Need/Problem

Solution created

Implementation/

Solution/Process Improvement

Upgrading hardware/software system dated back to 1994.   Users at times, would function faster than the application causing interruption in commands.  Backup procedure on system would take upwards of six hours.

Worked with vendor on hardware needs and assessment of upgrades to software while making sure that current operation had no interruption of service.  Until final turnover and then only with minimal downtime

Worked with vendor again on data transfer before equipment arrived so that it could be upgraded to latest version of operating system and application.   Helped design process for testing of new equipment, software, reliability, and functionality.  Implementation time reduced to one eight hour shift due to all functionality testing prior to going live.  Full functionality operational within 16 hours.  Implementation was considered a major success 

System is now ten times faster with operational functionality.  Backup procedure reduced from six hours to two hours.  Users are now unaware of operation functionality

MIS report processing application that was purchased with original system was unreliable.  This application was never able to match other program numbers, therefore many in-house programs were written to compensate for this application.

When upgrading the new hardware and software it was agreed this application was to be fully operational as well as the training of users on it functionality and application.

Worked very close with vendor on performance of tests and validity of information.  This process was useable within 60 days of implementation of new system.

MIS reporting application is now used to verify, validate and time savings when needing statistical reports on a hourly, daily, weekly, monthly basis.  Savings of programming staff on specialized reports that come as canned reports within the MIS system.

System re-start and disaster recovery plan.  No documentation of system re-starts were done causing system sometimes to crash and then needing to review what was done.   No disaster recovery plan was in effect a plan and a documented procedure was needed.

Orchestrated a plan for monthly re-starts, with written explanation of what is being changed as well as what functions will be changed, how they are tested and by whom.  Also a disaster recover plan with switching the system from the primary to the secondary redundant system with minimal downtime for primary operations. Making sure that if there is a disaster the secondary redundant system with operate as the primary system without issues.

Documentation has been implemented so all re-starts will have documents on what was implement during the re-start.  Plan has been implemented in standard of procedures to switch systems every six month to validate redundant system is operational as well as functional to primary system..

Processes are now documented and disaster recovery plan in effect with more accountability with system.

Allowing a different agency to use the secondary operation floor without compromising security of LAN/WAN or primary/Administrative operations for testing of telecommunications and dispatchers.

Agency needed to use the floppy drive only to administer test.

Lock down by profiles and sign-on for no LAN/WAN connection.  Verify floppy disks were virus free and validate systems would work efficiently.

Agency and management viewed this as a successfully venture which will now continue.  It will allow people taking the test to know the environment they may be working in.

Need/Problem

Solution created

Implementation

Process Improvement/Result

Invoicing for customer was a two part manual process, each part taking approximately 6-8 hours each.  needed to improve process and accuracy .

Custom designed Excel Macros for each individual part to automate process, along with a data entry input form.   Information entered into the data entry form linked into multiple spreadsheets providing for verification and accuracy.  Also this process produced a gross profit report supplied monthly, quarterly and yearly for board of directors, company and individual vendors on demand.

Trained office staff on use of data entry form and how to write, use, and change macros when required.

Reduced completion time by 51/2-71/2 hours for each process and Improved accuracy to 100%.

Customer contract required a reporting process to determine purchase order acknowledgement and on time delivery information.

Custom designed database program to include date and time stamp of purchase orders acknowledgments and delivery status.

Provided user training for program to import tables then produce reports from a group perspective along with individual vendor specific for customer and vendors.

Provided customer with hard copy reports indicating when incentives were due or not due per contract.  This reduced the number of customer incentive questions and problems improving customer service.

Company was restructuring from an umbrella situation to an independent organization.  Needed to determine and provide payroll, health benefits, 401K program needs and possible manpower increase.

Review and selection of payroll company, benefit administration and 401K administration organizations.

Negotiated contracts with payroll, benefit and 401K Administrator organizations.

Implemented and administered contracts for human resources reducing the need for additional manpower.  Currently only require overseeing of vendors for accuracy which requires minimal support from office staff.

EDI transaction cost were +18K a year, needed to streamline current process and reduce transaction costs.

Worked with trading partner to use leased line currently in place instead of VAN and also lengthen automatic process time of transaction processing to customers.

Helped develop program for trading partner to use at his site to send transactions through leased line instead of utilizing the VAN. Re-wrote automatic script to change processing time from 10 minutes every hour for 18 hours to 15 minutes every hour for 12 hours.

Collaborative efforts were successful in reducing trading partner costs by 8K and company costs by 13K a year in transaction processing fees without effecting production of transactions. 

Credit process was manually created each month without any history being maintained resulting in duplication of credits for products.

Develop database for handling credit process.

Trained warehouse and manager on process.

Using this process, warehouse and on-site manager worked more efficiently using the data entry form and was capable of verifying by simple look up of history information.

Customer required a disaster recover/contingency plan be developed and tested.

Develop written procedures for four hours up, eight hours through 72 hours of downtime.  Also procured equipment when needed.

Scheduled downtime dates, trained employees and vendors on procedures for disaster planning.
 

Provided customer and employee with training and procedures in order to fulfill contract obligations and followed through with scheduled downtime dates for testing with minimal disruption in service.

Need/Problem

Solution Created

Implementation

Results

Company outgrew production facility and needed cost effective way to split some production and office departments out of main facility until new facility was built.  Company currently owned two building within a mile of each other.  One to two year temporary situation.

Negotiated contracts with wireless bridge and cabling vendor.  Wired facility for both office and production in second building.

Installed necessary client hardware, wireless bridge and worked with wireless bridge vendor on maintenance of product. Installed 25 workstations at this location.

Saved expenses by purchasing wireless bridge instead of going with temporary monthly charges of a TI line for data transport.  Using this method production and office staff at second facility were minimally effected, main office and remaining production were not effected at all.

Sales commission reports were produced manually collecting information from multiple reports with continual errors and inaccuracies.

Developed commission report program which automatically combined production operating program (AVANTI) and financial program (Great Plaines).

Provided training to administrative staff on commission reports for accounts, individuals, and department reporting.

Report saved time and improved administrative staff productivity, as well as report accuracy’s.

Company wanted to be in the forefront of Internet email and visibility.

In 1995 there were not any strong email systems on the market.  ISP with SMPT email.

Worked with ISP to develop automatic scripting using LINUX for dial up and MS Mail DOS version implemented onto a Novell Network system.  Developed dial-up e-mail interface to MS Mail to Novell with the capability to use on machines with Win 3.1 and Win95 along with outside sales dial up capabilities to retrieve email..

Productivity increased for staff, allowing productive work in non-traditional settings. Reduced hardware costs as older machines were used for servers both dial up and MS Mail instead of a more expensive server and firewall system.

Sister company of Hammer Lithograph moving into new facility needed to move equipment, upgrade current server and determine need for RAID.

Determined upgrade of server and operating system along with wiring of entire warehouse.

Negotiated contracts with vendors for wiring, new server, personal computers, and purchase of upgrade to increase users on operating system and implementation. In addition installed local email system for staff to communicate with each other.

Communication and productivity increased for office and production staff in new facility.