industries, and has extensive skills in requirements gathering, documentation, software like HotDocs, and team leadership. Miller is seeking a new role where she can apply her technical, analytical, and training experience.
1) The document introduces a performance management system on Podio that contains 4 apps (Membership, Goal Setting, Appraisal/Evaluation, Review) to guide the process.
2) It explains how to use each app step-by-step, including filling out webforms, setting goals and dates, conducting appraisals, and reviews.
3) Strict confidentiality is emphasized, and only Executive Board members should have access to the performance management workspace and discussions.
The document provides a personal profile and employment history for Ian Major, who has 17 years of experience working for the Department for Work & Pensions in various roles, most recently as an Assisted Service Manager. He has strong leadership, customer service, IT and analytical skills. His experience includes managing staff, meeting targets, and improving processes. He is logical, adaptable, and has experience with performance reporting, IT troubleshooting, and staff development.
There are many myth and misunderstanding around what program management is - this is a deck not only captures what I define for the PGM team as the head of program management for multiple startups, it's also an interview presentation I made to my hiring committee (CEO, CTO, CPO, CFO, CMO, CHRO etc).
The principles have been incorporated into a product we built - dragonboat.io
Questions and comments - twitter: @beckyflintsf
The document provides an overview of human resources topics including:
- An HR management overview and the employee lifecycle covering training, performance management, and career management.
- Regulatory updates on discrimination charges, wage/hour compliance issues, and new EEOC/DOL regulations.
- Details on performance management including goal setting, feedback, and evaluation.
- Training processes like needs analysis, objectives, delivery methods, and evaluation approaches.
- Career planning stages and anchors that influence career choices and progression.
This document contains the resume of Sonam Dube. It summarizes her career objective, work experience, academic qualifications, and personal details. She currently works as a Research Analyst at WNS Global Services Ltd, where she provides research support services including data analysis, report creation, and presentation development. Previously, she worked as a Back Office Assistant. She has a BSc in IT and technical skills in Microsoft Office, programming languages, web design, and GUI tools.
This document discusses establishing a training and development unit within an organization. It begins with assessing the need for training through discussions with management and employees. It then provides definitions of key concepts like training, education, and development. The document outlines a training process model including assessment, training, and evaluation stages. Finally, it proposes a process for establishing a training unit which includes collecting data, writing a proposal report, and developing an action plan with guidelines and needs assessments to structure the unit and design training curriculum.
The document discusses Sales & Operations Planning (S&OP), which is a process that balances demand and supply to improve coordination between sales, production, and inventory. It describes S&OP's benefits, structure, and implementation. Case studies show how S&OP helped companies manage seasonality, demand fluctuations, and new product launches. Successful implementation requires support from top management and changes in planning behaviors and processes over 8-12 months.
Supply Chain Strategy with an Assessment done for a Consumer Products Company with a presence in Europe, North America and Asia. Listing this to show format details for Supply Chain Strategy, and will also put a shorter version on as a Case Study for CI in Supply Chain. We put this on in so much detail to provide people with a guide and base for others to do similar projects (and if they need help, we'd love to speak with them). Good luck and feel free to reach out to me if you have questions on some of the formats or how to do the analysis being suggested.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Jack Brown has created a 100-day plan as the new Director of Project Management to establish initial priorities, build foundations, and deliver early wins. The plan involves conducting briefings to gather input, establishing management style and direction, identifying issues and opportunities, and creating measurable initiatives. Key activities in the initial period include meeting with stakeholders, assessing resources and processes, and piloting improvements to build confidence and momentum.
Vinod Kumar V is seeking a position in business research and analysis leveraging his 8 years of experience in supply chain management and logistics. He has expertise in process improvements, project management, analytical skills such as forecasting, and client relationship management. Notable achievements include automating a process that saved 240 hours per month and leading multiple successful process improvement projects. He is proficient in English, Hindi, Malayalam, Kannada and Tamil.
The document outlines a 6-step methodology for developing a workplace strategy and managing change. The steps include: 1) defining goals, 2) assessing current work environments, 3) creating a vision and concepts, 4) planning, 5) implementation, and 6) continuous improvement. Change management tactics emphasize leadership support, communication, and adapting to employee feedback. Successful strategies align workspaces with business goals to improve productivity, efficiency and talent retention.
