Quest, The Training Group (Quest Training, Inc.) is currently accepting consulting contracts for 2012.
Quest (after 21 years of service) recognizes our clients need prompt, consistent, reliable, and cost-effective training to meet their growing needs. Our training programs and services can be delivered at any time, to any shift, any day of the week, to meet the scheduling demands of your organization as well as helping you exceed the expectations of your customers. Our success can be attributed to several key factors; first and foremost is listening to you and designing robust training initiatives that timely addresses your problems.
Quest has successfully assisted the following clients:
Arcata Graphics
BASF
Burlington Industries
Bush Brothers
Cannon Mills
Collins and Aikman
Dodge Reliance Electric
Eaton Corporation
Fort Sanders Health System
General Electric
John Deere
Lear Seating
Mahle
Martin Marrietta
Monsanto
NCR Corporation
Northern Telecom
Rockwell International
3-M Corporation
Virginia Beach City Government
Quest and Associates will custom-design
and deliver in the following areas:
- Gap Analysis
- Management Development
- Professional Development
- Technical Development
- Strategic Management
- Process Improvement
- Re-engineering
- Cultural Diversity
- Project Management
- Virtual Training
- Management Information Systems
- Marketing/Advertising
- Financial/Management Accounting
- Technical Writing
- Curriculum Development
- Statisitical Analysis
- Buiness Plans
James A. (Alex) Hutchins, III
EDUCATION
BA – English – Elon University, Elon, NC – 1974
MBA - Strategic Planning – Wake Forest University, Winston-Salem, NC – 1981
RELEVANT EXPERIENCE
20+ years of profit and loss experience, managing budgets, forecasting, controlling costs, capital expenditures, and developing strategic and/or business plans (short run and long run)
- 11 years - Quest Training, Inc., President/Consultant
- 1 year - Anchor Advanced Products, Corporate Director of Quality Improvement
- 4 years - Piedmont Community College, Director of Focused Industrial Training
- 8 years - Alamance County Arts Council, Executive Director
21+ years of Training Experience since 1986 (Direct) and 38+ years since 1971 (Indirect)
Direct
5 years – ITT Technical Institute
11 years - Quest Training, Inc.
1 year - Anchor Advanced Products
4 years - Walters State Community College
4 years - Piedmont Community College
Indirect
25 years - All of the above Direct Experience
8 years – Alamance County Arts Council5 years – Granite Diagnostics, Inc. – Quality Assurance Director
2 years – US Navy – Communications
13 years of Project Management Experience(13,000+ hours) since 1970
31+ years of middle to upper management experience which includes: hiring, training, and/or mentoring employees, compliance with Corporate and/or Board of Director’s policies.
3 years - ITT Technical Institute
1 year - Chattanooga State Technical Community College1 year - Anchor Advanced Products
11 years – Quest Training, Inc.
5 years - Walters State Community College
4 years - Piedmont Community College
8 years - Alamance County Arts Council
5 years - Granite Diagnostics, Inc.
31+ years of experience supervising direct reports (15 full time & 50-500 part-time)
8 years of experience managing a Non-Profit and reporting to a Board of Directors (35 in number)
17 years of experience designing training programs for industry
1 year - Chattanooga State Technical Community College
7 years - Quest Training, Inc.1 year – Anchor Advanced Products
4 years - Walters State Community College
4 years - Piedmont Community College
13 years of experience in Total Quality Management that created excellent interpersonal and collaborative skills needed to influence internal as well as external customers.
5 years - Quest Training, Inc.
4 years - Walters State Community College4 years - Piedmont Community College
Coordinated all Law Enforcement, EMS, and Fire Training at Community College in NC for 4 years
Piedmont Community College – Director of Focused Industrial TrainingIncreased revenues from $100,000 to $1,000,000 at a non-profit
Alamance County Arts Council – Executive DirectorTrained over 5000 employees in Statistical Process Control
Anchor Advanced Products – Corporate Director of Quality Improvement
2500 employees – Morristown, TN plant
500 employees – Matamoros, Mexico plant300 employees – New Haven, CT plant
Quest Training, Inc. – President/Consultant
1500 employees - Siebe Power Products – Surgoinsville, TN plant
300 employees – Turnbull Bakeries – Chattanooga, TNWalters State Community College – Center for Quality & Productivity Training Director
1000 employees – Various Businesses – Greeneville, TN
As a Project Manager of Process Improvement activities – realized annual saving of $250,000+
Walters State Community College – Center for Quality & Productivity Training Director
Twice a year trained (on campus) Process Improvement Teams for 15 weeks from local businesses and industry for 4 years, that included: Manufacturing, Government, Education, Automotive, Printing, Hospitality, Medical, Chambers of Commerce, and Utilities.
31+ years of experience in customer service that included writing reports and developing presentations
11 years - Quest Training, Inc.
1 year - Chattanooga State Technical Community College4 years - Walters State Community College
4 years - Piedmont Community College
8 years - Alamance County Arts Council
5 years - Granite Diagnostics, Inc.
Coordinated 1st Workforce Literacy program in NC at Burlington Industries –role model for State
Piedmont Community College – Director of Focused Industrial TrainingStarted 1st Center for Quality & Productivity in NC and 2nd in TN (first center in Kingsport)
Piedmont Community College – Director of Focused Industrial TrainingWalters State Community College – Center for Quality & Productivity Training Director
Improved auditing procedures at a TN community college by combining SACs and ISO 9000 criteria
Walters State Community CollegeCERTIFICATIONS
Certified Networking Plus – CompTIA – 2003
Certified Computer Service Technician (CST) – ETA - 2003
Certified Zenger Miller Facilitator (Frontline Leadership) – Zenger Miller, 1995
Certified Malcolm Baldridge National Quality Award Examiner, State of TN, 1993-95
Certified ISO 9000 Lead Auditor – British Standards Institute, UK, 1996
Certified QS 9000 Trainer – Professional Consultants – Charlotte, NC, 1996
Certified DACUM Task Analysis – NC Department of Community Colleges, 1986-88
Certified Train-The-Trainer Training - NC Department of Community Colleges, 1986-88
TRAINING
AIR/IPEDS courses, 2011
Project Management Modules (24) – online, 2006
Various Professional Development Modules – 12/year as per ACICS, 2002-2010
Certified Microsoft Certified System Engineer Courses, 1998-1999
Team Oriented Problem Solving (TOPS) – Ford Motor Company, 1995-1996
Six Sigma Training – Motorola, 1993
Transformation of American Industry – PG Systems, Inc. – Dayton, OH, 1990-1992
Total Quality Management Training by Drs: E.W. Deming; B. Joiner; M. Tribus; & G. Raney, 1986-1992
WORK EXPERIENCE
April 2010 – April 2011
Director of Education - Daymar College, Bellevue, KY
2002 – 2010
Dean - ITT Technical Institute, Knoxville, TN
Other positions held:
Associate Dean
Chair, School of Business and General Education
ITT Security Officer - TBI – Crime on Campus
Corporate Technical Project Management Curriculum Committee
Full Time Instructor
Adjunct Instructor
NOTE: By working in all positions I have acquired a solid understanding of the Academic Affairs Department and have developed a strong rapport with Recruiting, Registrar, Financial Aid, and Career Services. The Academic Affairs Department is now moving in a positive direction with regard to the PP&E’s of the Dean, the Associate Deans, and all of the School Chairs.
