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The Operations Rosetta Stone - The strategic commentary about AI keeps circling abstract themes — model commoditization, data-partnership moats…
The Operations Rosetta Stone - The strategic commentary about AI keeps circling abstract themes — model commoditization, data-partnership moats…
Shared by Gary Horsfall, MBA, CFPIM, CIRM
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Strategic Wake-up Call If you're running operations today and still evaluating AI the way you evaluated the last generation of enterprise software…
Strategic Wake-up Call If you're running operations today and still evaluating AI the way you evaluated the last generation of enterprise software…
Shared by Gary Horsfall, MBA, CFPIM, CIRM
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So proud of my Special Olympics Senior Level 3 KC Metro Basketball Champions!
So proud of my Special Olympics Senior Level 3 KC Metro Basketball Champions!
Liked by Gary Horsfall, MBA, CFPIM, CIRM
Experience & Education
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Publications
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Managing at the margin: How manufacturers can improve profitability
RSM Insight Article
Growth among U.S. middle market companies has outpaced national averages across the board since 2011—in a number of organizations (87 percent increase), employment (103 percent increase) and revenues (100 percent increase). Manufacturing is already the largest middle market sector (18 percent of organizations), with some sectors enjoying dramatic growth—middle market manufacturers of industrial, commercial and computer equipment increased revenues a whopping 163 percent between 2011 and…
Growth among U.S. middle market companies has outpaced national averages across the board since 2011—in a number of organizations (87 percent increase), employment (103 percent increase) and revenues (100 percent increase). Manufacturing is already the largest middle market sector (18 percent of organizations), with some sectors enjoying dramatic growth—middle market manufacturers of industrial, commercial and computer equipment increased revenues a whopping 163 percent between 2011 and 2016.............
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Outbound foreign direct investment for U.S. auto suppliers
RSM Insight Article
For U.S. middle market auto suppliers, investment in offshore regions or countries entails a complex range of challenges.
Other authors -
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Strategic use of technology can drive manufacturing growth
RSM Insight Article
See publicationMoore’s Law predicted that computer processing power will double every two years.1 Yet consumers—and the manufacturers who serve them—seem determined to deploy that power at even faster rates. How else to explain that within a few decades of the smartphone’s debut, two-thirds of U.S. adults own one?2
That pace of technology adoption among consumers and businesses........... -
ERP optimization: Prolonging the life of your technology investments
RSM White Paper
See publicationDuring the life of your enterprise resource planning (ERP) system, you will inevitably question whether it’s time to replace your platform or continue using it. As product offerings evolve and operations change, your ERP platform must keep pace, either through a new solution, or further optimizing your existing system. The decision is often difficult, and has a direct impact on your ability to meet your organization’s goals and objectives.
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ERP optimization best practices: Meeting your competitive challenges
McGladrey White Paper
See publicationBusiness leaders must consider the potential cost and complexity that ERP systems contribute to business operations. Statistics show (Krigsman, 2013) that 53 percent of ERP implementations experience cost overruns and 61 percent experience (implementation) duration overruns. If you’re one of the reported 60 percent whose implementations have failed to return the initial expected benefit, or you have since implementation, experienced a significant change to your operation or business model…
Business leaders must consider the potential cost and complexity that ERP systems contribute to business operations. Statistics show (Krigsman, 2013) that 53 percent of ERP implementations experience cost overruns and 61 percent experience (implementation) duration overruns. If you’re one of the reported 60 percent whose implementations have failed to return the initial expected benefit, or you have since implementation, experienced a significant change to your operation or business model, reconfiguration or system optimization can help you recoup and enhance your initial investment..........