This resume is for Prem D'Silva, seeking a position that provides challenges, learning, growth, and where his performance is valued. He has worked as a Sales Analyst and Trade Compliance Analyst at NetApp India since 2011. In this role, he aggregates and analyzes enterprise data, identifies data gaps, ensures processes are in place to achieve business goals, and provides daily operational support. Notable projects include enriching customer data, mastering vendor data, reviewing customer leads, migrating data during an acquisition, and performing global trade compliance reviews. Prem has a Bachelor's degree in Commerce with HR and qualifications in leadership, communication, compliance, and business skills. He is proficient in MS Office applications and various
The document provides an overview and guidelines for a Coast Guard team conducting a site visit and assessment of a Jacksonville unit using the Coast Guard Performance Excellence Criteria (CPEC). It outlines the objectives of encouraging performance excellence, educating leaders, identifying best practices, and recognizing high-performing units. It then details the roles and responsibilities of team members, the assessment process and timeline, guidelines for conducting interviews and reviewing documents and data, how to document findings and identify strengths and opportunities for improvement, and how to develop the final report and brief the unit.
Darby Marie Spiegel is seeking a full-time position that allows for growth at an innovative company. She received a Bachelor's degree in Mechanical Engineering from Michigan State University and has internship experience at Ford Motor Company, International Paper, and KDK Inc. Her experience includes developing macros to streamline data collection processes, cost savings projects, and assisting engineers with testing. She has skills in 6-Sigma, CAD software, data analysis, and project management.
Getting To Done - A Master Class WorkshopGlen Alleman
The Principles, Processes, Practices, and Tools to Increase the Probability of successfully completing Project's On-Tiem, On-Budget, and Needed Capabilities
The document outlines an assignment study for a business planning project conducted for an Egyptian timber company. Key points include:
- The consultant conducted a review of the company's operations and developed 5 growth scenarios. They recommended the most ambitious scenario.
- Gaps identified included a lack of market research, IT systems, cost accounting, and manufacturing capabilities.
- Three implementation projects were proposed to address storage capacity, organization structure, and human resources. Terms of reference were developed for taking the plans forward.
Prakasha CM is seeking a challenging job to utilize his 15+ years of experience in various roles such as assembly operator, trainer, quality inspector, team leader, and production and planning executive. He has a strong technical background and skills in quality control, production planning, inventory management, and continuous improvement. His objective is to continue learning and growing with an organization.
Gaurav Katiyar is seeking a middle management role in IT or ITES with a reputable organization. He has over 7 years of experience in process improvement and quality management. Currently he is an Associate Manager at Genpact leading a team of 44 people and managing projects related to customer satisfaction, process audits, and process improvements. He has a strong track record of achieving process efficiencies and quality targets through Lean Six Sigma projects.
Sue Miller has over 15 years of experience in business analysis, project management, software development, quality assurance, and training. She has a background in the legal and restaurant industries, and has extensive skills in requirements gathering, documentation, software like HotDocs, and team leadership. Miller is seeking a new role where she can apply her technical, analytical, and training experience.
1) The document introduces a performance management system on Podio that contains 4 apps (Membership, Goal Setting, Appraisal/Evaluation, Review) to guide the process.
2) It explains how to use each app step-by-step, including filling out webforms, setting goals and dates, conducting appraisals, and reviews.
3) Strict confidentiality is emphasized, and only Executive Board members should have access to the performance management workspace and discussions.
The document provides a personal profile and employment history for Ian Major, who has 17 years of experience working for the Department for Work & Pensions in various roles, most recently as an Assisted Service Manager. He has strong leadership, customer service, IT and analytical skills. His experience includes managing staff, meeting targets, and improving processes. He is logical, adaptable, and has experience with performance reporting, IT troubleshooting, and staff development.
There are many myth and misunderstanding around what program management is - this is a deck not only captures what I define for the PGM team as the head of program management for multiple startups, it's also an interview presentation I made to my hiring committee (CEO, CTO, CPO, CFO, CMO, CHRO etc).
The principles have been incorporated into a product we built - dragonboat.io
Questions and comments - twitter: @beckyflintsf
The document provides an overview of human resources topics including:
- An HR management overview and the employee lifecycle covering training, performance management, and career management.
- Regulatory updates on discrimination charges, wage/hour compliance issues, and new EEOC/DOL regulations.
- Details on performance management including goal setting, feedback, and evaluation.
- Training processes like needs analysis, objectives, delivery methods, and evaluation approaches.
