During Expert's career, he was selected to participate as at team member, when employed at General Motors, to evaluate the "best in class" global manufacturing companies. This resulted in the "Ten Commandments" discussed under operation management. The AT Kearney consultant group of Chicago lead this activity. The team traveled throughout North America, Asia, and Europe to develop these metrics and measurables. These metrics were reported out to top management as the basis for improving manufacturing within General Motors. One of the areas of interest was "organization structure" of "best in class". This study is the foundation for Charles, coupled with his work experience, to redesign organizations he was responsible for. Expert's first task was to always evaluate and access all personnel, especially staff, to create the best possible team for success. His ability to accomplish this was especially evident during his assignment to the Mexico City Sarna facility. Within (8) months, the P&L went from negative to positive. Organization redesign was critical to achieve this this.

This is probably one of Expert's strongest areas of expertise. In 1999, he was assigned to a large tier one supplier plant that was plagued with Quality, delivery, and overall performance issues. His assignment was to identify all "hard and soft issues", then develop a recovery plan. It quickly became evident that the primary issues were the plant manager and some selected staff. Expert was empowered to make all required changes and was assigned as the plant manager. The metrics and measurables discussed in organization redesign were implemented. Within (6) months the plant had been removed from Fords Q1 Quality concern list and had exited from GM's top focus program. The P&L had improved to Corporate budget requirements. As a result of this activity, Expert was promoted to top "turn around plant manager" for the Corporation.

As reviewed in the plant management manufacturing management sections, Expert was assigned as a specialist to visit several different plants and review plant operation process and procedures with local plant management. He was empowered to implement standard operating metrics and measurables developed during his employment at General Motors and the AT Kearney project, as modified for the current Corporation he was employed with. These metrics and measurables were the standards to developing the overall Corporate Budget and Strategy. All plants were to have the same Vision, Strategy, Objectives, and Goals that supported Corporate budget and each plant product line. Expert was promoted as result of this activity.