As discussed in maintenance management, manufacturing, and plant management; Expert has experience and "hands on" training starting with tooling, engineering, floor activities, production, materials, and process. He has completed with honors the "share the knowledge" program as presented by General Electric for plastics. This program was developed to "train the trainers" with the intent to teach the complete plastic conversion process to all users of plastic resin. Expert was also responsible to implement a complete Quality System in the new startup General Motors facilities in Reynosa Mexico, complete with process and auditing standards. He was given special accommodations for this activity. These standards were later adapted by Corporations that Expert was employed by since retiring from General Motors.

Vendor control or supplier development is crucial to the success of any operation. During Expert's career in General Motors, he was assigned to Central Purchasing as an internal consultant to evaluate and review suppliers. This was closely monitored by the Supplier Control procedure within General Motors. Expert traveled to various states and into Mexico to evaluate and assist suppliers; given any Quality or delivery issues. He was also charged with finding new and improved suppliers with any special process or product that would enhance General Motors product lines or designs. As the plant manager and later Director of Operations for several plants, Expert was responsible to develop and monitor his supplier chain. This was facilitated by following the General Motors supplier development procedure and implementing procedures and metrics as discussed in standard operating procedures section.

The workforce management system that Expert has partially referred too under standard operating systems section is as follows. First, all meetings must correlate and support each other; which in turn will create the workforce management system. They should start with shift transfer meetings conducted by the shift supervisor or leader and Quality Control. This information should be compiled and used during daily Staff and production meetings to quickly identify any open issues. The daily Staff/production meetings should support a Weekly Quality Operating System (QOS); which in turn will support the monthly Corporate report out. The metrics should be as follows: 1. Financials as related to total sales, material, delivery, and labor. 2. Sales forecast. 3. Asset management. Human resource issues. 4. Customer satisfaction. 5. Plant performance metrics.