Contract Chief Operating Officer

A PROFESSIONAL HISTORY

Independent Contractor (1995 – Present):
In August 1995, after nine years with GE Electronic Services, the publication of “Randall’s Practical Guide to ISO 9000”, and two years as the Southeast Regional Director for NQA (the world’s third largest ISO 9000 registrar), Mr. Randall left NQA, USA to become an indepedent contractor.

As a management consult, Richard Randall’s mission is to assist clients in implementing high performance business systems which are simple, comprehensive, self-sustaining, self-correcting and system-dependent rather than people-dependent.  Refined systems such as these successfully focus on cost management and exceeding customers’ expectations while simultaneously maximizing productivity and minimizing repetitious error, re-work and waste.

Randall utilizes a variety of cutting edge systems to produce results.  Among them, Randall employs ISO 9000 as a “business model template"; a baseline for defining the business's method of operation, documented in Standard Operating Procedures and Work Instructions.  In doing so, hidden inefficiencies and ineffective practices are easily exposed.

Published studies illustrating the benefits of ISO 9000 implementation and/or registration are common.  One such study, conducted as a joint survey by the AIAG (Automotive Industry Action Group) and the American Society for Quality - Automotive Division—and based upon over 600 responses—was presented at the American Society for Quality 1997 Quality Conference.  This study, consistent with most, indicated the following average improvements:

Note:
Many companies will experience increased rework when the business model is first formalized and improvements begin.  This indicator reflects defective product that previously would have been passed on to the customer. As improvements are implemented and system refinements take place, this number will decrease as well.

Documenting and formalizing a business model prior to implementation provides extraordinary opportunities for operational improvement.  Additional, gains are realized through Re-Engineering, a complex process requiring the integration of a variety of technical and business skills, including:

• adding decision-support functionality to computer programming (allowing computers to anticipate repetitive "If-Then" decisions beyond simple default settings)
• fully utilizing data sharing tools such as relational databases and groupware
• integrating discrete business processes by replacing them with a unified process and
• speeding a variety of transactions through the use of Electronic Data Interchange (EDI)

Mr. Randall’s big-picture ability to evaluate operational situations and determine the shortest path to the best solution while circumventing obstacles has allowed him to successfully reform many of the systems and processes of companies such as Electro Rent Corp. (the world's largest computer rental/lease company), Almo Corp., Bell Microproducts, Micro Typing Systems, Inc., MK Centennial Engineering (an international design and construction management company), and TradeMark Computer Systems.

As a result of his observations regarding the best and worst management strategies and ISO 9000 implementation practices from the hundreds of companies he has audited or consulted to, Mr. Randall was inspired to write a book designed to provide readers with a streamlined implementation plan which could dramatically increase quality and revenues while cutting rework, waste and other superfluous costs.

Utilized by businesses, universities and a variety of prestigious organizations, “Randall’s Practical Guide to ISO 9000” (now in its third printing) is considered to be a definitive handbook for implementing ISO 9000 in a manner which provides all the benefits intended by the standard while bypassing potential pitfalls, shortening the timeline for implementation and registration, and cutting costs.

 Many companies attribute their speedy ISO 9000 certification to the use of Richard Randall’s book.  For instance, jet engine maintenance is a traditional cost of doing business for the airline industry.  In 1996, United Airlines decided that their Jet Engine Maintenance Division (located at San Francisco International Airport) should offer its services to its competitors.  ISO 9002 registration became a critical success factor in United Airlines’ ability to enter that market. Utilizing more than 100 copies of “Randall’s Practical Guide to ISO 9000,” United Airlines’ Jet Engine Maintenance Division achieved ISO 9002 registration on their first attempt.  This noteworthy accomplishment instantly won United Airlines a large contract with Northwest Airlines, and propelled the Jet Engine Maintenance Division into immediate profitability.

NQA, USA (1993-1995):
Mr. Randall accepted the position of Southeast Region Director with NQA, USA, the world’s third largest ISO 9000 registrar in May, 1993.  Since that time, Mr. Randall has performed over 450 formal ISO 9000 assessments involving more than 150 companies, including: NASA (JSC-RITF), Alpha Technologies, AxiOhm, Berry Plastics Corp., BioRad Laboratories, Canon, CPI Plastics Inc., Decibel Products, Digital Transmission Systems, EcoLab, Inc., Evans Industries, Fluke Co., GE Capital Technology Management Services, Gilbarco, Graybar Electric Company, Grayson Electronics Co., Lambda Electronics, Limitorque Corp., Lockheed Martin, Munters Corp., Raytheon Systems Co., Sanmina Corp., SGS Control Services and TTI Testron.