2005 – 2009
Course Writer - Pearson Publishing, Wiley Publishing & NIIT, New Delhi, India
Developed online and onsite curriculums for the following 7 courses:
EC 421 - E Commerce Legal and Security
EC 332 - Project Quality Management
PM 333 - Project Communications and Documentation
EC 423 - E Commerce Technology System Design
EC 424 - Technical Service Management
EC 314 - Project Cost and Budget Management
EC 313 - Project Management Systems
EC 311 - Introduction to Project Management
2008
Project Management Consultant
Tennessee Government Management Institute - An initiative of the University of Tennessee and Tennessee Department of Human Resources – May 11-16 and July 13-18 – Conference Center Building – Knoxville, TN
100+ Middle Managers – Statewide – 2 - all day sessions
1999-Present
President & Organizational Development Consultant - Quest Training, Inc., location varies
An Organizational Development Consulting Company, incorporated in 1992 in North Carolina by the Department of The Secretary of State (EIN 56-1797621) - specializing in Total Quality Management, Leadership, Strategic Planning, Process Control and Re-Engineering, Value-Added, ISO9000, and Malcolm Baldridge National Quality Award.
Partial Clients: Berkline, Burlington Industries, Collins & Aikman, Eaton Corporation, Fort Sanders Healthcare System, General Electric, Holston Valley Hospital, John Deere, Mahle, Martin Marrietta, NCR Corporation, Northern Telecom, Rockwell International, 3-M Company, and Virginia Beach Government.
1998-1998
Manager, Business and Industry Training Programs - Chattanooga State Technical Community College, TN
Responsible for assessing the business community and developing training programs to meet or exceed expectations. Program was discontinued after a year due to economic slowdown.
1. Started a Quality/Productivity Center that generated over $125,000 in the first 9 months
2. Managed a Customer Care Training Center that generated over $250,000 and provided pre-employment
(trained) employees for AT & T’s Call Center.
3. Developed a Customer Care Certificate Program/Track (both credit & non-credit)
4. Taught Statistical Process Control classes
1996-1997
President & Organizational Development Consultant - Quest Training, Inc., location varies
1. Joint Venture with Spectrum Consulting Group, Knoxville, TN, Howard Lovelace – 865.693.1561
2. Joint Venture with Professional Consultants, Charlotte, NC, Curt Ward – 704.849.9278
3. Joint Venture with WCS, Inc., Oak Ridge, TN, Alan Backus – 865.482.1944
1994-1995
Director, Center for Quality & Productivity – Walters State Community College, Morristown, TN
Assessed needs of local businesses and industries, developed training programs, and solicited students in the Morristown Sevierville and Rogersville areas.
1993-1993
Corporate Director of Quality Improvement- Anchor Advanced Products, Morristown, TN
A $200 Million injection molding plastics manufacturer that has plants in TN, CT, IL, TX and Matamoros, Mexico.
Supervised 4 Human Resources/Quality Managers. Worked with the company President on quality issues, and facilitated the quality Steering Committee. Developed and implemented corporate quality improvement policies which incorporated ISO 9000 certification and Malcolm Baldridge National Quality Award Criteria at five plants to become a global supplier of choice. Directed the company in initiating its own quality improvement strategy that improved upon those of the parent company. Successfully led the company’s efforts to achieve ISO 9000 certification and win a TN Quality Award.
Training of Staff in TQM/CQI - Facilitated a special committee in total quality management &
Continuous quality improvement training. It involved taking workers back to the basics of quality
philosophy including knowledge of a system, basic statistical theory, the theory of knowledge,
psychology, the cycle of continuous improvement, and managing the unknown.
Development of Problem solving skills - Taught problem solving and root cause analysis classes
to 1600 people in one year. These classes consisted of 8 four hour blocks every other week to give
students a chance to collect and analyze data. Students worked on a “live” project and made final
presentations consisting of recommendations which were communicated to management.
1990-1993
Director, Center for Quality & Productivity Training- Walters State Community College, Morristown, TN
Created a start-up operation designed to assess community needs, develop training programs, and solicit students from industry. During my employment, trained employees from every company (with employees over 50) in the cities of Morristown and Greeneville. Generated over 100 FTE for school annually.
Assistant Director, Institute for Business and Industry- Walters State Community College
Responsible to the Associate Dean for Technical Education for assessing the business community, developing and teaching courses to meet their needs in the areas of Quality Management and Quality Improvement.
Assistant Professor – Walters State Community College
Responsible for teaching quality improvement classes to meet the various needs of the community.
1986–1989
Director, Focused Industrial Training - Piedmont Community College, Roxboro, NC
Responsible for a State grant program targeted to up-grade and cross-train existing personnel.
1. Directly supervised 2 full-time employees and over 50 part-time instructors annually (including a budget of $80,000).
2. Trained over 100 teams in problem solving techniques in a Community of Excellence format that resulted in a average savings of $20,000 per company, ranging from $5,000 to $240,000.
3. Developed a work place literacy program with Burlington Industries that improved leaning through a 40% gain (documented by BI) in reading levels per employees.
4. Directed all Law Enforcement, EMS, and Fire Training
5. Created first Center for Quality & Productivity Training in NC
6. Created first Community of Excellence using PQ Systems Transformation of American Industry in NC
7. Created first local Quality Council in NC and assisted in creating North Carolina’s first Quality Council that laid the foundation for North Carolina’s Quality Awards
1978-1985
Executive Director - Alamance County Arts Council, Graham, NC
One of the first private, non-profit educational organization, incorporated in NC as a 501-C-3 to promote music, dance drama, literature, and other arts activities to community residents.
1. Responsible to a 35 member Board of Directors for implementing policy that included planning, coordination, fund raising, education, budgeting and finance, public relations, marketing, board management, and grant writing (both Federal & State).
2. Directly supervised 12 employees, the Board of Directors for 24 member organizations, over 1000 volunteers, an annual budget of $1,000,000 (1/3 raised, 1/3 grants, 1/3 in-kind services) and managed 2 profit making organizations that resulted in $100,000 annual contributions.
