Victor R. Ortiz, Ortiz Consulting Services
Selected Consulting Projects as of February, 2005
1999 – Present
Genentech, South San Francisco, (with Gelinas♦James; Solutia, St. Louis, MO, and McKesson Corp., San Francisco (both with ChangeWorks, LLP), ERP System Implementation with SAP software configuration projects
Ø Activities
o In all three projects, worked as member of Change Management consulting team working on common challenges of ERP system projects – poor quality implementation and low buy-in
o Designed and implemented multi-disciplined stakeholder engagement strategies and communication plans for each project
o Developed workshops and trained project staff members and client leadership in collaborative organization change leadership tools and techniques
o Developed materials and process for building internal change management skills in each organization
o Authored sections of the ChangeWorks/McKesson “Leading Change” program materials and trainer’s guides on use of Psychological Type Theory, effective meeting management and decision making, interpersonal communication,and other skills.
Ø Results
o Secured timely and meaningful stakeholder engagement that improved the quality of the configured software and implementation process, allowing expected benefits to be realized earlier
o Created a comprehensive set of materials, workshop designs and training guides , called “Leading Change”, that has become a standard, customizable product for ChangeWorks, LLC
o Identified opportunities to greatly improve future ERP/SAP project controls through use of lean production controls systems and tools
Strategic Project Solutions (“SPS”), San Francisco, CA and London, UK
Ø Activities
o Worked with Todd Zabelle to create Strategic Project Solutions out of his former company, Pacific Contracting
o Working with Zabelle, became Director of Transformation and Resource Development for NL Barnes Construction in San Francisco
o Developed workshops and trained SPS staff members in collaborative organization change consulting skills, use of Psychological Type Theory in consulting interventions, effective meeting management and decision making, and other skills.
Ø Results
o Created the pre-eminent Lean Construction consulting company in the world with a suite of production management tools and software that are among the most advance and promising in the world
o Proved out and documented the use of web-based production control software tools and meeting processes that dramatically improve productivity and reliability
Laing-O’Rourke, PLC, London, UK
Ø Activities
o Worked with Main Board of O’Rourke Construction (later “Laing-O’Rourke, PLC) to create a robust internal process improvement effort called “MOVE”, with multi-stakeholder initiative teams focused on strategic development challenges
o Supported transition and expansion of the MOVE effort when O’Rourke purchased Laing and quintupled its size
o Created many templates, procedures and training materials, and trained participants and leaders in their use
o Supported the Deputy Chairman of the Main Board of Laing-O’Rourke in his duties as Chair of the multi-company “One in a Million” industry safety improvement effort
o Helped design the Laing-O’Rourke Collaboration Center – a state of the art 3-D immersive work environment where teams can “go inside” 3-D digital models of buildings, etc.
Ø Results
o Transformed the “MOVE” process from a set of unconnected initiatives with few results, to a well-organized effort with clear charters and work plans for each team, clear objectives with measurement, etc.