GE Electronic Services  (1986-1993):
Having begun his career with GE Electronic Services as a metrologist (calibration specialist) in 1984, Mr. Randall advanced through the ranks to become National Quality Manager for GE Electronic Services in July, 1990.  At that time GE Electronic Services consisted of 20 individual instrument calibration and repair facilities located throughout the United States.  Using a highly de-centralized business approach, each facility operated independently with little assistance or support from headquarters.  Individual facility managers were expected to develop their entrepreneurial skills by operating each site as if it were their own business.  This strategy produced inconsistent operational results at the local level, prohibited the business from taking advantage of opportunities available at a national level and unnecessarily restricted the effectiveness of the sales function.

With the authority and opportunity to implement his initiatives—which were more consistent with those of a Chief Operating Officer—Mr. Randall’s actions took GE Electronic Services from a break-even business with a 0.3% average return on sales (at the end of the first half of 1990) to a 7.8% year-to-date average return on sales by August 1991 (achieving an 11.1% return on sales for the month of August).  The return on sales continued to climb exceeding all records set during the history of the business.

During his tenure as National Quality Manager, Mr. Randall changed senior management’s paradigm of the business from a local/regional focus to a broader, national perspective.  Capitalizing on this paradigm shift, Mr. Randall:

• Reduced the amount of piecework subcontracted by compiling a “Service Center Capabilities Matrix” and requiring service centers to utilize each other's services wherever possible.  This program saved GE in excess of $100,000 during its' first year.
• Developed regional “Super Centers” with extended capabilities.  This program allowed, for the first time, a nationally focused cost/benefit analysis to be performed when evaluating the acquisition of new instrumentation.  Benefits of this program included a reduction in the number of subcontractors from more than 300 to fewer than 40.  Through utilizing shared resources available at the regional level, local service centers are now able to bid for contracts previously beyond their technical capability.
• Introduced a service supplier management program whereby supplier quality audits are shared between GE business units. This program further cut supplier management costs by more than 50%.
• Utilized ISO 9002 as the template for developing a formal, documented business model for GE Electronic Services.  The business model included standardized procedures, work instructions and forms used throughout the company. Benefits of this program included improved communication and consistent cross-functional training of employees.
• Standardized training criteria allowing service centers to more effectively exchange skilled employees at the national level, as their localized workload demanded.  This larger pool of skilled technicians enabled GE Electronic Services to bid for lucrative specialized work with clients who have nationwide needs.
• Supported Sales and Marketing functions by standardizing the services offered throughout GE Electronic Services—developing “Service Briefs” describing those services and creating customer educational material.  These efforts assisted Sales in attaining the highest dollar volume in orders ever achieved by GE Electronic Services.
• Capitalized on the cumulative consumption of parts by the business at a national level, negotiating significantly discounted volume purchasing agreements with national electronic component suppliers. Achieving such discounts would not have been possible by any single local service center.
• Directed the GE Electronic Services Transportation Division (two facilities) through the process of achieving M-1003 certification, resulting in significant business contracts from CSX Transportation.
• Directed all 20 service centers through the process of achieving ISO 9002 registration. Each facility achieved registration on its' first attempt.  Mr. Randall negotiated ISO 9000 registration fees based on the certification of the entire business division using a multi-site assessment plan rather than individual registration of each facility.  This approach reduced the ISO 9000 registration costs by 70% compared to seeking registration on a site-by-site basis.
• Assisted other GE Divisions and business units in implementing ISO 9000 quality systems.  Other business units included: GE Rental/Lease, GE Computer Service, GE Electronic Services of Canada and GE Medical.

Recognized for achieving these results, Mr. Randall received individual performance recognition awards in Dec. 1990, Sept. 1991, Feb. 1992, May 1992 and March 1993 in addition to receiving GE Electronic Services highest form of recognition, the “Winners Circle” award in 1991 and 1992.

GETTING RESULTS:
Experienced in assisting both manufacturing and service industries, Mr. Randall's approach toward operations management is bottom-line results oriented.  Expectations, responsibilities and levels of authority are not only established, they must be documented and clearly communicated to all personnel.  Managers and Supervisors are held accountable for all areas in which they have been assigned responsibility.