3. Successfully grew the organization from $100,000 to $1,000,000 and from 5 to 24 member organizations
1972-1977
Quality Assurance Supervisor - Granite Diagnostics, Inc., Burlington, NC
Responsible to the Co. CEO for FDA compliance including labeling, internal publications, external advertising, copyrights, logo registration, and package inserts. Supervised 12 employees and was responsible for:
1. A 50% increase in production,
2. A reduction of downtime by 30% by establishing a preventative maintenance system,
3. An increase in product efficacy by 15% by establishing instructional programs for a Laminar Airflow Clean Room
4. A reduction of back-orders and search time by restructuring the reserves/out-of-date validation systems.
PROJECT MANAGEMENT HISTORY
Managed 28 Projects for a total of 13,263 Hours
For James A. (Alex) Hutchins, III
1975 to 2004
__________________________________________________________________________________
Section I - 4 Projects – 504 Hours
Section II - 8 Projects – 6,034 Hours
Section III - 3 Projects – 2,920 Hours
Section IV - 2 Projects – 1,808 Hours
Section V - 4 Projects – 888 Hours
Section VI - 7 Projects – 1,109 Hours
__________________________________________________________________________________
1. National Marketing/Advertising Project
Description - Develop a national advertising campaign strategy and implement strategy.
Deliverables:
A written strategy submitted to the President
Layout Boards from designers
Photographs of potential ad
Ad that appeared in Magazine (Have a copy)
Hours - 4 hours per week times 50 weeks equals 200 hours
2. FDA Compliance Project
Description - Rewrite approximately 120 package inserts to comply with FDA regulations.
Deliverables:
120 Package Inserts
Hours - 4 hours per week times 50 weeks equals 200 hours
3. Inventory Out-date Validation Project
Description - Create a system that would monitor all products kept in refrigeration units until sold as per FDA regulations.
Deliverables:
Written report submitted to President
Implementation of system
Hours - 2 hours per week times 26 weeks equals 52 hours
4. Clean Air System Project
Description - Investigate options of Clean Air System and make purchase recommendation to President and implement installation and training of employees
Deliverables:
Progress reports to President
Final recommendation of system and vendor
Installation of system
Training of employees
Evaluation of improved product quality
Hours - 4 hours per week times 26 weeks equals 52 hours
1. Annual United Arts Fund Raising Project
Description - Develop an approach that is equitable and accepted by all member groups to merge all annual fund raising activities into one annual drive.
Deliverables:
Progress reports to Board of Directors
Written report to Board of Directors for approval
Hours - 12 hours per months times 12 months equals 144 hours
Note: Only 5 out of 8 groups agreed to join annual efforts
2. Street Arts Festival Annual Project
Description - Develop an annual event and implement that annual event that would involve exhibiting artist from around the state, blocking off court house square and 4 street off the square, have 4 stages of entertainment providing hourly performances, have a children’s area, and would involve an exhibitor competition and purchase of art for permanent collection.
Deliverables:
Member Group Meetings
Progress Reports to Board of Directors
Meetings with City/County Officials
Meetings with City/County Departments
Meeting with Graphic Artists/Printers
Meetings with volunteers
Meetings with Media
Street Festival Activity
Clean-up
Evaluation
Plan for next year – submitted to Board of Directors
Hours - 20 hours per month for 11 months plus 180 hours for 1 month equals 400 hours each year times 6 years equals 2400 hours
3. Feasibility Study For New Facility Project (1979-1981)
Description - Determine whether or not to purchase a new facility for expanding organization or renovate existing facility. Study to include member group needs assessment, community needs assessment, locations of available buildings, funding, cost of renovating existing structure, and future needs of organization and its member groups
Deliverables:
Progress reports of Board of Directors
Meetings with member groups
Meeting with City/County governments
Meetings with State Arts Council
Meetings with Grant Foundations
Meetings with National Endowment for Arts & Humanities
Meetings with public
Feasibility Study Presentation
Feasibility Study written report
Hours - 8 hours per week times 50 weeks equals 400 hours times 2 years equals 800 hours
4. Vietnam Veterans Art Group Exhibit Project
Description - Plan, organize, arrange, and implement the VVAG’s traveling exhibit of combat Vietnam Veterans to be showcased in local area
Deliverables:
Month long exhibit
Progress reports to Board of Directors
Donated items
Hanging/un-hanging/packing exhibit
Clean up
Evaluation
Hours - 8 hours per week times 26 weeks equals 208 hours
Note:
NC Public TV filmed an hour documentary on the exhibit entitled, Reflexes and Reflections, and I have a copy of that video.
5. Monthly Magazine Project – 3 Years
Description - Publish a monthly 4-color, for profit, magazine that will include articles and advertising that will contribute all net income to parent company, a 501(c)(3) organization.
Deliverables:
Progress reports to Board of Directors
Written monthly copy
Monthly advertising commitments
Copy to printers
Proofing Blue Line
Printing of magazine
Delivery of Magazine
Hours - 12 hours per month times 12 months equals 144 times 3 years equals 432 hours
6. Craft Guild Shoppe Feasibility Study Project
Description - Conduct a county-wide needs assessment to determine if the Arts Council should invest funds in the creation of a Craft Shoppe (for profit), for the purpose of selling artwork on consignment
Deliverables:
Progress reports to Board of Directors
Scheduled meetings with county-wide organizations
Meetings with artists
Meetings with renovation people
Final Report to Board of Directors
Implementation of Craft Shoppe
Plan for on-going operation
Hours - 2 hours per week times 20 weeks equals 40 hours
7. CETA (Comprehensive Employment & Training Administration) Traveling Artist Project
Description - Determine the needs for traveling artists and secure funding (CETA) and implement.
Deliverables:
Progress reports to Board of Directors
Meetings with artists
Meetings with city/county school officials
Meetings with CETA officials
Needs assessment
Final report to Board of Directors
Plan of action to write grant, hire, and implement scheduling
Evaluation of project for on-going possibilities
Hours - 1 hour per week times 50 weeks equals 50 hours
8. Monthly Art Exhibits in Firehouse Galleries Project
Description - Develop a plan of action, and implement plan that will offer to community monthly art exhibits in Firehouse Galleries.
Deliverables:
Progress reports to Executive Committee of Board of Directors
Monthly reports to Board of Directors
Monthly exhibits
Invitation designed
Monthly meetings with printers
Meetings with artists
Contracts
Public service announcements
Artwork delivery and hanging
Meetings with host/hostess of exhibit
Meetings for reception planning
Reception at opening
Hours - 20 hours per month times 12 months equals 240 hours times 8 years equals 1920 hours
1. Annual Training Needs Assessment Project
Description - As per Grant requirements, design and implement an annual training needs assessment that will collect training needs, analyze training needs, custom design training programs to meet those needs and implement training programs as requested.