- Career planning stages and anchors that influence career choices and progression.
1. Performance Feedback
Employee: Moshier,Peter Position: Intern - Nonexempt Grade/Level: 91 Status: Closed
Supervisor: Morgan,Garrett T Start Date(MM/DD/YYYY) : 05/26/2015 End Date (MM/DD/YYYY) : 08/14/2015 Plan Type: Partial Year
Employee: Moshier,Peter Supervisor: Morgan,Garrett T
Rating Scale For Objective Results:
4 - AT - Above Target
3 - T - Target
2 - P - Progressing
1 - BT - Below Target
N/A - Objective No Longer AppliesObjectives Section
Category of Objective:Ethics and Compliance
Objective: Weight:Demonstrate commitment to export compliance and ensure conduct complies with UTC Code of Ethics.
Person Comments Rating
Moshier,Peter I conducted myself professionally in the office and complied with the UTC Code of Ethics. However, I did not have any
experience with export compliance during my time here.
3-T
Morgan,Garrett T Peter completed all required training in a timely manner. 3-T
Category of Objective:Customer
Objective: Weight:Conduct final presentation to senior leadership at least one week prior to termination date.
Person Comments Rating
Moshier,Peter I completed my report out presentation on Tuesday of my last week for a group of 9 including the SI&OP team, a Human
Resources Generalist named Julia Vulcan, the Operational Excellence team including the Director, Scott Parkin, and several
interns. I did well on my presentation, providing an overview of each of the projects I worked on and the value I contributed to
each. I also included the value that my biggest two projects, the Standard Factory playbook and Capacity Summit data
aggregation, brought to UTAS.
3-T
Morgan,Garrett T Peter delivered a strong presentation that demonstrated that he truly understood the principles of SIOP. He was able to think
on his feet when tough questions were asked and displayed confidence. I believe that his experience of presenting weekly the
status of the standard factory playbook and data project helped Peter develop his communication skills.
4-AT
Category of Objective:Employee Engagement/People
Objective: Weight:Participate in at least two employee engagement activities.
Person Comments Rating
Moshier,Peter I virtually attended two OLP recruiting sessions as well as an in-office ice cream social. I also worked with fellow interns to
organize and execute the Annual UTAS School Supplies Drive. The goal of our supplies drive is to collect 3,000 items for
Classroom Central students.
3-T
Morgan,Garrett T Peter was well respected by his fellow interns and demonstrated initiative with these activities. 3-T
Category of Objective:Operational Excellence/Key Performance Metrics
Objective: Weight:Support development of Standard Factory SIOP Playbook chapter.
Person Comments Rating
Moshier,Peter I took the initiative to lead the development of the SI&OP portion of the Standard Factory playbook. I organized and led a half
day working session in which we reworked our current state to arrive at a more robust and useful future state for our cell level
processes. I created and managed a project plan to complete Phase II of our Standard Factory chapters by the end of the
third quarter. I also led weekly status meetings in which the SI&OP team reviewed our progress against our project plan and
decided on next steps. Some tasks I completed were executing a gap analysis against the other functions within Standard
Factory, conducting a checkpoint meeting with the Standard Factory, and designing a more efficient template for the Standard
Factory playbook's PowerPoint slides.
3-T
Morgan,Garrett T Peter spent the majority of his time on the Standard Factory playbook and was able to make large improvements. He
displayed an ability to quickly understand complex concepts in order to develop future state process maps. Peter also created
a presenation structure and model that will be used in the final product of all function's Standard Factory chapters.
4-AT
Objective: Weight:Aggregate and analyze UTAS level capacity summit information. Provide variance analysis.
Person Comments Rating
Moshier,Peter I completed a concise and useful aggregation of capacity summit information from the Strategic Business Units into a single
Excel workbook. I then used this workbook to complete several variance analysis exercises to spot check areas of concern.
The analyses were valuable in identifying sources of variance from the SBU's plans for capital expenditure, planned labor or
units, and cell capacity load. The workbook was then used by Barney Charles as a base for the creation of Capacity Summit
Tools for each SBU.
3-T
Morgan,Garrett T In the first few days of the internship, Peter was thrown into the Capacity Summit aggregation process and quickly performed.
He was able to build upon his excel skills to successfully use advanced formulas to ensure the data was aggregated without
errors.
3-T
Objective: Weight:Lead SIOP Data Project. Learn, develop, and formalize current SharePoint site.
