Orthopedics Developer (confidential) – Product Development Redesign: Our client is a developer of orthopedic devices instruments used in spine surgeries. Its annual sales are approximately $120M in the US and globally. We performed an assessment of Product Development Maturity (PDM) which revealed a composite score of 2.1 out of 4.0. We then conducted several initiatives to improve product development's output and productivity. The initiatives included process redesign, project governance/reporting, team communication, training, project templates, project management tools, and trining in project panagement and product development. We just finished in early 2009 but the results are very positive in terms of improved communication and robust roles & responsibilities. Contact us for more details.

Team Quality Services – Business Process Reengineering: Team Quality Services, formed in 1997, functions as a liaison for vendors, serving as a bridge between suppliers and manufacturers. TQS provide an on-site representatives who address and respond to quality related matters immediately and appropriately. TQS also provides sorting services. We studied, documented, and analyzed the activities TQS departments are involved in. This included the Operations: Sorting and Representation, Finance, Human Resources, and Sales & Marketing. The activities are organized into work flows which clarified roles, sequences, and ensured all necessary activities have clear owners. The next step for TQS is to improve efficiencies and reduce mistakes.

Reckon Plating – Product Development Process & Business Strategy: Reckon Plating are internationally known for their expertise in chrome plating on aluminum castings and other surface finishes such as Copper, Brass, Aluminum Alloys, and Steel. ESC formalized and documented the Product Development Process and the clarified the organizational structure, with the goal of improved quality. We have also helped the client in their business strategy development.

Progressive Moulded Products – Development of Product Development Process: Progressive Moulded Products is an industry-leading supplier of plastic automotive interior subsystems in North America. The company is headquartered in Concord, Canada and operates thirteen manufacturing plants in the United States and Canada. In late 2002 they have acquired a large volume of new business from another Tier-1 supplier, which quickly affected PMP’s ability to deliver world-class quality with their existing PD platform.
We were part of a team that developed a complete Product Development Process for PMP where we achieved: Standardized and clarified the product Program Gate Reviews among the three divisions and 14 product managers; Created standard templates;
Standard MS project templates for rapid program startup; Electronic standard work instructions; Executive dashboards enabling clear and concise communication of program status across the whole company; improved GM supplier rating; re-establishing of Ford Q1 status. These improvements enabled PMP (July of 2004) to form a partnership with the Boston based Thomas H. Lee Partners, L.P.

DTE Energy Corporate Services - SAP Migration PMO: DTE Energy is a diversivied energy company with annual revenue of $9B. DTE Energy implemented SAP across all its business units, replacing over 100 disparate legacy systems and costing about $400M to implement. As a major undertaking, this change affected all aspects of business processes. Sam wakeel led a 5-person PMO for DTE Energy Supply Chain to ensure successful migration.
The PMO created a managed scope, timing, communication, issues, risk, and integrated change management plans.

DTE Energy Corporate Services - Performance Excellence Process PMO: DTE Energy is engaged in a streamlining initiative with a target to reduce costs of $29 million over 2 years. We managed a team which provided PMO to the Corporate Services organization, resulting in the following benefits: Created an inventory of projects categorized into portfolio and sub-portfolios; Standardized reporting structure: Project Health reports, portfolio Dashboard reports, and variance reporting; A consistent and regular forum of reporting (PMO cycle plan); A robust project close-out process. We helped the client achieve 130% of the 2006 cost saving target of $6Million and received recognition as best performing PMO across the enterprise.

DTE Energy Fossil Generation – Capital Projects PMO: The DTE Energy project management organization manages a capital investment project portfolio of $120 million, consisting of approximately 200 projects. We were part of a team that established a Project Management Office (PMO) and instilling project manager accountability – PMO provided the following benefits: Restructuring and design of the Capital Projects Strategic Planning and project management processes, provided stability to the capital portfolio and project inventory, translated the project management process into a user friendly web-based tool that made it easy for stakeholders to understand their process responsibilities and deliverables, raised expectations for project scheduling through the implementation of standard project templates, supported the roll-out of the less-than $250k process, provided consistent and timely reporting utilizing our Dashboard and Healthcheck tools.

DTE Energy Fossil Generation – Develop the Fossil Generation Center of Excellence: After implementing the SAP Wave2 in Mid 2007, the Plants and other business units within Fossil Generation will gradually increase its utilization of the new system. The fleet personnel need advanced knowledge to be able to fully utilize the new business system (EBS). Therefore Fossil Generation organization needed to establish a Center of Excellence to guide the organization. We managed a team that delivered the following components: Understand scope and goals of different departments; COE scope of work; Developed Roles and Responsibilities; Develop skill sets and the appropriate staffing levels; and Deployment Plan.