Quest, The Training Group

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 Council
5 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 College
     1 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)
      Alamance County Arts Council, Executive Director


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 College
     4 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 Training

Increased revenues from $100,000 to $1,000,000 at a non-profit
      Alamance County Arts Council – Executive Director

Trained over 5000 employees in Statistical Process Control

Anchor Advanced Products – Corporate Director of Quality Improvement

     2500 employees – Morristown, TN plant
     500 employees – Matamoros, Mexico plant
     300 employees – New Haven, CT plant

Quest Training, Inc. – President/Consultant

     1500 employees - Siebe Power Products – Surgoinsville, TN plant
     300 employees – Turnbull Bakeries – Chattanooga, TN

Walters 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 College
     4 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 Training


Started 1st Center for Quality & Productivity in NC and 2nd in TN (first center in Kingsport)
           Piedmont Community College – Director of Focused Industrial Training
           Walters 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 College


CERTIFICATIONS

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

__________________________________________________________________________________

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