Identifying Needs and Taking Action
Brian Siegel
MBA, Xavier University
INFO
Interview
Jim Coder, GE TFS “Liaison between the field and corporate”
IT and Quality Leader (Blackbelt)
Identifying needs and correcting + enhancements
How long at position, roles, outlook?
Graduated from Penn St. with Bus Admn degree (BS), had a friend that worked with Extra (trailers), started in retail in NJ, took M-F job over retail, didn’t like NJ, looked at other opps and found job in Carlisle/Newark, worked as branch ops, went to Baltimore Branch, larger branch/volume, then understood system after 17 yrs, and after success at branch, worked with quality dept and improving departments/systems, linked with Six Sigma/diving into the processes/programming, improvements + internal processes. Position opened for a Black Belt, took that role, improved internal processes + systems, a liaison between IT and the field. Manipulate to get job done! Started in operations and the bloomed by linking with quality side of things, working on internal projects for corporate.
Hardware and software utilizing?
Lots of Oracle and Java based items. We still use a lot of outsourcing of the software folks out of India, such as Pantheum (is who we use). They do our programming, from bug fixes to enhancements, applications to better the business. He doesn’t see that changing in the near future. He works closely with Pantheum/India. Obstacles include time, (10 hrs ahead of us), need the right folks in line, time difference, impact of the human factors, culture and language, especially since it’s done a lot through sametime/email/cases/workflows, “clarify”, getting focused and immediate interaction (Kadre, “Clarify”, a software that creates cases), log a case then it continues to where you need to forward it along, such as how the Support Central Cases work. You’re able to communicate through running quality updates, time date stamp, interaction, how long, resolution etc., and open items… Business Objects is a data warehouse that stores data and we can customize reports and data, like a table, periodicals, and where things are housed. Some of our intranets are Emsmart, Homerun, Emcot, they are housed in cyberspace, BO has different modules, maintenance module, invoicing module, and we can customize reports, pull data from various systems to generate info and reports/searches/queries.
Resources?
Besides the field and complaining, it stems from working to clarify and improve processes. What are the important issues, the CTQ’s (critical to quality), internally and externally (the customers), what they need to function better. Such as data entry and integration. We are working on handhelds for mechanics to enter repairs, use a wireless device, be on site, but still do work and eliminate rework / manual info, log it “sametime”. Does this affect the budget, cost benefit analysis, benefit customers and business? We look at the full point of view from top and bottom up and down. Use teams, identify needs, market, which is involved, hardware (IT team knows constraints, requirements, devices and tools to do what we want), define the focus, what we’re relying on, and the goals. IT team and specialists, vendors, use sourcing, tap on those resources, negotiate pricing, try to do in house as much as possible, talk with other companies, do due diligence and “interview” other customers who have similar business functions and their experiences with vendors. Consulting companies are good resources, talk with other GE businesses such as GE Appliances, Penske (GE owns 70% of), utilize the GE umbrella, analyze the market, and get calls into the IT office (Info Logics), comprised of various companies (consultant firm, one package deal), and VisaLina, those folks are the one who help build the software. They have direct types with Symbol who help as well. Some people have worked formerly in our business, know what we’re looking for (like FedEx and other firms similar to ours), training is good to utilize, we like “one stop” companies, that helps with costs too. The executives look at your pitch/case and our options, and lean towards a couple companies, measure and determine which direction to go etc.
View of market, where we were at and where we’re headed? Trends (market trends) such as communication, functions, systems usage, tech?
Wireless, digital, better interaction, unmanned facilities, less touch points physically, ex. Driver pulls in the yard, takes pics of everything, more interaction of information technology, RFI (radio frequency identification), like wal mart (pull through like a scanner, scan product in the cart, less man power, more tech), identify what is wrong with the unit, customer, condition of equipment, going in and out… and we’re using trailer tracking (veri wise), assisting in locating equipment, and other updates like parts identification and components. Using Blackberry’s, trailer tracking being a conduit to send out notices, instant communication, sametime (online chat), the whole audio conferencing, video conferencing I see growing, like WebEx with video and integrating presentations. Get more focus and attention, chat, etc. we are working on “logistics office of the future” (Tampa Presentation: Video on the maintenance video, logistics office of the future yr 2010, on G drive).
Obstacles (behind timeline and over budget)?