Deliverables:
Survey instrument
Analysis of Training needs
Plan of action to custom design and implement training programs
Hours - 80 hours per month times 3 months equals 240 times 4 years equals 960 hours
2. Community of Excellence Project
Description - Investigate the Community of Excellence in Blountville, TN, their Quality Council, and Transformation of American Industry Training Program and then, implement same in NC
Deliverables:
Arrange visits to Bountville, TN
Report of visit (written)
Plan of action to implement the following
Created first Community of Excellence in NC
Created first Quality Council in NC
Created first Transformation of American Industry Training Program in NC
Hours - 8 hours per week times 50 weeks equals 400 hours
3. Workforce Literacy Program Pilot Project
Description - To assist Adult Education Department at PCC in developing a Workforce Literacy Program as a Pilot Project at the Williamsburg Plant of Burlington Industries, due to my involvement with company’s in-house training programs for weavers and technicians.
Deliverables:
Progress reports to Vice President of PCC
Meetings with Burlington Industries
Meetings with Adult Education Department
Written Report
Plan of Action for implementation
Evaluation of pilot project
Hours - 2 hours per week for 50 weeks equals 100 hours
1. Center For Quality & Productivity Training Center Project
Description - The creation of TN’s second Center for Quality and Productivity Training, that will provide training in all areas of Total Quality Management and Continuous Improvement, to include all facets of marketing, needs assessing, custom designed training, implementation of training, and evaluation, and that will use the Transformation of American Industry Training Modules until our own are developed
Deliverables:
Monthly reports to Dean
Quarterly reports to President
2 training programs each year for 3 years
40 hours of training on campus
40 hours of managing projects on site
Final Project Presentation
Video-taping Final Project Presentation
Written report from team
Evaluation of project
Implementation Plan revised prior to next class
Hours - 120 hours per week for 10 weeks equals 1200 hours twice a year equals 2400 hours times 3 years equals 7200 hours
Note:
Each project of the required two per year, included 4 separate Project Teams of 4-6 members (provided by local industries) that had to be managed both inside the classroom with daily deliverables as well as outside the classroom which was on-site at their company location, also with deliverables. Each Project Team was required to work on a “real-time” project that was either assigned to them or approved by their Company’s management. Teams were comprised of employees from all levels of that company and were taught statistical tools that would be used as a team as they implemented their projects. Their task was to learn the tools, collect data and analyze data using the tools, and then change their systems/processes by removing waste, eliminating variation, or by re-designing the entire system; whereupon, they would collect and analyze data again to insure that improvements were made. A final project presentation and written report was made to their management at a final presentation ceremony. Their projects must include a plan of action for continuous improvement. Project Manager was responsible for assessing needs of community, marketing the program, registering students, program paperwork, teaching the classes, working on-site with the individual Project Teams, assisting in their written reports and final presentation, and evaluation of overall project.
Projects Included, but not limited to:
• Reduction of scrap
• Reducing downtime
• Improving throughput
• Reducing wait time in bank teller lines
• Reducing hospital patient admission/discharge time
• Reducing time and amount of administrative paperwork for purchasing
• Creation of single source vendors for all major products
• Reducing time it takes to close out monthly books for accounting
• Reducing product development time
• Reducing defects
• Improving accuracy of medications delivered to right patient and on-time
• Improving on-time deliveries
2. TOPS (Team Oriented Problem Solving) Project
Description - Determine the needs for such a program within the Morristown/Geeneville areas and provide custom-designed training to individual companies within those two areas and/or our service areas.
Deliverables:
Monthly report to Dean (1 hour)
Quarterly report to President (1 hour)
Company Needs Assessment (2 hours)
Custom Training Modules developed (10 hours)
Delivering on-site training (80 hours)
Managing on-site project teams (80 hours)
Evaluation of program & on-site program (2 hours)
Hours - Each program at a company specific required 176 hours of deliverables and is broken out below for a total of 176 hours times 7 programs equals 1232 hours.
Note: Each program had its own uniqueness and therefore should be considered mutually exclusive of the original Transformation of American Industry Blueprint
• Fort Sander Healthcare – Sevierville - 4 Teams – nurse managers
• LeSportSac – Dandridge - 4 teams of supervisors/workers
• Max Shell Advertising – Knoxville - 4 teams of account managers/graphic artists
• Form Rite/Siebe Power Fluid Systems – Surgoinsville - 2 groups of 4 teams
Note: Started program with this company when they first re-located from Canada during their start-up mode, and was then asked back a couple of years later, to re-introduce program due to employee turnover
• Dodge Reliance Electric – Rogersville - 4 teams of supervisors/managers
• Norris Homes – Bean Station - 5 teams of supervisors/workers
NOTE:
Dr. Carroll Helm, Dean, Walters State Community College, Greeneville Campus, retired, will write a letter attesting to the information described for projects done at Walters State.
1. Feasibility Study to Create Quality Improvement Steering Committee Project
Description – Develop an instrument that will determine feasibility among all plants for the need to create a Corporate Quality Improvement Steering Committee.
Deliverables:
Visit both Morristown plants (2 hours)
*Visit CT Plant (16 hours)
*Visit Chicago Plant (16 hours)
*Visit Matamoros. Mexico Plant (16 hours)
Progress report to Corporate Executive Board (2 hours)
Progress reports to Plant Managers (2 hours)
Progress reports to Quality Managers at Plants (2 hours)
Written report to Corporate (2 hours)
Plan of Action (2 hours)
Implementation of Plan of Action (2 hours)
First meeting of Committee (2 hours)
Hours – 2 hours spent on each local deliverable (*except CT, Chicago, Mexico – 16 hours each) each week. 8 deliverables time 2 hours equals 16 hours times 6 weeks equals 96 hours plus 3 visits of 16 hours each for a total 144 hours
2. Implementation of SPC classes at 5 plants Project
Description – Develop a plan of action to begin teaching SPC at each of the 5 plants to be completed in 6 months.
Deliverables:
Progress reports to Corporate ( 6 hours)
Progress reports to Corporate Quality Improvement Steering Committee (6 hours)
Progress reports to each plant manager (6 hours)
Progress reports to each plant quality manager (6 hours)
Meetings with HR managers from each plant to determine list of employees (6 hours)
Meeting with each plants production managers to determine schedules (6 hours)
Creation of plan (6 hours)
Creation of training materials (6 hours)
Implementation of plan (6 hours)
Evaluation of plan and of each class at each plant for 3500+ employees (6 hours)
Hours – 1 hour was spent each month on each deliverable during the project for each of the 5 plants. 9 deliverables times 6 hours equals 54 hours times 5 plants equals 270 hours.
