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      CONTRIBUTING RE.ENGINEER Harold Ross CHALLENGE Our team had a systemic challenge with Non-conformance reports (NCR's). The issue was that the manufacturer/supplier continuously produced improper Certificate of Conformances (CofC's). The CofC's are documents certified by a competent authority that the supplied good or service meets the required specifications. If something is incorrect with the CofC or the packaging, we cannot accept which causes waste (delays and inefficiencies to our work process). SOLUTION I collaborated with a team of cross-functional experts from each department to implement an interim process in where the manufacturer /supplier could scan and send the CofC's prior to delivery. The team is working on a more robust and substantial approach to reduce NCR’s by 100% which is most likely involve more than one process. Until then, scanning-in a document is simple and addresses the root cause. When you are interacting with multiple vendors it’s not easy to get them all to agree and complete the process in some form of consistency. This short term solution enables us to overcome this challenge. RESULTS So far, this implementation has reduced our NCR's by 30% and increased efficiency by 70%.


      CONTRIBUTING RE.ENGINEER Jake Harrell CHALLENGE An distribution operation shipping facility was challenged to meet their contractual obligation of shipping outbound loads at 99% on time rates within a 24 hour period. This center processes over 100 full truckload shipments per day and the business has consistently missed their target metric week over week for the pas 16 weeks. Their customers were dissatisfied and the business was at risk for losing them as well as tarnishing their reputation. SOLUTION The operators utilized an RF unit which produced tasks directed to each employee and their location. The operators were required to scan a barcode on the box to verify the correct item, which them directed them to stage the product on the dock for shipment. Ultimately, the operators are supposed to scan a stage barcode to verify that they are placing product in the correct location. As the Six Sigma Black Belt project began, it was discovered during a process walk that the operators could manually type in the stage barcode and set the product anywhere they want to. Introducing a hidden key within the stage barcodes means that operators could no longer circumvent the process; they must physically be in the correct location to set their product down and continue working. Every order is verified to be correct to the purchase order by an auditor. This was the challenge that was making loads ship late. Auditors consistently would come up short or over and this was solely due to the circumvention of the stage verification process. Also to note, the #Pareto chart revealed that 97% of the work process failures for on-time shipments of materials was driven by product that is incorrectly staged. RESULT Once the new barcodes were installed, audits started to take less than 5 minutes and started to have 0 defects within a 24-hour period. Since the implementation of the process, the work cell has never failed to meet this contractual obligation since. IMPACT 23% reduction of cycle time


      Sam Walton, the founder of Walmart, was famous for telling people that he never had an original idea in his life. He recognized he value of "stealing" good ideas. Even Steve Jobs was quoted for saying "Good artist copy, great artist steal" and then he went on to enable his company to become the first $2 trillion U.S. company! There are literally thousands of books, articles, and videos designed to help you succeed. Use them! With the advent of the internet, many companies are even offering free software tools and templates immediately available for download. Professional consultants and coaches are also flooding the market with free advertising content that funnels in potential clients. Use those too! Obviously there are some rules that are important to know before you steal or leverage value, and we've partnered with Jake Harrell, author and supply-chain professional, to guide us through identifying when it is ok to steal. Jake is well-versed in operations management, Lean Six Sigma, and continuous improvement, and he is focused on using his expertise toward helping other professionals learn excellence. This #stealing and #leveraging #hack is only a portion of solutions from his latest book, "Chasing Excellence" which will be available on Amazon on 8/31/2020. If you have a barrier keeping you from excellence, then this book will help you shift your perspective and break through to a solution, rather than focusing your attention on the barrier alone. Connect with Jake on LinkedIn. The single most powerful thing you can do for workplace culture is to remove the need to ask for permission. Jake Harrell DOWNLOAD THIS HACK! Keep scrolling to read the #stealing #leveraging #hack.

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      Re engineer is a community of professionals that . collaborate & share solutions. ​We serve as a bridge between professionals at all levels and all of our professional development content helps our community members to achieve career success. ​ we choose to CHALLENGE THE STATUS QUO BY living like there is no box. SEE WHO WE ARE JOIN OUR COMMUNITY RECENT FEATURES RECENT HACKS RECENT STORIES differentiatedlearning2_1 (1) Lessismore DSPOT3 Ashalim Solar differentiatedlearning2_1 (1) Lessismore DSPOT3 Ashalim Solar REUP TV Play Video Play Video 00:54 Trending Leader Calvin Campbell Play Video Play Video 01:37 Trending Leader Dr. Eli Joseph Play Video Play Video 00:45 Trending Leader Almashea Spotser Play Video Play Video 01:54 Trending Leader Sam Ross Play Video Play Video 02:24 One Year Anniversary Play Video Play Video 02:19 Trending Leader Pamela McCray Play Video Play Video 01:46 Night-vision Play Video Play Video 01:37 Trending Leader Dr. Eli Joseph