Everything boils back down to the budget and time. There’s a big time identification whether it’s a “bug” or worthy of a project. Should we fix it or is it an enhancement, then this changes the contract. The software needs redesigned, identify if it’s a bug or enhancement, give the business specs, wants, expectations, and with IT you have to be diligent on what you need to do. When you’re familiar with the common sense of the processes and business, and work with IT who has higher level, it can get busy and lengthy on approvals. Priority is based on what the business wants, direction, how it affects the company, what customers want, and monetary impact to the company itself. Save money, increase revenue, savvy something for Sarbanes Oxley, a big fine if we’re not calculating the taxes properly, mobile maintenance work is a focus here and the calculation, billing (physically did work in Lexington, but billing in Cincinnati, should be billing Lexington sales tax for example), and properly tracking and identifying how we should be reporting things. In regards to getting approvals and being a middleman between the field and corporate, getting the setting and approval prioritized ahead of others can become an obstacle. It can sometimes be a matter of “biggest bang for your buck”. It’s based on the impact, which sees it and feels it.
Rollouts? Integration?
All of our systems are based on Premier Services (integration of the 3 systems), and Homerun. Takes data from all the resources and posts on the Internet. That isn’t my focus as much as the improvements, the software is outsourced etc. I do enhancements on these systems, but don’t create them. Help identify issues and bugs with the systems, and improve them etc.
Updates (security and functionality)?
We insure that we are compliant with GE’s security policies, such as the handhelds, if the users aren’t using them, after a time frame it logs your off for security so info isn’t lost, stolen, and with this tech updates you have the potential of exposure (cell line links), we encrypt the data, ensure with user passwords, access approval, if an account hasn’t been touch it becomes inactive after 180 days, change passwords every 3 months, and all kinds of passwords to have certain requirements (alpha numeric, case sensitive, at least one upper and lower case). We have lots of firewalls, such as we can’t get on the systems without it being a GE recognized system, can’t get into GE internal systems without passwords (main systems) such as Emsmart or Homerun, off of a GE computer network, you have to have the actual GE hardware that GE recognizes, such as the desktop/laptop, and standard mouse/keyboard. Hardware recognition.
Meetings?
Daily updates, weekly with various updates like the handhelds; to make sure we’re on the timeline and in budget, with an internal and external focus. We have reviews from our team, the update, whether it’s worth it to continue, and upper level checks up on us every Friday usually with the Senior leadership team.
Typical project and how it’s assembled/accomplished/assimilated?
We integrate teams with sales, ops, and leadership. Based on the need and what departments are involved. We communicate them on email, rollouts, email, one on one conversations with particular branches, chain of command/region, and forward proper training. We sometimes have pilot branches, close to corporate to have quick interaction and updates, view better, get our hands dirty to see how it works, interacts, and fast interaction to see what direction to go and improve together with the teams involved.
MBA, Xavier University
INFO
Interview
Jim Coder, GE TFS “Liaison between the field and corporate”
IT and Quality Leader (Blackbelt)
Identifying needs and correcting + enhancements
How long at position, roles, outlook?
Graduated from Penn St. with Bus Admn degree (BS), had a friend that worked with Extra (trailers), started in retail in NJ, took M-F job over retail, didn’t like NJ, looked at other opps and found job in Carlisle/Newark, worked as branch ops, went to Baltimore Branch, larger branch/volume, then understood system after 17 yrs, and after success at branch, worked with quality dept and improving departments/systems, linked with Six Sigma/diving into the processes/programming, improvements + internal processes. Position opened for a Black Belt, took that role, improved internal processes + systems, a liaison between IT and the field. Manipulate to get job done! Started in operations and the bloomed by linking with quality side of things, working on internal projects for corporate.
Hardware and software utilizing?
Lots of Oracle and Java based items. We still use a lot of outsourcing of the software folks out of India, such as Pantheum (is who we use). They do our programming, from bug fixes to enhancements, applications to better the business. He doesn’t see that changing in the near future. He works closely with Pantheum/India. Obstacles include time, (10 hrs ahead of us), need the right folks in line, time difference, impact of the human factors, culture and language, especially since it’s done a lot through sametime/email/cases/workflows, “clarify”, getting focused and immediate interaction (Kadre, “Clarify”, a software that creates cases), log a case then it continues to where you need to forward it along, such as how the Support Central Cases work. You’re able to communicate through running quality updates, time date stamp, interaction, how long, resolution etc., and open items… Business Objects is a data warehouse that stores data and we can customize reports and data, like a table, periodicals, and where things are housed. Some of our intranets are Emsmart, Homerun, Emcot, they are housed in cyberspace, BO has different modules, maintenance module, invoicing module, and we can customize reports, pull data from various systems to generate info and reports/searches/queries.
Resources?
