John DermodyWork Samples

Project AccomplishmentsTest Time Reduction 30% reduction in test time and model for other platforms at repair vendorTurn-Around-Time Reduction Reduced failure analysis reporting time from 70 to 34 days (Key Performance Indicator KPI)No Fault Found Reduction Reduced NFF KPI from 30% to 8% through strategic test alignment strategiesPrimitive Failure Reduction Reduced delivery of cosmetic failures from 18% to 4% through a reverse logistics approach and accountability. This project also qualified me for HPs Six Sigma Greenbelt Certification.High Density Disk (HDD) Renumbering This project renumbered existing part numbers for different size HDDs and established end2end, cradle-to-grave communications with partnersCosmetic Standardization of Singapore Regional location moveCatch/Capture Standardization with EMEA (Europe) and Asia Pacific Regional shiftTest Alignment Standardization with Partners and Repair Providers (sub-project of NFF)Coin Battery Expiry with Partners' and Repair ProviderNew Hire On-Boarding Training Package

Test Time ReductionSituationMy first project as an Engineer working with Comtek (now Cokeva), our repair provider to reduce the test time for requalifying defective server parts without impacting the quality. I was the first Engineer in my group to accept this challenge and developed my first project.

ActionI produced a Three Phased approach to reduce the test times on my busiest platform, a Convex product. Working with the repair providers engineers, quality manager's, and line techs, I presented my plan.-All data for current testing (diagnostics, number of runs and time to failure) was to be provided -The data provided where failures were not occurring so I had those sections removed or reduced.-Along with this revised testing, a random audit of 10% of the runs were to also be run on the original test for a period of 6 months-At the end of 6 months there were no anomalous failure occurrences in the original test that had passed the reduced test. Confidence was established, warranty specifications were qualified, and the new reduced test was adopted.

ResultThe tests were reduced by approximately 30% (9 hours to 6 hours for the quality test and 25 hours to 15 hours for the extended NFF test)This approach was adopted by other lines to implement reduced test timesThis translated into higher throughput, increasing parts availability to the field, an increased revenue stream and higher customer satisfaction ratings for on-time deliveriesBack to PA

Turn-Around-Time Reduction (TAT)SituationIn 2005 Japanese OEMs complained of the reporting time taking too long and wanted to see it reduced. Their request was to get it to 30 days.

ActionThis project went through several iterations as I continued to generate ideas for reducing TAT.-2005-06: worked with vendors to identify JOEM returned parts and move them to the front of the line-2007-08: developed excel spreadsheet data points of contact (next slide), defining hands on/off through the entire supply chain to establish a benchmark and then set about to gain agreement from each to challenge a 10% reduction after feasibility study accepted2012-13: opened again to address a move from global to regional (Singapore) and 3rd party logistics carrier to address increase

ResultTAT reduced year-over-year from 70 to 34 (2013) as implementation and audit measurements, documented, reported, and rewarded for effortsBack to PA

Understanding Where Time Could be Controlled BetterT0 = JOEM Submits FA RequestT1= HP Acknowledges FA RequestT2 = HP Approves FA Request (START)T3 = HP Acknowledges CATCH Request?T5 = HPJ Sends Failed PartT6 = GPSC Receives Failed PartT7 = Repair Supplier Receives PartT8 = CATCH Send FA Report for CPE ReviewT9 = HP Submits FA Report or CA to eRoom (End)

No Fault Found Reduction (NFF)SituationIn 2007 Japanese OEMs complained that parts would fail testing at their facility but then reported back no failure found and passed all of HPs extensive quality tests upon defective return. JOEM requested increased testing for all parts at HP to get the parts to fail. This request was excessive and unrealistic.

ActionIn 2007-08 after working with the engineers, it was agreed that more testing was not the answer, rather, we needed to understand what was different in their:-environment (clean room, temp control, zinc whisker problem)-test suites (exercises' not sanctioned/supported and stressed part beyond design specification)-test times and other stressors applied (AC/DC on/off too fast)Set up agreement with JOEMs that when a (Top 20) part failed and then tested NFF they would provide all details to HP to compare differences-further requirements asked them to provide proof of ABA testing (logfiles) and defined some failures as acceptable (HDD non-medium errors and DMM memory module self correcting errors)

ResultsSome success when JOEM agreed to share. Some overtemp pointed to the 40 degree Celsius (104*F). Non clean room testing, excessively high humidity at warehouse style test facility. As this changed, NFFs reduced further. Excessive deliberate DC power cycle interrupts.Unsupported software causing faults.Inclusion of correctable errors [As in DIMM ECC or HDD non-medium errors (both well below threshold)].Another run in 2013 found some (loopback) cables had not been installed on the JOEM test machines.Reducing from a high of 32% down to 8%.Back to PA

