JGR  CONSULTING,  LLP

3130 Shoreland Avenue Toledo, Ohio 43611 (419)-727-9679

Project Manager responsible for shutting down a large Houston door plant and consolidating all their operations into three other locations: 2/3 of all manufacturing operations to Fredericksburg Virginia, 1/3 of all manufacturing operations to Butler Indiana, and order processing and administrative functions to Maumee Ohio. (11/07 - Present)

Program Manager responsible for completing 4 corporate initiatives: New web based customer portal system, new web based credit and adjustment system, new T&E system and process from American Express, and a customer care relocation move.  All projects were completed on schedule and on budget.  (3/07 - 10/07)

Project Manager responsible for requirements, development, conversion, interfaces, unit testing, integration testing, training, and go live for a Microsoft Great Plains 9.0 ERP conversion. Scope included Order Processing, Production Scheduling, Production, Inventory Control, Quality Control, Purchasing, Receiving, Shipping, Invoicing, and Financials. (5/06 - 3/07)

Project Manager for a $10.6 million dollar plant restructuring in Matamoros Mexico. Scope included all the equipment, processes, systems, and data for replacing 18 manufacturing lines with 22 new manufacturing lines, which doubled capacity and reduced headcount from 950 to 550 associates. (4/05 - 4/06)

Project Manager for a $4.5 million dollar plant restructuring in Fredericksburg, VA. Scope included all the equipment, processes, systems, and data for a plant downsizing. The facility went from 7 buildings to 3, 14,000 manufactured products to 2,000 and reduced headcount from 300 to 150 associates. (7/04 - 3/05)

Program Manager responsible for development, conversions, interfaces, unit testing, integration testing, training, and go live for a Made 2 Manage ERP implementation. Scope included Order Processing, Production, Inventory Control, Quality Control, Purchasing, Receiving, Shipping, Invoicing, and Financials. Held daily meeting with functional and technical teams to review and update project plans, perform risk analysis, and make schedule and resource adjustments to meet go live date. (1/04 - 6/04)

Responsible for collecting requirements and selecting the best job shop ERP system for metal doors and hollow metal frames. Scope included Order Processing, Production Scheduling, Production, Inventory Control, Quality Control, Purchasing, Receiving, Shipping, Invoicing, and Financials. Made 2 Manage selected from 54 vendors. (8/03 - 12/03)

Program Manager responsible for requirements, development, conversions, interfaces, unit testing, integration testing, training, and go live for a Mexico E21 rollout. Scope included the entire Supply Chain, Forecasting, Order Entry, Shop Floor, MRP, Purchasing, Receiving, Shipping, Inventory, and Financials.
(1/03 - 7/03)

Responsible for the overall conversion and interface strategy for a large residential door  manufacturer's E21/ERP implementation. Specific duties included the designing, construction, and testing of all conversion and interface programs, running of mock conversions, planning and executing the actual conversion cutovers, managing the go live strategy, managing the E21 architecture, and supporting the E21 production system. (3/02 - 12/02)

Responsible for the overall conversion and interface strategy for a large building products manufacturer's SAP implementation. Specific duties included the designing, construction, and testing of all conversion and interface programs, running of mock conversions, planning and executing the actual conversion cutovers, and managing the go live strategy. (6/01 - 2/02)

Helped a large tire company select an ERP package. Provided project management for master data clean-up and ERP prep work. (6/01 - 9/01)

Supplied Construction Consulting company with a project manager and access programmer. (5/01 - 7/01)

Served as Global Chief Information Officer for a high tech Managed Services and Collocation company. Responsible for $19.5 million capital budget and $4 million operating budget. Implemented SAP Financial and Human Resource modules in 2.5 months. (7/00 - 4/01)

Supplied Technology company with Senior Project Management. (9/00 - 2/01)

Completed eight process improvement initiatives, using Web technology, and improved productivity 10-20% at one of the 'big 3' automotive companies.  Received their highest award, the Customer Driven Quality Award (CDQA) for the project. (2/00 - 7/00)

Completed feasibility study on how to improve engineer's productivity at one of the 'big 3' automotive companies. Eight recommendations were made and approved. (10/99 - 1/00)

Supplied large manufacturing company with Oracle DBA and SQL programmers. (10/99 - 7/00) 

Audited an I.S. organization and recommended 19 changes to the organization and their policies, standards, and procedures. All recommendations were approved. Provided project management for implementing all recommendations. (7/99 - 9/99)

Responsible for the overall conversion strategy for a $56 million SAP project. Specific duties included the designing, constructing and testing of all conversion programs, running mock conversions, and planning and executing the actual conversion cutovers. All North American facilities were converted in only 15 months. (5/98 - 6/99)

Provided senior project management for three large concurrent projects for a health care services company. The three projects were pharmacy system enhancements, warehouse management enhancements, and year 2000 changes. (05/98 - 09/98)

Helped a company analyze their year 2000 needs. Prepared a report and an action plan for all non-year 2000 compliant problems found. (03/98 - 04/98)

Hired by the Board of Directors of a health care company to complete an overall evaluation of their I.S. department. The final report included recommendations on organization, staffing, and policies, standards, and procedures. (01/98 - 02/98)

Send inquires, via e-mail, to jrex@toast.net .....................BACK