o MOVE initiative teams redesigned the procurement system, using lean principles, to dramatically reduce material delivery times; studied and then implemented digital design processes that are transforming the way construction design and engineering is done while reducing design mistakes and resultant RFIs; revolutionized corporate communications with a new website and internal and external publications; re-engineered the Malling Pre-Cast Concrete works using Lean Manufacturing techniques and reduced order-to-delivery time from several weeks to 3 days, while increasing quality and reducing inventory costs; developed an inventory of “standard, customizable” products, such as office buildings and parking structures that build on a library of standard design components and standardized construction procedures
o Supported changes that have placed Laing-O’Rourke at the forefront of the Lean Construction movement in the UK and made the a supplier of choice in their key markets
British Airport Authority (“BAA) Heathrow Airport Terminal 5, London, UK (with SPS)
Ø Activities
o Implemented the web-based production control software developed by SPS with design teams, and then with construction teams working on Terminal 5 (“T5”)
o Created the workshop “5 Keys for Collaboration” and trained over 200 project team leaders and senior managers for BAA and their supplier framework members
o Supported implementation of and was member of the Demand Fulfillment Team on T5
Ø Results
o The Demand Fulfillment Team on T5 created innovative logistics management solution that save tens of millions of pounds during the heavy civils phase of the work, including:
§ Design and implementation of a reinforcing steel pre-assembly fabrication plant cut design and delivery of rebar from 3 weeks to 3 days, while reducing inventory costs and waste
§ Created on-site made-to-stock materials stores with just-in-time kanban restocking systems simplified and shortened site materials supply systems
§ Created 4-D digital modeling of key assembly processes that incorporated safe assembly processes, in time sequence, with a linked bill of material tied to the material order and supply system
§ Developed and implemented a concrete ordering process linked to daily, web-based work planning tools, to provide a smooth and reliable ordering process to the on-site concrete batch plants
§ Developed a plan for site material delivery in one of the most traffic-congested areas of the UK, at a rate of up to 1 delivery every 27 seconds, through 1 gate, with up to 5,000 workers entering at the same time into a site between the two active runways of Europe’s busiest airport
o Implemented the SPS web-based production control software tools and meeting processes training members and leaders of over 100 site construction teams who did daily work planning that dramatically improved productivity and reliability
Fru-Con/SMUD Gas-Fired Combustion and Steam Co-generation Cosumnes Power Plant construction project, Rancho Seco, CA (with SPS)
Ø Activities
o Implemented the SPS web-based Production Controller software and work planning system with particular emphasis on piping operations
o Created detailed work streams for installation of pipe supports and pipe spools
Ø Results
o In cooperation with the manager of piping operations, reduced the number of man hours required to install engineered pipe supports (EPSs) from 108 to 31 per support and increased weekly EPS installations from 13 to 51
o Increased plan reliability (ability to accomplish work committed on daily work plans) from 55% to 80%
o Comparing pre- and post- productivity data reduced required time to complete project piping installation from 28 months to 7 months, and estimated labor costs from $9.1 M to $2.5M
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1988 – 1999 (working independently as Ortiz Consulting Services [“OCS”] and in association with other firms)
Ford Motor Company, Dearborn, MI (Intervention #3) “Simultaneous Engineering Center”
Ø Activities
o Contracted Directly with Ford to provide ongoing cross-functional team leadership training for the Office of Program Management and at the Studio 2000, the implementation skunk-works at the Design Center for CAD, 3-D modeling and automated clay milling and tool design
o Coached and consulted with the Director of the Simultaneous Engineering Center at Ford on implementation of new design and engineering productivity enhancements and quality improvement tools, such CAD design tools, Quality Function Deployment, and Multi-Disciplinary Teams
Ø Results
o Finalized and delivered a standard set of Program Management Team Leadership training materials and practices
o Supported implementation of simultaneous engineering practices in the first piloting of co-located product development teams – a practice now universally adapted at all major US auto makers.
o Supported first teams using digital design tools, now also standard practice
Institute for Competitive Design (“ICD), Huthwaite Group, Rochester and Mackinac, MI
Ø Activities
o Worked with Bart Huthwaite to integrate facilitative cross-functional team leadership principles and skills into the work of ICD, which was in the process of moving from training in Design for Manufacturing and Assembly (DFMA) to a more robust, comprehensive product development system: “Design for Competitiveness”
o Conducted and Facilitated numerous DFC public and private workshops and consulting interventions with the clients such as Motorola, Northrup-Gruman, and Lockheed Aerospace
Ø Results
o Enabled teams to reduce new product complexity in both part count and process steps by 20-40% on average, thereby reducing both direct and indirect life-cycle costs