      Collaboration matters. Collaboration matters because it brings people with different backgrounds, skills, expertise, and perspectives together to brainstorm ideas, overcome obstacles, and utilize creative problem solving for the betterment of society. ​ Creative Collaboration Communication creates clarity. Our relationships are partnerships, with a common goal of (re)engineering success through well-planned and well-executed strategies. Radical Collaboration Intentional collaboration requires us to focus on mutual gains while also challenging the status quo. We aspire to break down barriers so that we can live like there is no box. Valuable Collaboration We believe that there is power in working together and collaborating. This belief opens up the door for delivering more value in industry and in our professional lives. mEET THE FOUNDER Shadrach Stephens is an Award-Winning Engineering Leader, Community Advocate, Mentor and Founder of ​ Shadrach has made an impact within his profession by creating value in every role that he has served in. As a Reliability, Maintenance and Engineering Leader he develops and energizes teams that are committed to changing the current reality and are focused on delivering value. Throughout his entire career, his improvement teams have generated over $90 million of value creation. Shadrach is a native of Baton Rouge, Louisiana and 2003 graduate of Southern University and A&M College where he earned a Bachelor of Science degree in Electrical Engineering. He has been married to his wife Marie Smith-Stephens for 14 years and they both enjoy volunteering in the community and traveling with their son Mekhi and daughter Moriah. He began his professional journey in 2003 and has progressed from several engineering roles for several Fortune 100 companies to where he is now, Global Improvement Leader and Reliability Director for the Environmental Technology Center, Dow Inc. Shadrach joined Dow Inc. in 2007 and has held positions ranging from Reliability Engineering to Maintenance & Reliability Leadership. In 2009, he had an opportunity to partner with a faith-based organization to provide project leadership in the execution of a $6.5MM community center in Houston, TX. Throughout his career, Shadrach has established reliability and improvement programs that have made significant impact while also innovating new technologies and work processes to deliver bottom-line growth. In his latest combined role of Global Improvement Leader and Reliability Director he supports the capital and reliability improvements for 15 sites and $6B of physical assets across the world. Outside of his corporate engagements, Shadrach started the initiative, which is a community of professionals that collaborate, share and leverage value added solutions and innovations. As the founder, he aspires to create a bridge between advanced and junior level professionals, one that enables them to leverage solutions, techniques, innovation, technology and overall leadership perspectives. At its core, is to radically change and improve a challenge or opportunity so that more value can be realized. ​ Value Does Not Have Any Color is powered by professionals that possess an array of skills from all walks of life. We are most proud of our diverse background, our vast expertise, and our reach across all industries. Can I join ? To be a, one must have the right balanace of creativity, evidence of challenging the status quo, be an out of the box thinker, believer of innovation, & support of continuous improvement. mEET just a few of our collaborators

    • 1st_project | Reengineer

      less-is-more 1/1 SCOPE DEVELOPMENT... LESS IS MORE Contributing Millicent Gilmore CHALLENGE ​Sometimes, when a solution is needed, engineers can run towards the Cadillac when a Corolla will do! In my experience, improvements start with ideas but the ability to implement those ideas, tend to be driven by budget. This is why I advise the engineers who work for me to use Apollo Root Cause and when they are working on a sustainable engineering project, offer an ideal and a practical solution. When I say practical, I mean what can you do right now to achieve the goal using little to no money at all. Recently, there was a need to improve how we manage key fobs. There were elaborate ideas and some really simple ideas that were painful to manage. Key fobs had been getting misplaced or taken home mistakenly, leaving the site unable to restart our coater machines. It’s a new Lock Out Tag Out (LOTO) safety project that has been implemented but no one realized that the keys would become an issue. Some of the ideas were to use a vending machine, RFID tags, using a sign in and out form with supervisors managing this from their offices while the key box was next to the coater, etc. SOLUTION I asked everyone to think of our processes surrounding the coater and the access to the keys. Instead of making something new, let’s try to use something we have in a new way, even modify it if need be. The brainstorming session started to go downhill so I laid the following out of them: People forget the key is in their pocket and once their shift ends, they go home leaving the machinery locked out. It takes about an hour to track down the fob keys and if the key is discovered offsite, it’s another 30 minutes to disable that key and reprogram another key. This is 90 minutes of unplanned downtime with ever occurrence. That means lost production and decreased productivity. We go through 2 scanners to get in and out of our site. Operators badge onto the system to begin using the coaters. What can we do with what we have to ensure no one leaves the building with a fob key in their pocket? I’ve decided that the answer is to make it impossible to leave with a fob key. So the I.D. cards we use to gain entry and exit to our site can be used to stop anyone with a fob key from exiting by always sound the security alarm and preventing the gate from opening. Just takes programming and using what we already have in place. Those cards affixed to the fob keys will be programmed to always refuse exit and sound the alarm. Great way to manage the keys without spending much money! RESULT Results: ​We have eliminated downtime altogether from fob keys…we usually have over 28 hours of downtime each month and one hour of missed production costs the site $20k, yes $20k! So were are saving $560k monthly!! ​ Impact: $560,000 per month

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