Projects
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Aircraft & utility (industry) turbine engine OEM & refurbished fan & vane blades and engine rebuilding ($700 mil. revenue)
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Led project to ideate and consolidate 21 business units onto a single model addressing; accuracy of part cost information, calculation of part/product margins and standardized reporting / rollup of same to org’s financial intelligence program; improve accuracy of each business units’ BOM, routing, <production> traveler in support of their imminent EPICOR ERP system implementation
i. Program ideation & consolidation of all business units to the new standard accomplished in 10-
…Led project to ideate and consolidate 21 business units onto a single model addressing; accuracy of part cost information, calculation of part/product margins and standardized reporting / rollup of same to org’s financial intelligence program; improve accuracy of each business units’ BOM, routing, <production> traveler in support of their imminent EPICOR ERP system implementation
i. Program ideation & consolidation of all business units to the new standard accomplished in 10-
months
ii. Reduced by ~23% (avg. across all business units) of active BOM’s & routings achieved
iii. Achieved 98%+ BOM & routing accuracy -
Composite and veneer core, hardwood veneer, construction, cabinet & furniture panel manufacturer ($115 mil. revenue)
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Led org.-wide Lean implementation introducing Kaizen, 5S, total productive maintenance, single-piece flow, poke-yoke, visual communication & set-up time reduction
i. Manufacturing throughput rate reduction from 5-7 days to 3-5 days
ii. In 1st 5-months; 10% WIP inventory reduction ($1.2 mil.) & $1.4 mil. reduction in finished goods
inventory -
Digital photo books (primary) calendars, stickers, notecards manufacturer ($27 mil. revenue)
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Facility & equipment expansion, single-piece flow conversion, process improvement / bottleneck reduction
(6-month time frame without impeding 20/7 operating hours schedule / 48-hour turn on customer)
i. 50% increase to sq ft. – Locate / lease space, resolved permitting, electrical service & internet service
roadblocks, facility build-out, equipment installation / commissioning,
ii. Convert manuf. from small batch (15-20) orders to single-piece flow – develop / train…Facility & equipment expansion, single-piece flow conversion, process improvement / bottleneck reduction
(6-month time frame without impeding 20/7 operating hours schedule / 48-hour turn on customer)
i. 50% increase to sq ft. – Locate / lease space, resolved permitting, electrical service & internet service
roadblocks, facility build-out, equipment installation / commissioning,
ii. Convert manuf. from small batch (15-20) orders to single-piece flow – develop / train practices, re-
layout facility / flow, install material handling equipment
iii. Add manufacturing equipment – Locate, negotiate lease (incl. operating supplies & service), install four
(4) high speed digital printers & twelve (12) wide-format inkjet printers
iv. Process improvement execution e.g., reducing key bottleneck from 3–4-week training lead-time to 2-
days to achieve same proficiency
v. Successfully met annual (Oct. – Dec.) ~8x Holiday demand increase w/associated 5x increase in
workforce -
Electric vehicle manufacturer (start-up restructuring) – Street legal, low speed (45 mph) vehicles targeted to residential communities, service vehicle fleets, localized delivery
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Initial target was to become operational to meeting Y.E. deadline for 50 vehicles necessary to meet regulatory evaluation & requirements prior to a new set of standards going into effect
a. Fulfilled role of acting Dir. of Operations, restructuring product engineering, plant engineering / setup,
end-to-end supply chain and product quality teams & practices. Coordinated all operational activities
with NetSuite (ERP system) application implementation team
i…Initial target was to become operational to meeting Y.E. deadline for 50 vehicles necessary to meet regulatory evaluation & requirements prior to a new set of standards going into effect
a. Fulfilled role of acting Dir. of Operations, restructuring product engineering, plant engineering / setup,
end-to-end supply chain and product quality teams & practices. Coordinated all operational activities
with NetSuite (ERP system) application implementation team
i. Documented and evaluated current state relative to needs and capabilities necessary to on-time
completion of initial production run
ii. Collaborated with functional groups to create detailed Hoshin plans (see attached example) leading
to on-time completion of initial production run
iii. Instituted and facilitated daily, standup, Hoshin plan reviews
iv. Working with functional groups, ideated and initiated engineering design, continuous
improvement, kaizen and other solution design / creation / implementation activities necessary to
achieve on-time completion of initial production run -
Industrial and residential fan and lighting manufacturer ($239 mil. Revenue)
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Conducted a three (3) day, high level operations diligence identifying / providing the following improvement recommendations
i. Direct staff savings of $15.3 mil – Engineering ($5.2 mil) & Sales ($10.1 mil)
ii. Indirect staff savings through initiation of recommended operational efficiencies of $4.7 mil
1. Net staff reduction of 34% w/485 FTE’s remaining - $19.8 mil total savings
iii. 10-15% operational improvement via introduction of Hoshin planning
iv…Conducted a three (3) day, high level operations diligence identifying / providing the following improvement recommendations
i. Direct staff savings of $15.3 mil – Engineering ($5.2 mil) & Sales ($10.1 mil)
ii. Indirect staff savings through initiation of recommended operational efficiencies of $4.7 mil
1. Net staff reduction of 34% w/485 FTE’s remaining - $19.8 mil total savings
iii. 10-15% operational improvement via introduction of Hoshin planning
iv. 1-3% increase in revenue via recommended new sales & marketing initiatives - $2.5 - $7.5 overall
v. $6.3 mil estimated reduction in raw material costs
vi. Operational efficiencies of inventory turn improvement from 6 turns to 12 turns annually & additional
savings achieved through building & people consolidation -
Pellet barbeque manufacturer ($17 mil. revenue)
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Fulfilled role of acting President & CEO to lead the company and transition from sale by founders to private equity ownership and from regional to national scope
i. Converted (2-inside & 1-remote, commissioned representative) sales force to envisioned, sales force
utilizing 1-sales director, 2-inside & 1-remote regional sales manager and 6-commissioned sales
representatives. First-year sales growth increase from $9.0 mil to $17.0 mil with 2nd year estimate of
~$35.0…Fulfilled role of acting President & CEO to lead the company and transition from sale by founders to private equity ownership and from regional to national scope
i. Converted (2-inside & 1-remote, commissioned representative) sales force to envisioned, sales force
utilizing 1-sales director, 2-inside & 1-remote regional sales manager and 6-commissioned sales
representatives. First-year sales growth increase from $9.0 mil to $17.0 mil with 2nd year estimate of
~$35.0 mil
ii. Leveraged existing (substantial # of) customer zealots to increase sales via ideation / implementation of
customer ambassador referral awards programs
iii. Relocated / expanded manufacturing facilities – Located, leased space, built-out & commissioned new
manuf. facility providing a single shift increase in output capability of 400%
iv. Addressed #1 quality issue (finish integrity) by leveraging past experience with powder coating to
convert product finish from oil-based paint to powder coat.