CDI Corporation, Philadelphia, PA and Warren, MI
Ø Activities
o Developed and implemented a Facilitative Leadership skills development program, with participant materials and training guides
o Trained CDI president and senior leaders, and leaders of CDI member companies such as Management Recruiters International
o With Karl Guerra, designed and implemented a corporate turn-around of a failing CDI engineering services outsourcing division in Warren, MI
Ø Results
o Developed and implemented a company-wide leadership development resource and trained internal trainers in its use
o Restructured CDI in Warren, MI and re-engineered core business process that brought the division back to profitability
Dow Chemical of Canada, Sarnia, Ontario
Ø Activities
o Designed and facilitated a collaborative labor dispute resolution process that was deadlocked at the Sarnia plant
o Coached management and labor leaders in collaborative problem resolution and decision-making techniques, based on GM/UAW decision-making model from the launch of the Saturn division
o Conducted a series of negotiation meetings
Ø Results
o Facilitated resolution of negotiation deadlocks in time to avert a strike, and that led to a new labor contract
o Provided a model of collaborative dispute resolution for Dow of Canada
Vanderbilt University Medical Center, Nashville, TN
Ø Activities
o With Gelinas♦James designed implemented a care redesign effort
o Worked with VUMC staff to form task forces to look at all aspects of VUMC services, systems, organization structure and culture, etc., the diagnosed problems, developed solutions, gained agreement and support, and implemented and measured results
Ø Results
o Helped VMUC change from being the highest cost medical service provider in the Nashville area: reduced cost disadvantage by about 15%
o Improved patient satisfaction survey results
o Improved “hotel” services, implemented standard treatment protocols that stabilized and improved treatment outcome data
o Established a standard process for collaborative organization change at VUMC
o Note: established a similar care redesign effort, in association with Siedentopf Associates, at West Valley Medical Center in Caldwell, Idaho, which was a model for ongoing health services redesign in the Humana Hospitals system and achieved similar beneficial results to the work at Vanderbilt
Strategic Planning for Vanderbilt University School of Nursing and Vanderbilt and Duke University Human Resource Departments, Nashville, Tennessee and Durham, North Carolina
Ø Activities
o Coached the Dean of the School of Nursing at Vanderbilt and Vice-Chancellor of HR at both Vanderbilt and Duke Universities to develop robust and collaborative strategic plans and ongoing strategic planning processes
o Formed strategic planning teams, conducted SWOT analysis of existing practices, developed organizational 1 and 5-year visions of success with clear objectives and measures of success, conducted gap analysis and prioritized critical improvement targets, identified strategic change initiatives to achieve the vision, developed implementation plans and stakeholder teams for each initiative, did ongoing follow up and repeated the planning process in a subsequent year
o Developed and conducted facilitative leadership training programs for all senior staff
Ø Results
o Created and implemented strategic plans that addressed critical problems and client needs for each organization and improved client performance evaluation results for each organization
o Increased the ability of each organization’s staff to engage their staff members and constituents in ongoing strategic planning and process improvement
o Created a Facilitative Leadership course and workshop materials for the VUHR Dept.
Strategic Planning for Catholic Archdiocese of Oakland, Oakland, CA
Ø Activities
o Coached the Archbishop of the Oakland and his Director of Strategic Planning in the design and implementation of a collaborative strategic planning process for the most diverse Archdiocese in the world – containing members who speak more than 100 different languages
o Facilitated strategic planning teams, and coached initiative sub-team leaders, from diagnostic activity through development of the final plan
Ø Results
o Created and implemented strategic plans that addressed the multiple, often competing demands for church resources
o Introduced a replicable process for participative planning that balanced the churches value on inclusion with the need to achieve timely results.
Intel Corporation, Internal Consulting Staff Development, US and Asian Plants
Ø Activities
o Contributed to the finalization of the Gelinas♦James workshop participant and trainer guide materials for, “Consulting Skills; Bringing Our Authentic Selves Forward”, and became licensed workshop trainer
o In association with Gelinas♦James, presented the Consulting Skills workshop at Intel facilities in the US, and at Manila, Philippines and Penang, Malaysia
o Conducted follow-up consulting with Intel management and internal consulting staff to support effective implementation of skills taught in the workshops
Ø Results
o Helped Intel develop an internal consulting staff to conduct quality and productivity improvement, and other organizational consulting tasks, providing faster and cheaper consulting resources to Intel plants around the world
o Refined the Consulting Skills workshop and proved its effectiveness
Carrier Corporation, Transicold Division, US and Asian Operations
Ø Activities
o In association with Gelinas♦James, and Charter Oak Consulting, created a consulting team to help Carrier’s transportation refrigeration divisionp conduct a strategic assessment of it operations world wide.