Primitive Failure Reduction (PFR)SituationIn 2007 Japanese OEMs complained of low quality of parts for cosmetic issues (i.e. scratches, dents, different colors, wrong part, think visual defects)

ActionI initiated this project which was certified by HP as Six Sigma Greenbelt, to reduce cosmetically defective parts -IDd top 20 offenders -IDd engineers responsible for parts -IDd reverse logistics for parts flow and handling -Analyzed cost savings for project justification ($50K - $70K estimate) -Acquired management buy-in and sponsorship to employ resources as necessary -Coordinated efforts with Engineering, Manufacturing, Repair Vendors, UPS, Third Party Transportation, HP Japan, and Partners -Engaged HP Japan and OEM Partners to understand, and agree to HP Standards per contractual agreements in place. -Required 8 Discipline Root Cause Analysis for discrepancies found and Corrective Action Reports

ResultFirst year realized a $58K savings by not having parts returned from Japan and reduced from 18% to 4% overallFurther reduced the number of returns as JOEM accepted and adopted standardsOngoing savings plus cost avoidance compounded year over year

Back to PA

High Density Disk (HDD) RenumberingSituationIn 2012 JOEMs complained of HDD next higher density parts being received with same part number as previous lower density part

ActionEngineering addressed this as a local issue as the rest of the world did not complainResult/Situation: JOEM did not accept. Further explained that their customers (Transportation, Tax Board) had systems that were Certified and could only change Like for Like when exchange a failed part.ActionFurther involvement with Engineering, Planning, Procurement, revealed that this was indeed a worldwide issue. Kaiser, FBI, FTC, NYSE, SAP and other high profile customers all had certified systems.-opened HDD P/N Renumbering project 2013-sponsorship and buy-in required from 3 regional managers (EMEA, Americas, and AP)-core of 11 (overall 50+)

Result1) Achieved unique part numbers and reversed the single pipeline, use-til-gone structure for future NPIsEliminated customs exposure issue and reduced delivery delaysDelighted customers with no further issues as well as going the extra-mile to set up a cradle-to-grave product communication from NPI road mapping to End-Of-Life support strategy.Back to PA

Cosmetic Standardization of Singapore Regional Location MoveSituationAs the corporation moved to a regional supply chain support our cosmetic inspection definitions came under question due to interpretation subjectivity. What we had come to understand and accept was now needing addition parameters put in place to further refine the definition's to our physical inspection

ActionWe added a great deal of very specific details to include distance, magnifications, light intensities (lumens), and pictures for comparisons to the physical inspections that were to take place on every part that passed through our Singapore (and EMEA) hub.

ResultA better documented process with no opportunity for interpretation or subjective case while inspecting parts/productsIncreased qualityHigher customer satisfactionDecrease of returned parts lending to improved metrics and savings through cost avoidanceBack to PA

Catch/Capture Standardization with EMEA (Europe) and Asia Pacific Regional ShiftSituationAs the corporation moved to a regional supply chain supportActionHeld extensive training sessions for data collection and communication expectations and scheduling tools. Also set up a SharePoint communication handoff for using same data excel app to keep all data up to date and

ResultSingle point of application use allowed for three regions to communicate, capture and provide real-time updated information for useful informationBack to PA

Test Alignment Standardization with Partners and Repair Providers (sub-project of NFF)SituationThis project resulted as a continuation of the No-Fault-Found Reduction project to further develop some way finding out why there was such a high percentage (around 25%; see NFF Project for further details).

ActionI proposed that we (our partners and our repair providers) share all details about testing to make valid comparisons and perhaps get to the root cause of high NFF rates.I produced an excel spreadsheet that required our partners to capture:-environment (clean room, temp control, zinc whisker problem)-test suites (exercises' not sanctioned/supported and stressed part beyond design specification)-test times and other stressors applied (AC/DC on/off too fast)-further requirements asked them to provide proof of ABA testing (log files)FindingsNon clean room testing, excessively high humidity at warehouse style test facility.High heat fault interrupts .Excessive deliberate DC power cycle interrupts.Unsupported software causing faults.Found some (loopback) cables had not been installed on the JOEM test machines.

ResultOver time and with continued effort our Partners found the majority of failures were induced by them testing in a manner that was unsupported, out of specification, or had not proven a failure as valid by ABA testing. As these conditions improved so did the NFF rate decrease.

