or... Why the Seemingly Different Things I've Done Are Actually All the Same
While I have worked in many different industries every job had these important things in common.
- In almost every case I served in a vendor or consultant role. The companies I worked for never made final products, they always made systems and performed analyses that improved the operations of other companies. The organizations could be manufacturers, banks, insurance companies, legal departments, utilities, large government agencies, medical operations, building owners, or infrastructure managers.
- Almost every job involved traveling to customer sites to learn about their processes, which then needed to be documented so that some kind of system or improvement could be provided.
- I have interacted with personnel at every level of customer organizations from subject matter experts to engineers and technicians to industrial, medical, and office line workers to managers to executives. I have also worked with personnel of all levels at subcontractors, prime contractors, and other vendors.
- I have determined which parts of the existing process to address or ignore in the solution. I have broken down and documented the detailed operations and transformations that take place in every process step.
- I have collected data through observation, video breakdown, acquiring system historical data, system documentation, reviewing written logs, reviewing database information, online research, and through interviews with subject matter experts.
- I have worked with customers to review all aspects of the discovery findings, proposed designs, and final deliverables to receive and incorporate feedback.
- I have provided training to customers and received a great deal of training from customers.
- I have checked system behaviors and inputs and outputs to ensure logical consistency, conservation of data, and close agreement with the real-world events of interest.
- I have served as a team member, a lead, a trainer, and a designer with respect to all of these methods.
Sprout-Bauer / Pulp and Paper Manufacturing
Business processes, manufacturing, and inspection systems all take inputs, route them through various processes, take actions and perform transformations, make decisions based on state and resource information, and send entities or materials to other parts of the process or to an exit.
Westinghouse Nuclear Simulator Division / Thermohydraulic Processes
The system was defined from plant documentation and detailed calculations based on research in the plant's voluminous documentation, in addition to other sources.
CIScorp / Business Process Reengineering
I don't have graphical documentation of any processes at this point, but this spreadsheet defines what happens within one of the process blocks.
Regal Decision Systems / Facilities / Inspections
Many projects involved the creation or application of modular tools. Ideally these tools would be based on the smallest possible number of underlying components with the most general possible definition.
RTR / Aircraft Maintenance Process / State Changes
The meaning and interactions of data and actions can be extremely subtle and every aspect of the entire system may be revisited at any time.
RTR / Facilities / Inspections
Every process and tool can and should be improved over time based on experience and feedback. A system should be as simple as it can be, but no less than it needs to be.