3. Apply for TN Quality Award Project
Description – To for and receive the TN Quality Award – Level 1 – Two Plants – Morristown, TN
Deliverables:
Progress reports to Corporate Executive Committee (8 hours)
Progress reports to Corporate Quality Improvement Steering Committee (8 hours)
Progress reports to two Plant Managers (8 hours)
Progress reports to two Quality Managers (8 hours)
Progress reports to two HR Managers (8 hours)
Progress reports to two Production Managers (8 hours)
Written Application Review for both plants (8 hours)
Final Application approval for both plants (8 hours)
Final App. approval from Corp. Quality Improvement Steering Committee (8 hours)
Final Application Approval from Corporate Executive Committee (8 hours)
Hours: 4 hours on each deliverable was spent each month at each of the two plants over a period of 2 months. 10 deliverable times 8 hours equals 80 hours times 2 plants equals a total of 160 hours
4. ISO 9000 Certification Project
Description – Prepare and Implement a plan of action that will result in the two Morristown Plants becoming ISO 9000 Certified over the next 12 months
Deliverables:
Progress reports to Corporate Executive Committee (12 hours)
Progress reports to Corporate Quality Improvement Steering Committee (12 hours)
Progress reports to two Plant Managers (12 hours)
Progress reports to two Quality Managers (12 hours)
Progress reports to two HR Managers (12 hours)
Progress reports to two Production Managers (12 hours)
Written Application Review for both plants (12 hours)
Final Application approval for both plants (12 hours)
Final App. approval from Corp. Quality Improvement Steering Committee (12hours)
Final Application Approval from Corporate Executive Committee (12 hours)
Select and train internal auditors (16 hours)
Perform internal audits (21 hours)
Hours – Each deliverable has 1 hours spent each month over the 12 month period and should be applied to each plant separately. 10 deliverables at 12 hours equals 120 hours plus 16 plus 21 equals 157 hours for each plant, therefore the total would be 314 hours
October 5, 1992, Quest Training, was incorporated in NC (EIN: 56-1797621) and subsequently became licensed to do business in TN. Quest Training, Inc., currently pays franchise taxes in both NC and TN and is DBA Quest, The Training Group. Its owner/President is James A. (Alex) Hutchins, III. After 1992, most of Project Management experience received was initiated by Quest Training, Inc.
1. Transformation to CQI Project
Description – Fort Sanders Healthcare System hired Maritz Motivational Group (St. Louis, MO), who hired me and others, to design a Project roll-out of a new initiative called Continuous Quality Improvement in Healthcare. Our task was to design the training, implement the training, and make mid-course corrections while facilitating the awareness at all campuses and to all employees.
Deliverables:
Progress reports with Maritz designers and writers (8 Hours)
Pre-roll out meetings with other facilitators (4 Hours)
Design and approval of training material (20 Hours)
Scheduling of training (2 Hours)
Implementation of training (2 Hour Sessions)
Training feedback sessions reports (4 Hours)
Improvements incorporated data sheets (6 Hours)
Program evaluation (2 Hours)
Hours – While there were only 48 Hours totaling each of the deliverables, I submitted an expense report (as I recall) for 60 billable hours due to the number of training sessions that I conducted.
2. TN Quality Award Application for Martin Marrietta (Y12 Bldg.) Project
Description – Guide the management team through all the stages of data identification, data collection, analyzing data, writing application, proofing application, and final application submission for the TN Quality Award, to be completed within a 6 month time frame.
Deliverables:
Weekly progress reports to WCS (Oak Ridge Consulting Firm), the consulting group who hired me and had a contract with MM (6 Hours)
Monthly expense reports itemized (6 Hours)
Scheduled meetings with Y12 Bldg. Managers (4 Hours)
Editing meetings (2 Hours)
Final Revision and approval (2 Hours)
Hours: Total billable hours was not to exceed 24 hours per week for 6 weeks or a total of 624 Hours
3. Malcolm Baldridge/ISO 9000 Project
Description – Was hired by Spectrum Consulting (Knoxville, Howard Lovelace, President) to design a Marketing Plan for a training that would incorporate both the Malcolm Baldridge National Quality Award Criteria and the ISO 9000 Criteria within a 30 day time frame and not to exceed 100 hours of billable time.
Deliverables:
Weekly progress reports
Marketing Plan
Hours – Total billable hours were 100 Hours
4. ISO Internal Auditing Training Program Design Project
Description – Was hired by Professional Consultants (Charlotte, NC – Curt Ward, President) to design an Internal Auditing Training Program that I would facilitate to John Deere and SCI Packaging in Greeneville, TN within a 14 day time frame and not to exceed 80 billable hours.
Deliverables:
Internal Auditing Training Program for ISO 9000
Hours – total billable hours were 80 Hours
5. Mike Mayse Enterprises Real Estate Project
Description – Prepared a feasibility study for real estate (Burlington, NC – Mike Mayse, Owner) that involved converting 2 story houses to 1-bedroom apartments (4-6) with construction loans within 9 months, then, re-appraise and refinance, letting rental income pay the mortgage, using an initial investment of only $5,000
Deliverables:
Unscheduled, periodic progress report meetings (2 Hours)
Data Collection (20 Hours)
Data analyzing (10 Hours)
Feasibility written report (2 Hours)
Oral report on feasibility (1 Hour)
Hours – Total billable hours were 35 Hours
6. Operations Manual (to be used for training) Project
Description – Developed an Operations Manual for Apprentice Folder Operators - Unionized (Arcade Marketing, Main Street, Chattanooga – Carley Keats, HR Manager) that was going to be used to train existing and new employees.
Deliverables:
Meetings with job incumbents (24 hours)
Progress reports with Vice President of Operations (12 Hours)
Weekly status reports to HR Manager (12 Hours)
Meetings with photographer(10 Hours)
Operations Manual rough draft for approval
Operations Manual final draft
Hours – Total billable hours were 120 Hours
7. ACT WorkKeys Job Profiler Project
Description – Trained and certified by American College Testing (ACT – Helen Palmer, Chin Lee) as a WorkKeys Job Profiler and conducted two Job Incumbent Teams (3M and Monsanto – both in Huntsville, Alabama)
Deliverables:
2 Day meeting with Job Incumbents
Job Profile – Types of Skills and Skill Levels for entry level
Hours – 30 Hours of billable time for each profile times 3 profiles for a total of 90 Hours
Managed 28 Projects for a total of 13,263 Hours
For James A. (Alex) Hutchins, III
1975 to 2004
__________________________________________________________________________________
Section I - 4 Projects – 504 Hours
Section II - 8 Projects – 6,034 Hours
Section III - 3 Projects – 2,920 Hours
Section IV - 2 Projects – 1,808 Hours
Section V - 4 Projects – 888 Hours
Section VI - 7 Projects – 1,109 Hours
__________________________________________________________________________________
Section I - 1975 – 1977
Granite Diagnostics, Inc., Burlington, NC,
Dr. T.E. Powell, III, President
Managed 4 Projects for a total of 504 Hours
1. National Marketing/Advertising Project
Description - Develop a national advertising campaign strategy and implement strategy.