Back to PA

Coin Battery Expiry with Partners' and Repair ProviderSituationIn 2013 JOEMs indicated that some of their tests, which included checking the voltage levels of system board lithium cell (button batteries), were under the specified 3.v volts. To remedy this they requested that they be able to replace these batteries themselves.This required involving engineering support, repair vendor, and warranty rules and regulations. Many of the system boards button batteries were installed close to the CPU and many of these were therefore covered by the CPU heatsink. Removing this to replace a battery would nullify the warranty and could induce errors.ActionThere were EXPIRY rules in place that were not being followed and boards were being sent LIFO causing some boards to inventory out of the expiry date. With a bit of education to the inventory operators to adhere to the expiry rules and change to FIFO this battery issue soon diminished. With some approval by our partner this project remained open to check on approving for replacing some of the button batteries on boards where no disassembly was needed>ResultBetter expiry data regulation/checking at the HUBs and CHUBS to rotate out boards approaching expiry end date.The last partner interaction was not completely satisfied and awaited repair vendor and HP Engineering approval to replace a limited group of boards that had exposed batteries.

Back to PA

New Hire On-Boarding Training PackageSituationEven with HPs stellar HR onboarding for new hires there were still gaps that needed to be addressed. One of the first things I noticed was the HP Speak. HP, not unlike every industry and company, had its own TLAs & FLAs (Three/Four/Five Letter Acronyms) which could make attending meetings for new hires a little intimidating. I was constantly asking, What does that stand for?, What does that mean?

ActionWhen we were strategizing our next cycles additional projects it was a great opportunity to address the training gaps for new hires. I accepted the challenge and produced a PPT training package defining all T/FLAs I had encountered and useful/ necessary websites, logons and other helpful aides to new engineers. I also put a newly acquired skill (C++) to use and made a quiz/test to involve the experience for the newbie.

ResultThe group agreed that it was a valuable package and wished it had been available when they came onboard.New hires immediately appreciated the added help that our group had produced to help them navigate the new hire and assimilation process.Back to PA

Welcome: Mission, Vision, Org, ExpectationsWebsites, Training, Education Acronyms and HP Speak, Communication, SharePoint

Summary

John Dermody, MBA, PMPAntelope, CA 916-207-0474 john_dermody@comcast.net www.linkedin.com/in/johndermodyPROJECT MANAGEMENT PROFESSIONALSix Sigma Greenbelt Certified ~ Operational Efficiency ~ Certified Electronics TechnicianDrive Organizational Efficiency through the use of Proven Project Management Methodologies ~ Client Relationships Given my extensive IT experience overseeing and managing processes and initiatives within one of the top technology companies nationally and globally, I would be an excellent fit for the role of Project Manager within your corporation. Please consider the following highlights from my resume:Enterprise Administrator: as Program Manager I led complex enterprise-wide projects in line with aggressive deadlines, quality and customer requirements.Enterprise Management: Achieved success as an integral Project Manager on a team of project managers for our Japanese partnership which generated between $300M - $500 M annually in revenue. Responsible for realizing $9M - $15M in profit annually from 2005-2014.Quality Improvement Oversight: Travelled to Japan annually for face-to-face meetings to exchange quality improvement metrics, project updates and accept new challenges or issues raised by international teams of managers and engineers.I excel in demanding, customer-focused environments, and these qualities attract me to a career with an organization such as yours. As an analytical, highly technical professional, I have a strong desire to exceed expectations and deliver the effort necessary to achieve company goals. I would welcome the opportunity to discuss how I can fulfill the unique characteristics of this position in your organization. Sincerely yours, John Dermody, MBA, PMPp.s. I am a qualified WOTC (Work Opportunity Tax Credit) recipient. As a veteran, this incentive to a prospective employer is worth $5200 upon hire.Back to PA

Backup and Supplemental

ExperiencedNo Trouble Found (NTF). A reduction project I worked on back in 2007 with some Japanese partners was probably the most evasive of process solutions to nail down. Knowing (from my repair process development days) that more testing is seldom the answer I looked into a multitude of process related suspects. In the end I found that most failures occurring at the partners test site placed the culpability squarely in their camp. Specifically: Results -Some overtemp pointed to the 40 degree Celsius (104*F). Non clean room testing, excessively high humidity at warehouse style test facility. As this changed, NFFs reduced further. -Excessive deliberate DC power cycle interrupts. -Unsupported software causing faults. -Including hardware correctable errors [As in DIMM ECC or HDD non-medium errors (both well below threshold)]. -Another run in 2013 found some (loopback) cables had not been installed on the JOEM test machines. -reducing from the high of 32% down to 8%.