o Formed and trained regional teams with multidisciplinary representation from internal Transicold staff, paired with external consultants, and acted as consultant for the Asian Operations Team
o Visited and assessed Transicold operations in Singapore, Hong Kong, Shanghai, Beijing, Seoul, Yokahama, Taipei, and Tai Chung
o Gathered and analyzed performance data and site feedback and created a strategic assessment with prioritized challenges and opportunities
Ø Results
o Diagnostic process reports were the basis of world-wide operations strategic planning and adjustment of priorities
o Created a resource pool of internal Carrier staff members who can now design and conduct highly participative and productive operations review and analysis processes
o Note: also with Gelinas♦James, supported the establishment of a similar process for Liz Claiborne Apparel, in New York and New Jersey offices.
Construction Partnering for Los Vaqueros Dam, Contra-Costa County, and Eastern Transportation Corridor Toll Road, Orange County, CA, projects
Ø Activities
o In association with Greg Howell of the Lean Construction Institute, worked with staff members from owners, contractors, subcontractors and regulatory agencies to educate them about the process, goals, and possible results of Construction Partnering
o Planned and co-facilitated partnering sessions with groups ranging in size from 30 to 130 participants on these two projects, one of which was $100M+, and the other, $500M+
o Introduced the process of using projected computer meeting management software to capture real-time meeting minutes in large sessions
Ø Results
o Created lasting Partnering Agreements, signed by all major stakeholders, that defined guidelines for collaborative interaction, including standards of behavior, issue escalation procedures, conflict resolution procedures, and steps for ongoing relationship development and results measurement.
o For the Eastern Transportation Corridor Project, developed a quarterly partnering follow-up process that brought major stakeholders together to work on critical issues at each phase of the project, considered one of the best partnering efforts ever.
1983 – 1988
Serafini Associates, Cupertino, California
Ø Activities
o Began private sector consulting work with focus on executive coaching and performance improvement work with high-tech, rapid growth industries. Clients included Fujitsu America, Apple, and Acrion Avionics
Ø Results
o Helped Serafini Associated develop more collaborative approaches to client interventions that improved client satisfaction and involvement
Interaction Associates (“IA”), San Francisco, California
Ø Activities
o Joined as a Senior Associate and became a Partner
o Became certified and trained hundreds of participants in both public and in-house IA workshops, ,: “How to Make Meeting Work” (2-Days); “Facilitative Leadership” (3-days); “Advanced Facilitator Workshop” (4-Days), including “Train the Trainer”
o Became certified in use of Myers-Briggs Personality Type Indicator
o Engaged in many consulting interventions, selected and listed below, employing the skills taught in the workshops, collectively called, “The Interaction Method”
Ø Results
o Use of the Interaction Method for holding meetings increase productivity and buy-in of participants and eliminates waste in meetings by 20-50%. Strategies for stakeholder involvement in facilitated processes improve the quality of results and reduce time and resource required for team efforts
Ford Motor Company, Dearborn, MI (Intervention #1, with IA)
Ø Activities
o As part of IA project team, facilitated and coached process improvement teams working on relationship and work process conflicts between the Design Center and Body Engineering
Ø Results
o Identified and implemented improvements in design and engineering coordination
o Identified root causes of design/engineering conflicts that demonstrated the presenting problems between departments were actually symptomatic of large systemic flaws – which led to a much more significant intervention and more dramatic results.
o Helped turn the new EVP of the Design Center from a scapegoated villain to a hero.
Ford Motor Company, Dearborn, MI (Intervention #2, with IA) “Concept to Customer”
Ø Activities
o As part of IA project team, facilitated and coached process improvement teams in the complete re-thinking of Ford’s product development process
o Facilitated and Coached task forces working on the structure and leadership of multi-discipline product development teams
o Developed Program Management Team Leadership training program to apply the Interaction Method to product development teams and conducted training.
o Participated in the strategic planning and coordination of the whole change effort
Ø Results
o Reduced average product development cycle time from 72 months to 36 months resulting in huge improvements in competitiveness, ability to incorporate new technology and reductions in development costs
o Introduced a new style of leadership with new skills essential to the collaborati
