In this role I had many duties contributing to the expansion of our PLM solution.1. Owner of the Enterprise Change Process2. Owner of the Bill of Material Process and Standard3. Responsible for Operational Change Management content and training4. Transitioned our support content to a Digital Adoption Platform WhatFix5. Lead and participated in bi-weekly harmonizations meetings across our 14 different business units6. Level 3 support for our business units on Windchill7. Established KPI’s and reporting using Power BI

In my role at Franklin, I am the sole person responsible for supporting our engineering tools globally. That equates to around 600+ employees. Besides making sure all tools stay up to date and running I am responsible for managing the PLM Roadmap. This requires me to work closely with the Business to identify where improvements to processes and tools can be made. To make sure we are getting all the value out of the software we own and the right place to expand our software buy. I also work with other users in the IT department to improve the rollout and basic support of my tools.Some Key Projects I have complete are:1. Moving our Change Notice System to Windchill from a home-grown system. We successfully move all locations and users to this solution at one time. All at the start of the COVID Pandemic. This required me to get creative with training and onboarding. This is the first time in company history all locations are on the same CN system. During the project we went from 400 unique workflows to one common one that followed the out of the box solution in Windchill2. Identified information in our ERP system that we could use to make our CN team building process dynamic based on the components selected. To do this we built a one-way integration from our JDE E1 system with Thingworx to update data in Windchill every 6 hours3. Implemented a Thingworx tool call "Global Part Numbering". This mashup would create content in Windchill and set the items up in our ERP system all at once. This was a next number type system. IT would validate the next number in line was not already used in either system before setting it up. We also took the opportunity to standardize our naming conventions in the Noun, Adjective, Adjective format. Doing this also allowed us to automatically classify our parts in the system4. Secure data transfer was a project where we rolled out security labels and agreements to give vendors access to files with Thingworx Navigate

I am the global CAD administrator for Midmark. I am responsible for the business and system administration of our Windchill system as well as user support for Creo. In my time here I have run many projects. One project was upgrading from Wildfire 5 to Creo as well as doing a hardware upgrade at the same time. Another upgrade was our recent switch to Windchill 10.1 from 9.1. Another achievement of mine was the purchase of SmartAssembly by Sigmaxim. With this tool I have been able to create apps and remove mapkeys within Creo to a time savings of 2400 hours annually. I have worked closely with our co-ops on training and mentoring in Creo and Windchill. And have recently been given another function of Global Process Owner for PLM. I am currently on 2 FDA teams focusing on Document Control and Risk Management.

I worked in the Tier 3 Support group, supporting Creo and Windchill. I helped support 6800 users worldwide. While working at Deere I was also on a project to communize Creo deployment globally. I did data mining and communization of local configuration files to get from 25 to 5.

I am currently working with Wildfire 3. Doing cost savings, quality issues, and new product development. I have been assigned to be the CAD Admin as well. I update and maintain Modelcheck and Intralink now Windhill. While I have been here I have help convert from SDRC to Pro/E as well as roll out RSD and the use of Wire Harness and was part of a migration team for windchill 9. I have also given training in Intralink / Windchill and Pro/E to other users. I have created modelling standards and procedures to follow.

I was put in charge of new product development. Both the design and manufacturing sides. I was asked to purchase hardware as well as software. Meet with vendors on designs in the area of castings and fixtures. I was a teacher of Pro/E both basic and advance. Improved cost and production time. Was involved with prototype building as well as fixture building. Over saw 3 engineers and was involved in testing. Performed 8D’s as wells as Process FMEA’s, Design FMEA’s, Control Plans, and Process Flow charts.

Work on the production of equipment that is used to make and put together glass windows for residential homes. I was brought in to help finish up a project after the last contractor had left. This was mainly doing drawing detailing. When that project wrapped up I moved on to two other projects. One was to take a 48” wide glass washer and expand it to handle two other sizes. The original design was in AutoCAD so I migrated it over to Pro/Engineer while also improving the design to handle the larger sheets of glass. The other was to support a conveyor belt pro/program tool that was driven from a layout.

I worked in the chassis department. I was required to do new product development as well as some product support. I helped develop an application in Pro/Engineer that talked to their ERP system to automatically generate frame rails based on orders. There were two parts to this, one in toolkit the other in Pro/E. I worked on the Pro/E side of the project. I also worked on initiatives for cost and weight savings. During this time I developed two new toe hooks front and rear that cut cost and weight drastically. I also developed a new composite crossmember that I was awarded a patent for.