Besides the field and complaining, it stems from working to clarify and improve processes. What are the important issues, the CTQ’s (critical to quality), internally and externally (the customers), what they need to function better. Such as data entry and integration. We are working on handhelds for mechanics to enter repairs, use a wireless device, be on site, but still do work and eliminate rework / manual info, log it “sametime”. Does this affect the budget, cost benefit analysis, benefit customers and business? We look at the full point of view from top and bottom up and down. Use teams, identify needs, market, which is involved, hardware (IT team knows constraints, requirements, devices and tools to do what we want), define the focus, what we’re relying on, and the goals. IT team and specialists, vendors, use sourcing, tap on those resources, negotiate pricing, try to do in house as much as possible, talk with other companies, do due diligence and “interview” other customers who have similar business functions and their experiences with vendors. Consulting companies are good resources, talk with other GE businesses such as GE Appliances, Penske (GE owns 70% of), utilize the GE umbrella, analyze the market, and get calls into the IT office (Info Logics), comprised of various companies (consultant firm, one package deal), and VisaLina, those folks are the one who help build the software. They have direct types with Symbol who help as well. Some people have worked formerly in our business, know what we’re looking for (like FedEx and other firms similar to ours), training is good to utilize, we like “one stop” companies, that helps with costs too. The executives look at your pitch/case and our options, and lean towards a couple companies, measure and determine which direction to go etc.
View of market, where we were at and where we’re headed? Trends (market trends) such as communication, functions, systems usage, tech?
Wireless, digital, better interaction, unmanned facilities, less touch points physically, ex. Driver pulls in the yard, takes pics of everything, more interaction of information technology, RFI (radio frequency identification), like wal mart (pull through like a scanner, scan product in the cart, less man power, more tech), identify what is wrong with the unit, customer, condition of equipment, going in and out… and we’re using trailer tracking (veri wise), assisting in locating equipment, and other updates like parts identification and components. Using Blackberry’s, trailer tracking being a conduit to send out notices, instant communication, sametime (online chat), the whole audio conferencing, video conferencing I see growing, like WebEx with video and integrating presentations. Get more focus and attention, chat, etc. we are working on “logistics office of the future” (Tampa Presentation: Video on the maintenance video, logistics office of the future yr 2010, on G drive).
Obstacles (behind timeline and over budget)?
Everything boils back down to the budget and time. There’s a big time identification whether it’s a “bug” or worthy of a project. Should we fix it or is it an enhancement, then this changes the contract. The software needs redesigned, identify if it’s a bug or enhancement, give the business specs, wants, expectations, and with IT you have to be diligent on what you need to do. When you’re familiar with the common sense of the processes and business, and work with IT who has higher level, it can get busy and lengthy on approvals. Priority is based on what the business wants, direction, how it affects the company, what customers want, and monetary impact to the company itself. Save money, increase revenue, savvy something for Sarbanes Oxley, a big fine if we’re not calculating the taxes properly, mobile maintenance work is a focus here and the calculation, billing (physically did work in Lexington, but billing in Cincinnati, should be billing Lexington sales tax for example), and properly tracking and identifying how we should be reporting things. In regards to getting approvals and being a middleman between the field and corporate, getting the setting and approval prioritized ahead of others can become an obstacle. It can sometimes be a matter of “biggest bang for your buck”. It’s based on the impact, which sees it and feels it.
Rollouts? Integration?
All of our systems are based on Premier Services (integration of the 3 systems), and Homerun. Takes data from all the resources and posts on the Internet. That isn’t my focus as much as the improvements, the software is outsourced etc. I do enhancements on these systems, but don’t create them. Help identify issues and bugs with the systems, and improve them etc.
Updates (security and functionality)?
We insure that we are compliant with GE’s security policies, such as the handhelds, if the users aren’t using them, after a time frame it logs your off for security so info isn’t lost, stolen, and with this tech updates you have the potential of exposure (cell line links), we encrypt the data, ensure with user passwords, access approval, if an account hasn’t been touch it becomes inactive after 180 days, change passwords every 3 months, and all kinds of passwords to have certain requirements (alpha numeric, case sensitive, at least one upper and lower case). We have lots of firewalls, such as we can’t get on the systems without it being a GE recognized system, can’t get into GE internal systems without passwords (main systems) such as Emsmart or Homerun, off of a GE computer network, you have to have the actual GE hardware that GE recognizes, such as the desktop/laptop, and standard mouse/keyboard. Hardware recognition.
Meetings?
Daily updates, weekly with various updates like the handhelds; to make sure we’re on the timeline and in budget, with an internal and external focus. We have reviews from our team, the update, whether it’s worth it to continue, and upper level checks up on us every Friday usually with the Senior leadership team.
Typical project and how it’s assembled/accomplished/assimilated?
We integrate teams with sales, ops, and leadership. Based on the need and what departments are involved. We communicate them on email, rollouts, email, one on one conversations with particular branches, chain of command/region, and forward proper training. We sometimes have pilot branches, close to corporate to have quick interaction and updates, view better, get our hands dirty to see how it works, interacts, and fast interaction to see what direction to go and improve together with the teams involved.
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