Throughout Mr. Randall’s organizational assessment, managers and supervisors are taught to differentiate between unique or isolated problems and systemic, recurring problems.  Problems that are either improperly classified or are inappropriately addressed retard a company’s efficiency and growth—forming an “organizational learning disability.”  Therefore the ability to manage problems and implement effective decisions are critical success factors in every business.  Mr. Randall’s methods include assisting companies to implement a streamlined and effective corrective action/problem management system, facilitating that company’s evolution into a learning organization, the importance of which is discussed by visionaries such as Peter Drucker in The Effective Decision and The Effective Executive, Stephen Covey in The Seven Habits of Highly Effective People and Principle-Centered Leadership, Al Dunlap in Mean Business, Peter Senge in The Fifth Discipline and W. Edwards Deming in Out of the Crisis.

Applying Eli Goldratt’s Theory of Constraints (as described in The Goal), Mr. Randall teaches managers and supervisors how to identify and eliminate operational bottlenecks.  As improvements are realized, production cycle time decreases.  These powerful concepts can then be exported to other functional areas of the business where the cumulative effect is a dramatic reduction in the overall cash-cycle (the period of time from when an order is accepted until payment is received for the product or service supplied).

Since Mr. Randall's experience includes the management of multi-site operations, his ability to ensure that each site is aligned with corporate strategic objectives historically ensures both local and regional long-term success.  Each site must understand its specific role in contributing toward corporate objectives, allowing the entire organization to enjoy strategic and tactical business opportunities available at regional, national and international levels.  And adherence to corporate objectives enables performance between sites to be quantified and improved upon.

Focus on Manufacturing
In a manufacturing environment Mr. Randall considers a variety of agile/lean manufacturing techniques, determining the "best-fit" for an optimized demand-to-productivity ratio requiring either:

• high volume assembly lines (large lot, small variation)
• manufacturing cells (small lot, large variation)
• a combination of high volume assembly lines supported by low volume manufacturing cells (dependent upon product lines)
• a high volume assembly line supplying multiple manufacturing cells—an approach used when a standard base product is customized with multiple user options/configurations

Many businesses still utilize high volume assembly lines even though their products have been segmented to meet the needs of a highly diverse and demanding customer base.  The more diverse a manufacturer’s product offering becomes, the more inefficient high volume production lines become as a result of the increased frequency in change-over (i.e. increasing cumulative set-up time) and parts variation.

At some point, small manufacturing cells specializing in single piece flow become more efficient for certain products.  Experience has shown that most manufacturing companies operate at optimal efficiency by utilizing a combination of high volume (large lot, small variation) assembly lines supported by low volume (small lot, large variation) manufacturing cells.  In addition, many manufacturers receive dramatic benefits by employing Continuous Flow Manufacturing (CFM) and aggregate planning techniques, which should not be overlooked.

Once a production strategy is determined, Mr. Randall evaluates the best possible approach to reduce inventory and Work-in-Process (WIP) through the use of:

• Kanban (a system developed and utilized by Toyota)
• ConWIP (Constant Work-In-Process) and/or
• Hybrid Kanban/ConWIP Systems

Focus on the Service Industry
In addressing service industries, Mr. Randall’s typical approach entails evaluating the design, planning, scheduling and allocation of resources.  Where applicable, Mr. Randall reviews the coordination of service delivery.  Additionally, Mr. Randall works with management to integrate market research with customer feedback, ensuring management clearly identifies those service aspects which are most important to their customers.

Utilizing the Shewhart PDCA (Plan-Do-Check-Act) cycle as an integral part of the business model, Mr. Randall formalizes documented service briefs and establishes service performance standards to create a foundation on which to improve the efficiency and effectiveness of service operations.

Both manufacturers and service industries have benefited from the breadth of Mr. Randall's experience.
 
CONCLUSION:
As a company evolves, so do its system and management needs.  Utilizing contract management can supplement an organization’s needs for expertise, ideas, new methods and accountability.  Expert contract management can drastically decrease an organization’s costs and timeline for refined system implementation, while eliminating the organization’s risk since the contract manager is utilized on an as-needed or performance basis.

Richard C. Randall has demonstrated a unique and powerful ability to perform root cause analysis, simplify complex problems and design new and efficient systems that produce bottom-line results.  The breadth of his experience and the variety of available change methods and systems in which Mr. Randall is competent make him a potential asset to any management team desiring guidance or assistance through a position of need, transition or growth.