Deliverables:
A written strategy submitted to the President
Layout Boards from designers
Photographs of potential ad
Ad that appeared in Magazine (Have a copy)
Hours - 4 hours per week times 50 weeks equals 200 hours
2. FDA Compliance Project
Description - Rewrite approximately 120 package inserts to comply with FDA regulations.
Deliverables:
120 Package Inserts
Hours - 4 hours per week times 50 weeks equals 200 hours
3. Inventory Out-date Validation Project
Description - Create a system that would monitor all products kept in refrigeration units until sold as per FDA regulations.
Deliverables:
Written report submitted to President
Implementation of system
Hours - 2 hours per week times 26 weeks equals 52 hours
4. Clean Air System Project
Description - Investigate options of Clean Air System and make purchase recommendation to President and implement installation and training of employees
Deliverables:
Progress reports to President
Final recommendation of system and vendor
Installation of system
Training of employees
Evaluation of improved product quality
Hours - 4 hours per week times 26 weeks equals 52 hours
Section II - 1977 – 1985
Alamance County Arts Council, Graham, NC,
Board of Directors, Sarah Rhyne, President
Managed 8 Projects for a total of 6,034 Hours
1. Annual United Arts Fund Raising Project
Description - Develop an approach that is equitable and accepted by all member groups to merge all annual fund raising activities into one annual drive.
Deliverables:
Progress reports to Board of Directors
Written report to Board of Directors for approval
Hours - 12 hours per months times 12 months equals 144 hours
Note: Only 5 out of 8 groups agreed to join annual efforts
2. Street Arts Festival Annual Project
Description - Develop an annual event and implement that annual event that would involve exhibiting artist from around the state, blocking off court house square and 4 street off the square, have 4 stages of entertainment providing hourly performances, have a children’s area, and would involve an exhibitor competition and purchase of art for permanent collection.
Deliverables:
Member Group Meetings
Progress Reports to Board of Directors
Meetings with City/County Officials
Meetings with City/County Departments
Meeting with Graphic Artists/Printers
Meetings with volunteers
Meetings with Media
Street Festival Activity
Clean-up
Evaluation
Plan for next year – submitted to Board of Directors
Hours - 20 hours per month for 11 months plus 180 hours for 1 month equals 400 hours each year times 6 years equals 2400 hours
3. Feasibility Study For New Facility Project (1979-1981)
Description - Determine whether or not to purchase a new facility for expanding organization or renovate existing facility. Study to include member group needs assessment, community needs assessment, locations of available buildings, funding, cost of renovating existing structure, and future needs of organization and its member groups
Deliverables:
Progress reports of Board of Directors
Meetings with member groups
Meeting with City/County governments
Meetings with State Arts Council
Meetings with Grant Foundations
Meetings with National Endowment for Arts & Humanities
Meetings with public
Feasibility Study Presentation
Feasibility Study written report
Hours - 8 hours per week times 50 weeks equals 400 hours times 2 years equals 800 hours
4. Vietnam Veterans Art Group Exhibit Project
Description - Plan, organize, arrange, and implement the VVAG’s traveling exhibit of combat Vietnam Veterans to be showcased in local area
Deliverables:
Month long exhibit
Progress reports to Board of Directors
Donated items
Hanging/un-hanging/packing exhibit
Clean up
Evaluation
Hours - 8 hours per week times 26 weeks equals 208 hours
Note:
NC Public TV filmed an hour documentary on the exhibit entitled, Reflexes and Reflections, and I have a copy of that video.
5. Monthly Magazine Project – 3 Years
Description - Publish a monthly 4-color, for profit, magazine that will include articles and advertising that will contribute all net income to parent company, a 501(c)(3) organization.
Deliverables:
Progress reports to Board of Directors
Written monthly copy
Monthly advertising commitments
Copy to printers
Proofing Blue Line
Printing of magazine
Delivery of Magazine
Hours - 12 hours per month times 12 months equals 144 times 3 years equals 432 hours
6. Craft Guild Shoppe Feasibility Study Project
Description - Conduct a county-wide needs assessment to determine if the Arts Council should invest funds in the creation of a Craft Shoppe (for profit), for the purpose of selling artwork on consignment
Deliverables:
Progress reports to Board of Directors
Scheduled meetings with county-wide organizations
Meetings with artists
Meetings with renovation people
Final Report to Board of Directors
Implementation of Craft Shoppe
Plan for on-going operation
Hours - 2 hours per week times 20 weeks equals 40 hours
7. CETA (Comprehensive Employment & Training Administration) Traveling Artist Project
Description - Determine the needs for traveling artists and secure funding (CETA) and implement.
Deliverables:
Progress reports to Board of Directors
Meetings with artists
Meetings with city/county school officials
Meetings with CETA officials
Needs assessment
Final report to Board of Directors
Plan of action to write grant, hire, and implement scheduling
Evaluation of project for on-going possibilities
Hours - 1 hour per week times 50 weeks equals 50 hours
8. Monthly Art Exhibits in Firehouse Galleries Project
Description - Develop a plan of action, and implement plan that will offer to community monthly art exhibits in Firehouse Galleries.
Deliverables:
Progress reports to Executive Committee of Board of Directors
Monthly reports to Board of Directors
Monthly exhibits
Invitation designed
Monthly meetings with printers
Meetings with artists
Contracts
Public service announcements
Artwork delivery and hanging
Meetings with host/hostess of exhibit
Meetings for reception planning
Reception at opening
Hours - 20 hours per month times 12 months equals 240 hours times 8 years equals 1920 hours
Section III - 1986 – 1989
Piedmont Community College,
Roxboro, NC, Jackson Elliott, Vice President
Managed 3 Projects for a total of 2,920 Hours
1. Annual Training Needs Assessment Project
Description - As per Grant requirements, design and implement an annual training needs assessment that will collect training needs, analyze training needs, custom design training programs to meet those needs and implement training programs as requested.
