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Ale Message

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Tools do not make the mechanic…Frameworks such as Six sigma, PMP, CMMI, and outsourcing have benefits,…but their sheer weight can be overwhelming…Cost cutting does not address effectiveness.
What will you do differently to assure success? We can help your company step out of the “initiative” trend for improved Effectiveness and Profit. Contact ALE.

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Ale Message

  1. 1. ANALYTIC AND LEADERSHIP EXCELLENCE, LLC We improve your profit and leave you with practical knowledge The Focus is Always on Results P.O. Box191, Oxford, MI 48371, (248) 881-3845, bwjohnson200@hotmail.com, skyp: bernard.johnson5 Tools do not make the mechanic…Frameworks such as Six sigma, PMP, CMMI, and outsourcing have benefits,…but their sheer weight can be overwhelming…Cost cutting does not address effectiveness. What will you do differently to assure success? Insightful application of “the scientific method” can help you step out of the “initiative” trend for improved Effectiveness and Profit. Contact ALE. The ALE Name Analytic…….objective, and penetrating expertise in thinking, via principle and method. Leadership….leveraging the latent energy of people, and organizations, to forge a vision and path. Excellence….your results, or sales per cost, have overcome that of your competitors. The Integrated ALE Principles ALE results are made possible by encompassing and integrating four essential principles: 1. Product development – the purpose of ALE clients Navigate effectively through VOC, requirements, design, manufacturing, supply, assembly, and profit. 2. Technical and Innovative aptitude – the foundation of developing competitive products Span domains from software through to mechanical. Innovation is a mind-set not a phase or tool. 3. Leadership- The art of profit This most essential yet latent dimension, can dramatically improve organization effectiveness. 4. Method – a means to an end Tools and methods are powerful in the hands of relevant and encompassing expertise. The integration of these bodies of knowledge is why… ALE can provide the value of superior results at lower cost. The ALE Scope Systems Engineering Discovery Effective Operations Project Management Problem Solving DFSS Light Results: innovation, concepts that demand higher price, defect reduction, problem prevention, robust performance, reduced time to market, rapid root cause diagnosis, product cost and R&D reduction, effective design of complex systems, improved morale and team productivity, lessons learned, and knowledge. Industries and Products: Automotive, Domains: Embedded, Management, Leadership, Quality, Defense, Aerospace, Medical, Energy, Electrical, Software, Vibrations, Dynamics, Kinematics, Agricultural, Heavy Machinery, Robotics. Control Systems, Instrumentation, Data Acq., Signal Machine-Tool, Plastics and Injection, Processing, Filtering, Sampling and Noise, Manufacturing, Welding, Assembly, Combustion, Guidance systems. Process, Manufacturing. Analytical interface to CAD and FEA. Frameworks: Systems Engineering, Project Management, Six Sigma, Design for Six Sigma, Lean, TRIZ, Structured Analysis and Design, CMMI, Agile, Lean, and Kaizen… Methods: Axiomatic Design, Taguchi Robust Optimization, DOE, and Orthogonal Arrays, Parameter Diagrams, Functional Decomposition, Neural Networks, Fuzzy Logic, Decision Trees, Pugh Concept Selection, QFD, Critical Parameter Analysis, Management, and Sensitivity Studies, Root-cause Analysis, Modeling, and Simulation. Process, Learning, Continuous Improvement, SWOT, Kepner-Trego, Reliability Growth, Algorithm Design, Problem-Life- Cycle-Analysis. Tools: Matlab, Simulink, Mathcad, MS products, CAD, Python…
  2. 2. The ALE Business Case Should your company focus on results…or the conventional expensive set of tools? ALE objective: Excellence…..your results, or sales per cost, have overcome that of your competitors. Conventional approach: Receive Training in the many Methods Apply all the methods, and hope for results. Investment = Large Results per Cost = Small, Slow, Fleeting. THE CONVENTIONAL MASSIVE PROPOSAL Not targeted well enough to prevent, nor fast enough to solve your urgent malfunction, thermal event, sticking, breaking, vibrating, leaking, shrinking, bugs, test failure or short life, peeling, deposits, clogging, noise, and etcetera. Need must dictate the method. ALE Principles Example Frame-Works Systems University PMI Agile CMMI KT DFSS SixSigma Lean --- Engineering √ √ √ √ √ √ Product Development --- √ Technical --- √ Innovative --- √ √ √ √ √ Leadership --- √ √ √ √ √ People --- √ √ √ √ √ √ √ √ Method --- The ALE approach: Train by doing, for Results An expert speeds you to the methods that you need, when you need them. Investment = Small Results/Cost = Large, Fast, Expanding. Frameworks ALE Process ALE Principles Bodies of Knowledge Discover The Unique ALE Needs of your Expertise Product Development Organization. Technical Select The right tool to Innovative serve the ALE Principles Leadership People Deliver Results, Method Knowledge, Pull 1