v. Spec’d, negotiated, installed & commissioned automated “hanging” powder coat finishing & oven
curing line -
Private equity owned portfolio of four (4) nationwide span, commercial construction companies integrating onto single ERP platform (IFS) and a standardized set of future state business practices ($1.2 bn. Revenue)
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Led portion of project spanning construction (estimation & execution), fabrication (supporting internal construction & external customers), procurement (procurement, planning, inventory, suppliers & logistics) and asset management, tracking and assignment
i. Current state, Level 2, process mapping across all organizations. Led client teams through identification
and documentation process
ii. Future state Target Operating Model (TOM – see attached example) including…Led portion of project spanning construction (estimation & execution), fabrication (supporting internal construction & external customers), procurement (procurement, planning, inventory, suppliers & logistics) and asset management, tracking and assignment
i. Current state, Level 2, process mapping across all organizations. Led client teams through identification
and documentation process
ii. Future state Target Operating Model (TOM – see attached example) including 2,200+ business
requirements & 87 fully documented CRIMS (customizations, reports, integrations, modifications) of
IFS
to meet required business requirements. Led development process engaging client and application
provider resources
iii. Future state Level 4 process maps (67) with documented tie-outs to TOM documentation. Led
development and documentation process engaging client and application provider resources
iv. Facilitated IFS (ERP system) configuration & setup discussions following TOM & process map
documented criteria between my team, the client team and the application B.A. resources
v. Facilitated IFS system education & training tied to TOM & process mapped documentation between
my team, the client team and the application B.A. resources
vi. Facilitated IFS system AST (application system testing), CRIM testing, data migration testing and UAT
(user acceptance testing) between my team, the client team and the application B.A. resources
Organizations
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Association For Manufacturing Excellence
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- Present
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Thirty-five years of running manufacturing companies and leading PE-backed transformations taught me something most AI conversations miss: the tool…
Thirty-five years of running manufacturing companies and leading PE-backed transformations taught me something most AI conversations miss: the tool…
Shared by Gary Horsfall, MBA, CFPIM, CIRM
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For 30 years, professional value was built on can you build the model, write the code, structure the analysis? That defined careers, hiring criteria,…
For 30 years, professional value was built on can you build the model, write the code, structure the analysis? That defined careers, hiring criteria,…
Shared by Gary Horsfall, MBA, CFPIM, CIRM
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When traditional career ladders collapse, the only sustainable path to success becomes developing an extreme internal locus of control where you view…
When traditional career ladders collapse, the only sustainable path to success becomes developing an extreme internal locus of control where you view…
Shared by Gary Horsfall, MBA, CFPIM, CIRM
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Follow up on my JamaicansEAT program kickoff which took place at UTech in Kingston this past week. Far Exceeded…
Follow up on my JamaicansEAT program kickoff which took place at UTech in Kingston this past week. Far Exceeded…
Shared by Gary Horsfall, MBA, CFPIM, CIRM
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After 2+ years of effort by Corrinne Martin and the rest of the team, Phase 1 kicks off Thursday in Kingston at UTech. Thanks also to UTech and Case…
After 2+ years of effort by Corrinne Martin and the rest of the team, Phase 1 kicks off Thursday in Kingston at UTech. Thanks also to UTech and Case…
Shared by Gary Horsfall, MBA, CFPIM, CIRM
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After 2+ years of ideation, planning and preparation the kickoff is just around the corner, add it to your calendars come be a part in beautiful…
After 2+ years of ideation, planning and preparation the kickoff is just around the corner, add it to your calendars come be a part in beautiful…
Shared by Gary Horsfall, MBA, CFPIM, CIRM
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STEM, Digital Tech, Agriculture in Jamaica. Https://jamaicanseat.org
STEM, Digital Tech, Agriculture in Jamaica. Https://jamaicanseat.org
Shared by Gary Horsfall, MBA, CFPIM, CIRM
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Showing tonight. #artfulexpectations.com #designwithinreach #seattle #Belltown #photography #blackandwhitephotography #
Showing tonight. #artfulexpectations.com #designwithinreach #seattle #Belltown #photography #blackandwhitephotography #
Shared by Gary Horsfall, MBA, CFPIM, CIRM
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📚 Calabash International Literary Festival 2025 Dates: May 23–25, 2025 Location: Treasure Beach, St. Elizabeth, Jamaica Website:…
📚 Calabash International Literary Festival 2025 Dates: May 23–25, 2025 Location: Treasure Beach, St. Elizabeth, Jamaica Website:…
Shared by Gary Horsfall, MBA, CFPIM, CIRM
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Timothy Chodera MBA, PMP, Lion
Timothy Chodera MBA, PMP, Lion
Leaders in Senior Consulting Supply Chain in Greater San Jose Area
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