LCS International, Inc.
Home Supply-Chains Quality Projects/Programs Speaking
Our project consulting services offer quick, thorough, candid, and cost-effective assured results to our clients.
Some of our challenging projects . . .
Developed a comprehensive value-chain market assessment for a nation-wide I.P. based time-critical data collection service for the new business development division of a very large telecommunications company documenting their risk and potential returns.
Guided reorganization of a large privately held final assembly & fulfillment center into three semi-autonomous operations in less than six months while coordinating layout of the facilities for smooth material flow, efficient storage and flexible shipping options.
Directed multi-site logistics and coordinated development of site preparation schedules for relocation of a 300-employee manufacturing company including engineering design, product assembly, system test and administration from North Carolina to Texas.
Managed development and early implementation of a job-shop project control system that reduced average work-order completion time from 41 days to 16 days for a large manufacturer of custom designed equipment employing more than 1,100 technicians.
Orchestrated the rescue of a Canadian high-pressure aluminum die-casting company with 325 employees and sales of $35 million by improving its Q-1 rating 27 points to retain its largest customer and secure $4.5 million new sales as interim president.
Created and installed a process capability monitoring system that enabled a powdered-metal products company to sustain production with 60% less raw material on hand.
Managed a major new business systems selection and implementation program ahead of schedule and under budget for a large aerospace manufacturer.
Orchestrated a major improvement in product quality that earned qualified supplier status from two large computer manufacturers and increased sales by 20%.
LCSI MULTI-PROJECT SUPPORT SYSTEM
First, we start by documenting the higher order goals of the organization.
Improve Total Labor Productivity
Reduce Waste (% of Total Output)
Improve Quality (% Rejected at Final)
Improve On-Time Delivery Performance
Next, we facilitate the identification and ranking of barriers to be removed.
Next, we identify the relative contribution of each item to a long term goal.
Next, we install a disciplined approach to applying resources to each item.
Next, we install a structured approach to tracking progress on active items.
Finally, we install an "instrument panel" to provide feedback on progress.
As needed we prepare helpful training aids to accelerate improvement.
D e f i n i t i o n
(ACWP) = Actual Cost of Work Performed
A C W P
Actual Cost of Work Performed (recognized cost)
B A C
Budget At Completion (total budget)
B C W P
Budget Cost of Work Performed (earned value delivered)
B C W S
Budget Cost of Work Scheduled (earned value expected)
C A M
Cost Account Manager (cost performance control point)
C A R
Contract Approval Review (What is in the contract?)
C C B
Change Control Board (for all baseline changes)
C P I
Cost Performance Index = ( EV / AC ) or ( BCWP / ACWP )
C P M
Critical Path Method (du Pont)
C P R
Cost Performance Report
C S ** 2
Cost/Schedule Control System
C S S C
Cost Schedule Systems Criteria (DOE)
Cost Variance = ( EV - AC ) or ( BCWP - ACWP )
C V %
Cost Variance % = ( CV / EV ) * 100 or ( CV / BCWP ) * 100
E A C
Estimate At Completion = ( AC + ETC ) or ( ACWP + ETC )
E A C
Estimate At Completion = ( BAC / CPI ) if ETC is not provided
E T C
Estimate To Complete = ( EAC - AC ) or EAC - ACWP )
(Earned Value) or (BCWP) = Budgeted Cost of Work Performed
E V R
Earned Value Report
F T E
Ful1-Time Equivalent (employees)
G E R T
Graphical Evaluation and Review Technique
G F E
Government Furnished Equipment
I P S
Integrated Project Schedule ( IPS <= Tiers II & III )
L O E
Level of Effort (no measurable discrete accomplishment)
Management Reserve (budget not designated for specific tasks)
O B S
Organization Breakdown Structure
P E R T
Program Evaluation and Review Technique (Polaris)
P M B
Performance Measurement Baseline
P M C S
Project Management Control System
P M O
Project Management Office
P S N
Project Summary Network (Gantt chart with dependency arrows)
(Planned Value) or (BCWS) = Budgeted Cost of Work Scheduled
R A M
Responsibility Assignment Matrix ( WBS & OBS )
Schedule Correlation = (Cum Sched Variance) / (Current Period PV)
S O W
Statement of Work
S P I
Schedule Performance Index = ( EV / PV ) or ( BCWP / BCWS )
Schedule Variance = ( EV - PV ) or ( BCWP - BCWS )
S V %
Schedule Variance % = ( SV / PV ) * 100 or ( SV / BCWS ) * 100
T C P I
To-Complete Performance Index = ( BAC - BCWP ) / ( EAC )
V A C
Variance At Completion = ( BAC - EAC )
W B S
Work Breakdown Structure
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