Deliverables:
Survey instrument
Analysis of Training needs
Plan of action to custom design and implement training programs
Hours - 80 hours per month times 3 months equals 240 times 4 years equals 960 hours
2. Community of Excellence Project
Description - Investigate the Community of Excellence in Blountville, TN, their Quality Council, and Transformation of American Industry Training Program and then, implement same in NC
Deliverables:
Arrange visits to Bountville, TN
Report of visit (written)
Plan of action to implement the following
Created first Community of Excellence in NC
Created first Quality Council in NC
Created first Transformation of American Industry Training Program in NC
Hours - 8 hours per week times 50 weeks equals 400 hours
3. Workforce Literacy Program Pilot Project
Description - To assist Adult Education Department at PCC in developing a Workforce Literacy Program as a Pilot Project at the Williamsburg Plant of Burlington Industries, due to my involvement with company’s in-house training programs for weavers and technicians.
Deliverables:
Progress reports to Vice President of PCC
Meetings with Burlington Industries
Meetings with Adult Education Department
Written Report
Plan of Action for implementation
Evaluation of pilot project
Hours - 2 hours per week for 50 weeks equals 100 hours
Section IV - 1990 – 1992
Walters State Community College, Morristown, TN,
Dr. Jack Campbell, President and
Dr. Carroll Helm, Dean-Greeneville Campus, retired
Managed 2 Projects for a total of 1,808 Hours
1. Center For Quality & Productivity Training Center Project
Description - The creation of TN’s second Center for Quality and Productivity Training, that will provide training in all areas of Total Quality Management and Continuous Improvement, to include all facets of marketing, needs assessing, custom designed training, implementation of training, and evaluation, and that will use the Transformation of American Industry Training Modules until our own are developed
Deliverables:
Monthly reports to Dean
Quarterly reports to President
2 training programs each year for 3 years
40 hours of training on campus
40 hours of managing projects on site
Final Project Presentation
Video-taping Final Project Presentation
Written report from team
Evaluation of project
Implementation Plan revised prior to next class
Hours - 120 hours per week for 10 weeks equals 1200 hours twice a year equals 2400 hours times 3 years equals 7200 hours
Note:
Each project of the required two per year, included 4 separate Project Teams of 4-6 members (provided by local industries) that had to be managed both inside the classroom with daily deliverables as well as outside the classroom which was on-site at their company location, also with deliverables. Each Project Team was required to work on a “real-time” project that was either assigned to them or approved by their Company’s management. Teams were comprised of employees from all levels of that company and were taught statistical tools that would be used as a team as they implemented their projects. Their task was to learn the tools, collect data and analyze data using the tools, and then change their systems/processes by removing waste, eliminating variation, or by re-designing the entire system; whereupon, they would collect and analyze data again to insure that improvements were made. A final project presentation and written report was made to their management at a final presentation ceremony. Their projects must include a plan of action for continuous improvement. Project Manager was responsible for assessing needs of community, marketing the program, registering students, program paperwork, teaching the classes, working on-site with the individual Project Teams, assisting in their written reports and final presentation, and evaluation of overall project.
Projects Included, but not limited to:
• Reduction of scrap
• Reducing downtime
• Improving throughput
• Reducing wait time in bank teller lines
• Reducing hospital patient admission/discharge time
• Reducing time and amount of administrative paperwork for purchasing
• Creation of single source vendors for all major products
• Reducing time it takes to close out monthly books for accounting
• Reducing product development time
• Reducing defects
• Improving accuracy of medications delivered to right patient and on-time
• Improving on-time deliveries
2. TOPS (Team Oriented Problem Solving) Project
Description - Determine the needs for such a program within the Morristown/Geeneville areas and provide custom-designed training to individual companies within those two areas and/or our service areas.
Deliverables:
Monthly report to Dean (1 hour)
Quarterly report to President (1 hour)
Company Needs Assessment (2 hours)
Custom Training Modules developed (10 hours)
Delivering on-site training (80 hours)
Managing on-site project teams (80 hours)
Evaluation of program & on-site program (2 hours)
Hours - Each program at a company specific required 176 hours of deliverables and is broken out below for a total of 176 hours times 7 programs equals 1232 hours.
Note: Each program had its own uniqueness and therefore should be considered mutually exclusive of the original Transformation of American Industry Blueprint
• Fort Sander Healthcare – Sevierville - 4 Teams – nurse managers
• LeSportSac – Dandridge - 4 teams of supervisors/workers
• Max Shell Advertising – Knoxville - 4 teams of account managers/graphic artists
• Form Rite/Siebe Power Fluid Systems – Surgoinsville - 2 groups of 4 teams
Note: Started program with this company when they first re-located from Canada during their start-up mode, and was then asked back a couple of years later, to re-introduce program due to employee turnover
• Dodge Reliance Electric – Rogersville - 4 teams of supervisors/managers
• Norris Homes – Bean Station - 5 teams of supervisors/workers
NOTE:
Dr. Carroll Helm, Dean, Walters State Community College, Greeneville Campus, retired, will write a letter attesting to the information described for projects done at Walters State.
Section V - 1993
Anchor Advanced Products, Inc., Morristown, TN
Fran Olmstead-President
John Nugent-Vice President, Joe Viglione-Vice President
Managed 4 Projects for a total of 888 Hours
1. Feasibility Study to Create Quality Improvement Steering Committee Project
Description – Develop an instrument that will determine feasibility among all plants for the need to create a Corporate Quality Improvement Steering Committee.
Deliverables:
Visit both Morristown plants (2 hours)
*Visit CT Plant (16 hours)
*Visit Chicago Plant (16 hours)
*Visit Matamoros. Mexico Plant (16 hours)
Progress report to Corporate Executive Board (2 hours)
Progress reports to Plant Managers (2 hours)
Progress reports to Quality Managers at Plants (2 hours)
Written report to Corporate (2 hours)
Plan of Action (2 hours)
Implementation of Plan of Action (2 hours)
First meeting of Committee (2 hours)
Hours – 2 hours spent on each local deliverable (*except CT, Chicago, Mexico – 16 hours each) each week. 8 deliverables time 2 hours equals 16 hours times 6 weeks equals 96 hours plus 3 visits of 16 hours each for a total 144 hours
2. Implementation of SPC classes at 5 plants Project
Description – Develop a plan of action to begin teaching SPC at each of the 5 plants to be completed in 6 months.
Deliverables:
Progress reports to Corporate ( 6 hours)
Progress reports to Corporate Quality Improvement Steering Committee (6 hours)
Progress reports to each plant manager (6 hours)
Progress reports to each plant quality manager (6 hours)
Meetings with HR managers from each plant to determine list of employees (6 hours)
Meeting with each plants production managers to determine schedules (6 hours)
Creation of plan (6 hours)
Creation of training materials (6 hours)
Implementation of plan (6 hours)
Evaluation of plan and of each class at each plant for 3500+ employees (6 hours)
Hours – 1 hour was spent each month on each deliverable during the project for each of the 5 plants. 9 deliverables times 6 hours equals 54 hours times 5 plants equals 270 hours.
