Asa Bour Email & Phone Number

Findlay, Oh, Us

Findlay, Ohio, Us

Cultivated and mentored a dynamic team, successfully transitioning members from support roles to Software Engineering, enhancing team capabilities and versatility.Championed a quality-centric approach, resulting in more robust and reliable solutions over quick fixes.Initiated continuous integration and championed unit testing practices, leading to improved software reliability and quicker issue detection.Paved the way for the organization's adoption of the Scaled Agile Framework (SAFe), streamlining agile practices and enhancing team collaboration.Proactively addressed and minimized technical debt, reinforcing software integrity through weekly code reviews and a meticulous quality checklist.

Findlay, Ohio, Us

Enterprise Asset Management (EAM) is the process of optimizing the lifecycle of physical assets from cradle to grave. The EAM process includes the specification, construction, operation, maintenance, management of outages (e.g. turnarounds) and decommission of assets. I am responsible for the delivery of EAM business processes, solutions, and data. Accomplishments:Established an enterprise asset management data-driven culture (built upon high quality master data).Cleansed, extracted, transformed, and loaded data (from 3 separate ERPs) into one standard ERP. Standardized equipment and failure codes using an industry standard ISO-14224 taxonomy.Loaded 100% of the Work Centers, Classes, Characteristics and FLOCs ahead of schedule for System Integration Test (SIT) 2.Loaded 11MM EAM master data records; achieved successful load rate of 95+% for SIT2 and 99+% success rate for SIT3.Loaded 130+M work order records with 76+% success rate for SIT2 and 94+% success rate for SIT3.Championed and delivered EAM data validation signoff strategy with named primary and secondary data validators for the 19 EAM data objects.Championed and partnered with business partners to focus on shareholder value and distraction elimination to keep project on scope, quality, and time.Noted during 2021 mid-year performance evaluation for “providing opportunities for employee growth and development through assignments.”Noted for giving staff “opportunity to work with leadership” while granting right level of oversight and help.

Findlay, Ohio, Us

I led the digital transformation of three prominent companies: MPC/MPLX, Andeavor/Andeavor Logistics, and MarkWest, seamlessly integrating them into a unified Plan for Reliability solution landscape. Following this, I assumed leadership of the entire Enterprise Asset Management (EAM) domain. EAM represents a holistic approach to streamlining the lifecycle of physical assets, from specification and construction to operation, maintenance, outage management, and final decommissioning.Accomplishments:Efficiently combined the top features of MPC/MPLX, Andeavor/Andeavor Logistics, and MarkWest's systems (within SAP ECC, SAP S4 1610, and Oracle) into a cohesive EAM solution using SAP S4 1909 Plant Maintenance.Transformed disparate midstream and refining business processes into standardized enterprise-wide processes.Collaborated with business partners, development teams, IT support, and foundational teams to design 24 essential integrations.Delivered effective EAM business processes, solutions, and data structures.Established an enterprise asset management data-driven culture (built upon high quality master data).Devised and led a data cleansing hub strategy, consolidating and cleansing data from three distinct ERPs into a singular, unified ERP system.Orchestrated and executed an EAM data validation sign-off strategy, appointing primary and secondary data validators across 19 EAM data objects.Harmonized equipment and failure codes in line with the ISO-14224 industry standard taxonomy.Promoted a strong emphasis on shareholder value, ensuring project alignment in terms of scope, quality, and timeline while minimizing distractions.

Findlay, Ohio, Us

My team supported SAP's "Plan to Repair" workstream, OpenText Document Management tools, and various Engineering tools.Accomplishments:Noted on 2018 performance evaluation that “the Galveston Bay Refinery One Warehouse effort delivered 28,000 hours of productivity savings” and “the iTAR [Turnaround Execution] project is on track to deliver over $14MM in value.”Noted for being “pushed to do more with less and [that] his team was successful.”

Findlay, Ohio, Us

In partnership with the Supply, Distribution & Planning (SD&P), Pricing, and Marketing teams, my team crafted high-value IT solutions, establishing ourselves as the leading IT liaison for the SD&P and Pricing divisions.We completed a series of significant projects with the objective of modernizing our software platforms and retiring dated mainframe applications. Our next-generation applications were crafted to optimize market value capture. Designed for adaptability, they equipped our business partners to nimbly navigate changing business environments. Emphasizing intuitive design, these applications guaranteed a seamless user interface on all devices.Transitioning from legacy batch processing, we adopted a message bus architecture. This change accelerated data flow, fostering quicker and more insightful decision-making. With real-time data streaming, consistency was enhanced, reducing the data 'staleness' that previously arose from batch job discrepancies. This evolution bolstered our business partners' confidence in data integrity, leading to more strategic and effective decisions.Accomplishments:Achieved CIO scorecard stretch goal by delivering Pricing Allocation during Q4-2017 using Agile Scrum. Noted on 2017 performance evaluation that “this project is MPC IT’s largest and most significant project to have Agile [Scrum methodology] process applied.”Allocation Manager system delivered significant hard dollar business value during Hurricane Harvey and Irma supply disruptions.