  3. 3. Available Services and Programs DISCOVERY, a recommended first step DISCOVERY Results: Objective third party analysis and quantification of the client’s operations Constructive Project, Process, or Product recommendations and next steps. Organizational Footprint Analysis and Recommendations. Consensus among Decision Makers Typical Applications: Process Steps: Design Process, Supply Chain Build Trust and understanding Engineering/ Manufacturing interface Gather input from stakeholders Cost Over-runs, Recurring Problems Verify understanding with stakeholders Team Effectiveness and Morale Quantify knowledge and report findings Interactively constructive recommendations and next steps Ineffective Platform utility Typical Tools: Establishing personal report and interactive gathering of information. Mining of existing data [8-D’s, FMEA’s, Project Reviews, OEM input, Networking Meetings, Non Conformance Cost Statistics Interviews and Surveys]. Process Flow analysis. Transfer function Analysis, Force Field Analysis, Affinity Diagrams. Root cause categorization, including definition of hypothesis, definition of investigative means, and prioritization. Decision analysis. Cost/ benefit analysis. SWOT Seeing what needs to be done OPERATIONAL EFFECTIVENESS IMPROVEMENT, an executive concern OPERATIONAL EFFECTIVENESS Results: Low-hanging-fruit measures that prevent cost, and improve quality and proce. Reduction of reactive organization energy. Reduced waste (Muda) due to redesign. Improved Customer relations. Improved team morale and performance. Templates. Score cards. Typical Applications: Process Steps: R&D Footprint Studies. Build Trust and understanding Integration of companies. Gather input from stakeholders Global Requirements Management. Verify understanding with stakeholders RFP/ RFQ, business acquisition process. Quantify knowledge and report findings Synergies between departments. Interactively constructive recommendations and next steps Typical Tools: How the Triple Constraint Paradigm can hurt your Operations. Identify financial pressure points. Quantify Low cost Outsourcing: what skill sets, where, why, and at what risk. Quantify the complexity of an organization with a metric. Holistic management of global platforms (generics) to meet local requirements. Improve customer relations during product development difficulties. TRIZ to innovate rather than compromise. Add technical and leadership horsepower. Develop and Execute Quality Recovery Plans. Optimizing the performance of systems. Estimate R&D costs and controlling. Performance Metrics and Score Cards. Decision analysis. Creating Networks for knowledge sharing and Lessons Learned. 2 Solutions, not initiatives. It is impossible to excel while following the pack.
  4. 4. LIGHT DESIGN FOR SIX SIGMA, a low cost results oriented design-for-six-sigma education DFSS LIGHT Results: Offered to small companies or to the product development organizations of large companies, ALE tailors methods to suit your needs; you will be guided through case studies, and learn while adding immediate value, without the large learning curve, investment, or the jargon of heavy frameworks. . Typical Applications: Process Steps: Product Development Life-cycle: VOC, Understand needs and priorities Design, Supply-chain, Test, Propose the program and approach Manufacture, Service. Execute Design-build-test process Waterfall compared to Agile. Typical Tools: QFD - quantify cost and risk by knowing your products competitive strengths and weaknesses. Pugh- Improve design concept alternatives, decision speed, and innovate by leveraging pros and cons. Axiomatic - evaluating the coupling between the design variables and functions. TRIZ - innovate by describing system/ subsystem evolution from past to future perspectives. Use conflict diagrams to isolate innovative opportunities. Critical Parameter Management - prevent product problems by highlighting parameters that affect the product. Design for manufacturing and Assembly/ Concurrent Engineering. Taguchie Robust Optimization, robustness to parameter variations and reduce cost. Results are king, not the method POTENT PROBLEM SOLVING, finding the root cause of serious issues PROBLEM SOLVING Results: Assessment of current status. Improved focus and reduced Ad-Hoc approaches. Improved team morale, and management and customer perspective. Represent deep expertise in front of the concerned parties. Quality Recovery Plans, score-cards, and form executive steering committees. Tracking of progress and Root Cause Determination, and reduced cost. Improved Team problem solving skills. Typical Applications: Resistant or Process Steps: urgent: Malfunction, Thermal Events, Problem Definition Sticking, breaking, vibrating, leaking, Gathering and re-factoring data shrinking, bugs, test failure or short life, Manage the investigation peeling, deposits, clogging, noise. Analyze via appropriate bodies of knowledge and experts. Processes, operating systems, operator. Typical Tools: Functional Decomposition. Critical Parameter Analysis and linkage to Root Cause matrices. Physics, math modeling, simulation. Scenario analysis. Kepner-Trego. TRIZ. Problem Life- Cycle Analysis - evaluate design, supply chain, manufacture and assembly, end use, and maintenance as opportunity for cause, solution, minimization, or prevention. Assure that all dimensions are capable: supply chain, measurement, test, instrumentation, data acquisition, sampling, data processing. Orthogonal evaluation of the critical parameters to the ideal function. DOE. Let the problem dictate the approach. People rather than tools overcome challenges. 3