Person Comments Rating
Moshier,Peter I managed and reported out weekly on the SI&OP team's progress for the Operational Excellence Data Project. I also
restructured the SI&OP SharePoint site so that it has major folders for each large data collection activity we do and each
regular report we create. I also migrated the necessary files into these folders.
3-T
Morgan,Garrett T I agree with Peter's comments on this objective. He spent the time learning the functionalities of SharePoint prior to
implementing the changes. Peter represented the SIOP team well in the daily meeting and gained practice reporting out the
UTAS Executives during the data project.
3-T
Category of Objective:Product/Technical
Objective: Weight:Develop capabilities in Microsoft Office (Excel and Powerpoint).
Person Comments Rating
2. Moshier,Peter Through the capacity summit aggregation exercise and managing the Standard Factory, I gained a lot of experience in
Microsoft Office. I feel much more comfortable creating presentations in PowerPoint for upper management due to Garrett's
guidance and have learned to create waterfall charts. I also feel much more confident in my ability to utilize Excel from
watching Garrett and Barney work with it and asking questions.
3-T
Morgan,Garrett T Peter demonstrated his ability to work in Excel and Powerpoint during all of his objectives this summer. I could suggest to
continue to push yourself to learn the advanced calculations in excel.
3-T
Rating Scale For Competency Results:
4 - Expert - Competency Expertly Applied
3 - Fully - Competency Fully Evident
2 - Some - Competency Somewhat Evident
1 - Limited - Competency Not Evident or Not Adequate
N/A - Not Applicable/No ObservationCompetency Section
Competency Area:Ethics and Compliance(Rating Required)
Person Comments Rating
Moshier,Peter I completed all New Hire training modules and required Global Learning Portal modules on time. 3-Fully
Morgan,Garrett T I agree with Peter's comments 3-Fully
Competency Area:Adaptability
Person Comments Rating
Moshier,Peter SI&OP was a new process to me this summer and one that is developing within UTAS. I feel that I quickly learned the process
and its structure to effectively contribute to meetings and plan/execute the Standard Factory playbook update.
2-Some
Morgan,Garrett T 3-Fully
Competency Area:Analytical Thinking
Person Comments Rating
Moshier,Peter I was able to leverage my experience in Excel to aggregate capacity summit information and create a useful database. I used my
problem solving skills when carrying out the Standard Factory project by designing a project plan and closing gaps. I also located
most of the available best practices for SI&OP's Standard Factory tasks. The rest need to be created using existing practices or
created from scratch.
2-Some
Morgan,Garrett T 3-Fully
Competency Area:Communication Skills
Person Comments Rating
Moshier,Peter I showed good communication skills by leading our weekly Standard Factory status meetings. I also effectively reported our
team's Data Project progress in a weekly meeting.
2-Some
Morgan,Garrett T 3-Fully
Competency Area:Forward Thinking
Person Comments Rating
Moshier,Peter I used forward thinking effectively when leading the Standard Factory project. I planned our work schedule and major milestones
in order to complete the project by the end of September.
2-Some
Morgan,Garrett T 3-Fully
Competency Area:Listening
Person Comments Rating
Moshier,Peter While leading the Standard Factory update, I effectively took the team's feedback to alter the project plan and improve the quality
of our results. I also took direction well from Garrett when he needed analysis of capacity summit data.
2-Some
Morgan,Garrett T Peter did a good job of taking feedback and implementing any changes. He was able to take in all the necessary information and
concepts during our various Standard Factory events.
3-Fully
Development And Career Planning Section
Development and Career Planning Summary
Comments Not Available
Rating Scale For Assessment of Summary Rating:
EP - Exceptional Performance
FC - Fully Competent Performance
P - Progressing
U - Unsatisfactory Performance/Improvement RequiredSummary Rating Section
Summary Rating And Comments
Person Supporting Comments Summary Rating
Morgan,Garrett T Peter did a great job taking initiative during his internship at UTAS. He was a great team player and made major contributions to
the Standard Factory playbook for SIOP. He has an exciting career ahead of him and I think he would make an excellent
candidate for the UTC Operations Leadership Program.
FC
Signature Section
Signatures
Supervisor's Signature: Signed On 08/14/2015 (MM/DD/YYYY) by Morgan,Garrett T
Employee's Signature: Signed On 08/14/2015 (MM/DD/YYYY)