Findlay, Ohio, Us

I was the Data Lead for the Frontier project, overseeing the implementation of SAP's Plant Maintenance, Inventory Management, and Warehouse Management modules. My diverse team comprised 6 system integrators, 1 contractor, and 8 business representatives from Refining, Marine, Speedway, Terminal, Garage, and Pipeline.For each business unit, functional specifications were written that defined the extract, transform and load (ETL) process for each data object. A review process and quality assurance checklist was developed to ensure that documentation was consistent, complete and up-to-date (with change requests). Final approved documentation was placed into Solution Manager for long term retention. Data from many distinct source systems was profiled and evaluated using Business Objects Data Services (BODS) and Excel. Effective collaboration was achieved between the project team and source system data owners via a data profiling scorecard. The preferred strategy was data cleanup and enrichment within the source system. After each phased release lessons learned were discussed and data profile tests were extended and improved. This iterative approach of profiling and cleaning made the ETL process much smoother. It eliminated surprises and cascading data load failures due to predecessor data objects failing to load.A detailed cut-over plan was developed for each release. It defined the ETL sequence for data objects across business units. There were 5 major releases during 2014 and over 3MM records were loaded with a 99.67% load success rate. A business sign-off process was embedded within the cut-over plan. Sign-off documentation for each data object included details that facilitated the verification of accuracy and completeness for both dress rehearsal and production data loads. Frontier Project was delivered on time and on budget.

Findlay, Ohio, Us

I served as the Technical Lead for the Frontier Project, overseeing the definition, implementation and, rollout of SAP's Plant Maintenance, Inventory Management, and Warehouse Management modules. My technical team was a blend of Marathon Petroleum personnel, consultants from Tek Systems, and system integration experts from HCL Axon and SAP. During the design phase, our team counted 12 professionals, which expanded to over 50 during the build phase. My responsibilities included interviewing, onboarding and managing people, approving timesheets, crafting project plans, and overseeing the offboarding of these resources.A significant contribution of mine was architecting the quality assurance process for custom development objects. This process ensured that the functional and technical specifications were clear, consistent, well written and up-to-date in Solution Manager. This process certified that the technical, functional, integration and end user acceptance testing was appropriately documented in HP Quality Center (HPQC). This quality assurance process also included software code reviews and walkthroughs with developers. Checklists were built and used to ensure consistency and that past defects weren't repeated. This process required extensive cross functional and technical team collaboration but lead to high quality objects that were delivered on spec, on time and under budget.

Findlay, Ohio, Us

I held the position of FRI-WEP (commonly referred to as RICEF) Lead for the Frontier Project, which was centered on replacing the Computerized Maintenance Management System (CMMS).I assembled a stellar team, played a key role in streamlining the design, and steered collaboration towards the most valuable custom development objects. At the outset, the project had over 600 proposed custom FRI-WEP objects. In close coordination with stakeholders across MPC's six business units, I endeavored to gauge the business significance of each object. This meticulous approach led to a strategic narrowing down of the custom development list to the pivotal 180 objects.My primary focus was on the integration objects, owing to their complexity. I crafted VISIO diagrams to depict their intricate interconnections. Acknowledging the phased nature of the project and its spanning over multiple years, I curated a set of diagrams, with each corresponding to distinct project phases. These graphical tools proved crucial in enhancing understanding and facilitating robust communication both within the FRI-WEP contingent and with other SAP project teams and legacy systems.The FRI-WEP team, which included Marathon Petroleum staff, consultants from Tek Systems, and integration experts from HCL Axon and SAP, comprised 12 professionals during the blueprint phase.

Findlay, Ohio, Us

I served as the team lead for onsite refinery business analysts, developers, and integrators across Marathon's six refineries. My primary focus was to deploy and nurture talent, ensuring they dedicated their efforts towards tasks of highest value to both individual refineries and Marathon's refining system at large. My overarching objective was to foster cohesion between onsite and corporate refinery IT personnel, enabling them to function as a singular, efficient unit. I spearheaded the initiative to identify subject matter experts for both corporate and local applications, resulting in enhanced alignment and communication. With this clarity, the team could swiftly pinpoint the right expertise and collaborate seamlessly.A significant achievement in 2011 was our commitment to consistent identification, documentation, prioritization, and execution of value delivery. The most crucial projects and requests naturally took precedence. That year was characterized by our focus on essentials, with a discerning approach to prioritizing tangible benefits over less impactful initiatives. This rigorous method led to documented savings exceeding $250,000 during 2011. The ripple effect of our strategy was evident in consistent increments in both productivity (soft dollar) and tangible (hard dollar) savings each quarter of that year. I also had the privilege of mentoring my successor in the art of cost-benefit analysis, ensuring that this momentum continued.

Findlay, Ohio, Us

I served as the primary “IT account representative” for Marathon's downstream reliability, inspection, and process safety management (PSM) programs. My role entailed orchestrating the prioritization of all project initiatives and change requests across these domains. To achieve this, I collaborated closely with specialized advisory groups dedicated to distinct disciplines, such as fixed equipment, instrumentation equipment, and electrical equipment. These groups encompassed representatives from all six of Marathon's refineries. Building and nurturing strong relationships with both the leadership and members of these groups was pivotal, and I'm proud of the rapport and synergy we achieved together.

Houston, Texas, Us

- ActiveX / Java Issue Resolution For External Websites (specialist)- Automated SOX Security Review (developer for reliability applications)- Contractor Tracking ASP.NET Web Application (lead developer)- eRoom Collaboration Tool (team lead)- Handheld / PDA Think Tank (team lead)- Internet Explorer 6 Customization & Roll-out (specialist)- Keep In Touch Government Relations (specialist)- IT Portal Role Advisor (specialist)- MaraJOB Internal Job Posting System (team lead and lead developer)- Maximizing Performance & Growth (lead developer)- Microsoft .Net Evaluation and Strategy Team (team leader)- Org Publisher (team lead)- Performance Commitments (team lead and lead developer)- Staff Support Benchmark (lead developer)

Software development, quality assurance and testing

Mmba: Minimba, Business Administration And Management, General

Bachelor Of Science, Systems Analysis

Computer Science