  5. 5. PROGRAM AND PROJECT MANAGEMENT, for Line and Project Managers PROGRAM MANAGEMENT Results: Fewer meetings, less time, better performance, useful plans and controls, practical templates, improved focus on results. Typical Applications: Process Steps: Multi-departmental organizations Resource Management Goals, Tracking, and Follow-up Milestone Management Instruction: Avoiding the trap of complex plans Tailoring your process Dynamic critical path thinking Actical Getting results through soft skills Effective Decision Process Buy-in, a powerful tool Getting the Job Done SYSTEMS ENGINEERING Systems Engineering Results: Fewer design Loop-backs Typical Applications: Process Steps: Complex Products Typical Tools: Seeing 4
  6. 6. Differentiators Consultants are available that apply a method, but neither the tool nor expertise with a single tool makes the mechanic; a formula simply will not suit the unique needs of your company most of the time. Make sure that you employ the advantage of a wise practioner whose mission is to provide value to you rather than sell their flagship method, tool, or product. Thus, the ALE approach is different; it is to address your challenges, to increase your shareholder value, by delivering expertise and knowledge to your organization, and acting as a catalyst to energize your team’s talent. The methods provide important tools, but are not the objective. Founders' profile Specialty skills are best applied in light of broad and integrated knowledge. Through twenty three years of experience as an improvement expert and agent of change among the most challenging product and systems development efforts, across the defense, automotive, and heavy machinery industries, Mr. Johnson presents an integrated skill set rarely found in a single individual: Systems Engineering Guru, Certified Project Management Professional, Master Black Belt in Six Sigma, Lean, and Design for Six Sigma, and R&D Operations Leadership Specialist. Interests include energizing people, effective communication, TRIZ, and innovation. Mr. Johnson believes that the future success of product development organizations depends on effective operations. Success is not about any single method, it is about people, vision, innovation, and wisdom. The ALE Advantage Good Better ALE Single Domain Expertise (software or Mechanical or Electrical or Injection..) X X X Program Management Certification X X X Multi Domain (software and Mechanical and Electrical and Injection…) X X Black Belt X X Leadership and Communication Skills X X Technology Track Record (Patents, Papers, Public Speaking) X Master Black Belt (DOE, Taguchie, Pugh, Axiomatic, TRIZ, DFSS, Lean) X Multi-Departmental Leadership, Management, Mentoring, and Operations X Executive Operations Knowledge X Deep Specialty Domain (dynamics and Systems and Control and Signal X Processing and Data Acquisition) Extensive Consultant with world renowned Contacts X Able to Manage and Control other agents X Multi Industry Experience (Automotive, Defense, Heavy Machinery) X Integrated Knowledge: Technical and Innovation aptitude, Contemporary X Methods, Product development knowledge, and Leadership and Executive understanding. Experts with over a quarter century of experience and results X 5
  7. 7. Needs of Industry Today Cost cutting by itself will fail to meet the Needs of the Coming years Gain the benefit of trusted expertise without a permanent head and without the training costs Cost/ Quality Incapable Design Product launch problems Ineffective problem resolution Heavy, inflexible, or incapable processes Design loop-backs eating into profit margins Having trouble in manufacturing your designs Customer unhappy with speed, cost, or quality Teams in conflict or not operating at peak effectiveness Operations Discover pressure points that drive financial improvement Transform Conflict to Consensus and Peak Efficiency Provide method and data for informed decisions Interface and challenge external consultants Complexity measurement and reduction Quality Assurance Recovery Plans Clarify Facts with Score cards Product Development and Technology Effectively focus technical experts to a common direction Leverage a broad network of Technology Consultants Systems Engineering and Innovation Guru Workshops to address specific concerns Technology Trends Cost cutting by itself will fail to meet the criterion. Eroding profit margins MUST be countered with increased output per cost. √ Output Cost Cutting --------- Cost 6

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