Fordham University - Graduate School of Business Administration
Management Systems, Deming Scholar
Senior System Architect at General Motors
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Management Systems, Deming Scholar
I am an experienced leader of Quality Management, Continual Improvement, Process Engineering, Infrastructure Architecture and overall Software Delivery with excellent leadership, technical and communication skills. I have extensive end to end experience with the entire lifecycle required to Deliver Software including Project Rainmaking, Business Process Design, Requirements elicitation and analysis, Application Architecture, Infrastructure Architecture, JEE Development, Testing, Delivery and ongoing Sustain activity.
My partnership and technical understanding of systems development combined with my business acumen, communication skills and expert understanding of management philosophy give me outstanding capabilities.
Specialties: BPMS, Continual Improvement, Process Design & Engineering, Deming Philosophy, Statistical methods, Leadership, Information Systems Design, Development, Testing and Delivery, Partnership, Application and Infrastructure Architecture
Business process Management Center of Expertise
Enterprise Design & Mobilization for Customer Satisfaction
Partnering with development technical leads, developers, architects and PMs to deliver end to end infrastructure including scratch/dev using VMWare vCloud Director, application and infrastructure architecture through hosting work order and delivery and then closing the loop analytic problem solving and architectural modification to meet operational needs.
Provisioning initial scratch/dev, facilitating cross functional architecture design and approval, opening key firewall ports to enable rapid delivery of the Microsoft Exchange Messaging program including Internet Mail Relay.
Enterprise Architect for Batch Scheduling using AutoSys r11.3. Architected and lead the technical deployment of an interim enterprise solution while leading the architecture design for the new GM Hosted Enterprise Environment.
Leading partnership with the Global Brands, Manufacturing and Global Purchasing & Supply Chain IT Innovation teams to achieve architecture and infrastructure design & approval, hosting work order creation, environment implementation and tuning for both Portfolio (new development) and Data Center transformation (migration) projects.
Key Team Leader mobilizing Agile Software Development @ General Motors.
Deliver v1 of the Agile Development Process for GM.
Created the Project Scorecard to assess project suitability and readiness.
Created the 2012 plan for Agile education.
Leading the Business Architecture, Software Engineering and PMO functions in the Global Purchasing & Supply Chain IT Systems Factory.
Implementation of Code Quality practices in the overall SDLC using Subversion Code Vault and CAST.
Working with lead development vendor to reclaim GM application code housed in the GM Code Vault.
End to end execution responsibility and overall PMO for all development projects.
Created operational IT metrics dashboard using advanced Statistical Methods to better portray, understand and target variability for improvement.
Leading the development and bid process for a common, global Application Integration Management IT Service Contract.
Facilitated a single, common AIMD contract for all functional domains (PD, GPSC, GSSM, GBS, Mfg).
Developed and socialized technical and non-technical roles for inclusion in the new, FTE based contract.
Rounded out the Architecture roleset to include Business Architecture as an end to end Enterprise Architect role.
Leading a team of project managers, developers and sustain personnel in the design and creation of Business Process Management System applications in support of Product Development, Finance, Purchasing, Sales/Service & Marketing and PreProduction Operations.
My team engages our business partners in the entire lifecycle of BPMS projects from conceptual design of business processes through the entire, iterative application development lifecyle through ongoing sustain operations.
Overall responsibility for facilitating the plant-wide development of common systems and processes for engineering change, quality improvement and corrective action, safety, APQP, warranty reduction, etc., via system hierarchy maps, process flow diagrams, and training.
•Led an extended team across the entire GMPTG organization that documented and evaluatedbusiness processes in order to find the “Best Common” process via Knowledge Folders.
•Offered statistical advice to senior level managers involved in an organization wide effort to stabilize the production scheduling activity for engines, transmissions, components and castings.
•Facilitated monthly Circle of Colleagues meetings for Productive Material Systems, Planning and
Scheduling and Business Process Documentation
•Worked with bargaining unit employee work groups on process improvement activities.
•Led a corporate wide strategic planning effort.
•Facilitated numerous improvement projects resulting in cost savings:
~10% total manufacturing cost reduction of door assembly filler product.
~ 70% reduction in percent defective of anti squeak tape product.
~ 1 week reduction in total cycle time for Lincoln Mark VIII anti squeak product.
•Trained and applied statistical methods with all engineering and manufacturing personnel.
•Led a company wide effort to become QS9000 certified.
•Trained engineers in Advanced Product Quality Planning and Control Plans.
•Implemented a windows based software (IMPACT) that facilitated a 3:1 decrease in PPAP cycletime.
Operated a small business specializing in the understanding and implementation of Quality Management
principles and tools particularly the philosophy of Dr. W. Edwards Deming. My clients included; Koontz Wagner Electric Co., Inc.,
Tennessee Armature & Electric Co., Inc., Rotocast Plastics, Inc., New Carlisle Associates, Inc., and South Bend Controls, Inc. These are all medium sized businesses in the Electrical Manufacturing & Remanufacturing, Mini-Mill Steel, Medical/Aerospace controls devices and Plastic Consumer Goods industries.
• Supervised work groups ranging from 8 to 25 employees.
•Conducted periodic Job Review Discussions (JRD) and Talk/Listen/Act (TLA) sessions with bargaining unit employees.
•Conducted daily Prework Communication Meetings (PCM) with the work group.
•Disciplined employees as required for tardiness, insubordination, poor performance, etc.
•Maintained a personnel file on each employee in my work group.
•Trained/retrained all new and existing personnel in safe work methods, proper shelf load methods, proper label reading, etc., on a daily basis.
•Conducted UPS’s 30-day Preseniority process on all new hires in my work group.
•Awarded Supervisor of the month for December and January 1987 for outstanding misload performance; misload frequency of over 1 per 10,000 packages with a standard of 1 per 2500.
• Created strong team loyalty, pride and performance in each work group I led.
I worked as a coach with the baseball varsity team overseeing workouts and assisting primarily with the catching squad.
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