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| Short, yet valuable TEASE, Tips and Info from this Expert! 2007 SEPTEMBER - Expert-'TEASE Award Bob Auman, CPA, VP of Sales, Co-owner, Intelligent Instrumentation (previously a Texas Instrument company) |
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consider this to MAKE EVERY MOVE COUNT!
When we asked Bob to comment on the topic of making every move count, hisreply was an excited, "What a perfect topic for me!!! My company, Intelligent
Instrumentation Inc. manufactures industrial bar code terminals that track the
movement of assets (inventory and, labor) around the plant floor. So in a bit of
a twist on the theme 'we count every move'."
Auman explains why they need to count every move:
Progressive manufacturing companies are investing billions in large ERP
(enterprise resource planning) software like SAP, JD Edwards, Oracle, etc. to
give them visibility on all aspects of the manufacturing process. These software
systems are starved for data and bar coding techniques solve this critical need
by:
Some examples of real life applications:
Large freight carrier company implemented an automatic time keeping system
that was collected using paper time cards, sent to a processing center and
manually entered into their payroll system. The new paperless system saved
them over $500K the first year by reducing the payroll processing dept by 22
employees, dramatically decreased errors and eliminated the practice of
supervisor’s rounding up and buddy punching.
Large French catalog sales company was having a 6% error rate in its
shipping dept. They were shipping the wrong part to their customers. They
started barcoding every shipment, matching the order detail with the inventory
pulled detail and reduced their shipment returns to under 1%. Freight savings
alone gave them a ROI under 3 months!!
Aircraft manufacturer had no detailed visibility of the % completion of an aircraft
being worked on in their WIP assembly area even though the plane assembly
process would take 6-9 months. With work order tracking procedures ( both
inventory and labor) the company management now has complete visibility on
the % completion of any given aircraft. In addition a side benefit that was
unanticipated was the ability to back-track on released aircraft and get
complete lot tracking information for FAA reporting and product
recall/maintenance reporting.
Greenhouse tomato grower was having weight problems reported by their
largest customer – Costco. The standard package needed to be “never below
weight as printed on the label “ and if their packagers over loaded, they would
loss profits. The company added bar code terminals to each packaging station,
interfaced the terminal to the electronic scale and when a package was
completed, a red or green light turned on to indicate the package passed or
failed weight criteria. In addition, since the employee clocked in on the terminal,
the company had automated information on each employees history on a real
time basis.
Bio:
Bob Auman, grad in 1976 with a BS in accounting university of Susquehanna in
central PA. While working for Ernst & Young from 1976-1980, he got his CPA in
1978. From 1980-1987, Auman was the Division Controller of 100 Million dollar
revenue / four plant division of Amp Incorporated (now Tyco).
1988 – Intelligent Instrumentation* until the present. I.I.* was then owned by
Burr Brown (electronic industry), with sales to approx. 200 Million.
1996 Texas Instruments bought both Burr Brown and I.I.* where Auman
started off as the CFO
In 2006, Bob Auman managed the buy-out of Intelligent Instrumentation from
Texas Instruments and is co-owner and VP of Sales & Marketing.
About the company:
Intelligent Instrumentation manufactures and sells industrial data collection
terminals to Fortune 500 companies worldwide with sales of approx 40% of the
sales to international markets.
 | You are there to solve the problem of your customer, not the other way | |
| around. | ||
| Do not discuss things that are not important to the client or relevant to | |
| the task at hand… | ||
| Whether you are with one person or a committee, be light on your feet | |
| when giving a presentation as you might be going in with one idea and they might be thinking about another idea. Remember, this is about their needs. | ||
| Be flexible and go with the flow of the client / committee’s ideas. | |
| Be a good listener; pick up on as much non-verbal communication as | |
| possible. | ||
| Be attuned to who has the power in these committees. | |
| If you don't know an answer, don't lie. Find out and get back to them! |
When we asked Bob to comment on the topic of making every move count, his
Instrumentation Inc. manufactures industrial bar code terminals that track the
movement of assets (inventory and, labor) around the plant floor. So in a bit of
a twist on the theme 'we count every move'."
Auman explains why they need to count every move:
Progressive manufacturing companies are investing billions in large ERP
(enterprise resource planning) software like SAP, JD Edwards, Oracle, etc. to
give them visibility on all aspects of the manufacturing process. These software
systems are starved for data and bar coding techniques solve this critical need
by:
- Improving Speed – historically data on the plant floor was recorded on
paper documents, forwarded up to a data center and inputted by key
stroke into the computer system. A slow process that might get the
critical information into the ERP system at the end of a shift or day. With
bar code techniques, you swipe the information in and in real-time you
get the data into the systems server instantly!!!
Improved Accuracy – hand written records and key stroking information
requires at least the transfer and input of information by a min. of two
personnel. bar code inputs are entered by the operator with no errors in
transposition, transfer or data entry.
Cost savings - tremendous reduction in personnel costs who
traditionally were doing non-value added functions in the factory.
Some examples of real life applications:
Large freight carrier company implemented an automatic time keeping system
that was collected using paper time cards, sent to a processing center and
manually entered into their payroll system. The new paperless system saved
them over $500K the first year by reducing the payroll processing dept by 22
employees, dramatically decreased errors and eliminated the practice of
supervisor’s rounding up and buddy punching.
Large French catalog sales company was having a 6% error rate in its
shipping dept. They were shipping the wrong part to their customers. They
started barcoding every shipment, matching the order detail with the inventory
pulled detail and reduced their shipment returns to under 1%. Freight savings
alone gave them a ROI under 3 months!!
Aircraft manufacturer had no detailed visibility of the % completion of an aircraft
being worked on in their WIP assembly area even though the plane assembly
process would take 6-9 months. With work order tracking procedures ( both
inventory and labor) the company management now has complete visibility on
the % completion of any given aircraft. In addition a side benefit that was
unanticipated was the ability to back-track on released aircraft and get
complete lot tracking information for FAA reporting and product
recall/maintenance reporting.
Greenhouse tomato grower was having weight problems reported by their
largest customer – Costco. The standard package needed to be “never below
weight as printed on the label “ and if their packagers over loaded, they would
loss profits. The company added bar code terminals to each packaging station,
interfaced the terminal to the electronic scale and when a package was
completed, a red or green light turned on to indicate the package passed or
failed weight criteria. In addition, since the employee clocked in on the terminal,
the company had automated information on each employees history on a real
time basis.
Bio:
Bob Auman, grad in 1976 with a BS in accounting university of Susquehanna in
central PA. While working for Ernst & Young from 1976-1980, he got his CPA in
1978. From 1980-1987, Auman was the Division Controller of 100 Million dollar
revenue / four plant division of Amp Incorporated (now Tyco).
1988 – Intelligent Instrumentation* until the present. I.I.* was then owned by
Burr Brown (electronic industry), with sales to approx. 200 Million.
1996 Texas Instruments bought both Burr Brown and I.I.* where Auman
started off as the CFO
In 2006, Bob Auman managed the buy-out of Intelligent Instrumentation from
Texas Instruments and is co-owner and VP of Sales & Marketing.
- Bob went from Accounting to Sales as in 1991, when he personally
started companies in the UK, France, Italy & Japan. Bob Auman
orchestrated
Texas Instruments eventually put Intelligent Instrumentation on the
market for sale. Auman orchestrated the company purchase and won the
bidding from a Beverly Hills venture capitalist.
About the company:
Intelligent Instrumentation manufactures and sells industrial data collection
terminals to Fortune 500 companies worldwide with sales of approx 40% of the
sales to international markets.
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