The Business Process Transformation Framework: Part 2
In the second Article of their three part series, Rick Burris and Robert Howard present a scenario in a global company that has determined that its Master Scheduling process is failing to produce the required results. The company decides to re-engineer the master supply planning process. Read their Article to discover how they successfully carry out their re-engineering project.
Rick Burris
Rick C. Burris, a principal with Oliver Wight Americas, is a proven senior executive in turning around distressed businesses through the real-world use of world class best practices. He has over 30 years of executive, management, and process experience in diverse industries and has a functional background in finance, operations, supply chain management, and senior general management. Rick served a turnaround role as COO for Beauty Group International, and, at Weir Floway, he installed Integrated Business Management processes where the company went from serious losses to better-than-industry profit levels. With Oliver Wight, his client list includes companies such as Boeing, Motor Coach, Motorola, Yarway Valves, and Yerger Brothers Furniture.
Latest posts by Rick Burris (see all)
- Business Process Transformation Framework, Part 3 - June 1, 2010
- The Business Process Transformation Framework: Part 2 - May 4, 2010
- Business Process Transformation Framework - April 6, 2010