3. Apply for TN Quality Award Project
Description – To for and receive the TN Quality Award – Level 1 – Two Plants – Morristown, TN
Deliverables:
Progress reports to Corporate Executive Committee (8 hours)
Progress reports to Corporate Quality Improvement Steering Committee (8 hours)
Progress reports to two Plant Managers (8 hours)
Progress reports to two Quality Managers (8 hours)
Progress reports to two HR Managers (8 hours)
Progress reports to two Production Managers (8 hours)
Written Application Review for both plants (8 hours)
Final Application approval for both plants (8 hours)
Final App. approval from Corp. Quality Improvement Steering Committee (8 hours)
Final Application Approval from Corporate Executive Committee (8 hours)
Hours: 4 hours on each deliverable was spent each month at each of the two plants over a period of 2 months. 10 deliverable times 8 hours equals 80 hours times 2 plants equals a total of 160 hours
4. ISO 9000 Certification Project
Description – Prepare and Implement a plan of action that will result in the two Morristown Plants becoming ISO 9000 Certified over the next 12 months
Deliverables:
Progress reports to Corporate Executive Committee (12 hours)
Progress reports to Corporate Quality Improvement Steering Committee (12 hours)
Progress reports to two Plant Managers (12 hours)
Progress reports to two Quality Managers (12 hours)
Progress reports to two HR Managers (12 hours)
Progress reports to two Production Managers (12 hours)
Written Application Review for both plants (12 hours)
Final Application approval for both plants (12 hours)
Final App. approval from Corp. Quality Improvement Steering Committee (12hours)
Final Application Approval from Corporate Executive Committee (12 hours)
Select and train internal auditors (16 hours)
Perform internal audits (21 hours)
Hours – Each deliverable has 1 hours spent each month over the 12 month period and should be applied to each plant separately. 10 deliverables at 12 hours equals 120 hours plus 16 plus 21 equals 157 hours for each plant, therefore the total would be 314 hours
Section VI – 1992 – 2004
Quest Training, Inc.
Owner/President – James A. (Alex) Hutchins, III
Managed 7 Projects for a total of 1,109 Hours
October 5, 1992, Quest Training, was incorporated in NC (EIN: 56-1797621) and subsequently became licensed to do business in TN. Quest Training, Inc., currently pays franchise taxes in both NC and TN and is DBA Quest, The Training Group. Its owner/President is James A. (Alex) Hutchins, III. After 1992, most of Project Management experience received was initiated by Quest Training, Inc.
1. Transformation to CQI Project
Description – Fort Sanders Healthcare System hired Maritz Motivational Group (St. Louis, MO), who hired me and others, to design a Project roll-out of a new initiative called Continuous Quality Improvement in Healthcare. Our task was to design the training, implement the training, and make mid-course corrections while facilitating the awareness at all campuses and to all employees.
Deliverables:
Progress reports with Maritz designers and writers (8 Hours)
Pre-roll out meetings with other facilitators (4 Hours)
Design and approval of training material (20 Hours)
Scheduling of training (2 Hours)
Implementation of training (2 Hour Sessions)
Training feedback sessions reports (4 Hours)
Improvements incorporated data sheets (6 Hours)
Program evaluation (2 Hours)
Hours – While there were only 48 Hours totaling each of the deliverables, I submitted an expense report (as I recall) for 60 billable hours due to the number of training sessions that I conducted.
2. TN Quality Award Application for Martin Marrietta (Y12 Bldg.) Project
Description – Guide the management team through all the stages of data identification, data collection, analyzing data, writing application, proofing application, and final application submission for the TN Quality Award, to be completed within a 6 month time frame.
Deliverables:
Weekly progress reports to WCS (Oak Ridge Consulting Firm), the consulting group who hired me and had a contract with MM (6 Hours)
Monthly expense reports itemized (6 Hours)
Scheduled meetings with Y12 Bldg. Managers (4 Hours)
Editing meetings (2 Hours)
Final Revision and approval (2 Hours)
Hours: Total billable hours was not to exceed 24 hours per week for 6 weeks or a total of 624 Hours
3. Malcolm Baldridge/ISO 9000 Project
Description – Was hired by Spectrum Consulting (Knoxville, Howard Lovelace, President) to design a Marketing Plan for a training that would incorporate both the Malcolm Baldridge National Quality Award Criteria and the ISO 9000 Criteria within a 30 day time frame and not to exceed 100 hours of billable time.
Deliverables:
Weekly progress reports
Marketing Plan
Hours – Total billable hours were 100 Hours
4. ISO Internal Auditing Training Program Design Project
Description – Was hired by Professional Consultants (Charlotte, NC – Curt Ward, President) to design an Internal Auditing Training Program that I would facilitate to John Deere and SCI Packaging in Greeneville, TN within a 14 day time frame and not to exceed 80 billable hours.
Deliverables:
Internal Auditing Training Program for ISO 9000
Hours – total billable hours were 80 Hours
5. Mike Mayse Enterprises Real Estate Project
Description – Prepared a feasibility study for real estate (Burlington, NC – Mike Mayse, Owner) that involved converting 2 story houses to 1-bedroom apartments (4-6) with construction loans within 9 months, then, re-appraise and refinance, letting rental income pay the mortgage, using an initial investment of only $5,000
Deliverables:
Unscheduled, periodic progress report meetings (2 Hours)
Data Collection (20 Hours)
Data analyzing (10 Hours)
Feasibility written report (2 Hours)
Oral report on feasibility (1 Hour)
Hours – Total billable hours were 35 Hours
6. Operations Manual (to be used for training) Project
Description – Developed an Operations Manual for Apprentice Folder Operators - Unionized (Arcade Marketing, Main Street, Chattanooga – Carley Keats, HR Manager) that was going to be used to train existing and new employees.
Deliverables:
Meetings with job incumbents (24 hours)
Progress reports with Vice President of Operations (12 Hours)
Weekly status reports to HR Manager (12 Hours)
Meetings with photographer(10 Hours)
Operations Manual rough draft for approval
Operations Manual final draft
Hours – Total billable hours were 120 Hours
7. ACT WorkKeys Job Profiler Project
Description – Trained and certified by American College Testing (ACT – Helen Palmer, Chin Lee) as a WorkKeys Job Profiler and conducted two Job Incumbent Teams (3M and Monsanto – both in Huntsville, Alabama)
Deliverables:
2 Day meeting with Job Incumbents
Job Profile – Types of Skills and Skill Levels for entry level
Hours – 30 Hours of billable time for each profile times 3 profiles for a total of 90 Hours
