Scott Harsen AKA Doc Harsen

From the Beginning...

The common theme in his career has been providing solutions to challenges. Like Forest Gump, Scott has worn a lot of shoes throughout his career.

Scott’s career started with General Motors, in Pontiac, Michigan at their Pontiac Assembly Plant. Scott continued to work in various assembly departments for a few months, at which time he transferred to the engine plant in the same facility. This was his first introduction to quality control as it was called at that time. He became an exceptional inspector and promoted many process changes and inspection configurations.

Shortly after his transfer Scott recieved his BS in Applied Statistics from GMI. The extra classes he took gained him teaching certification in Statistical Process Control (SPC). He became a certified instructor in advanced SPC. Scott was also heavily involved with management and the bargaining unit in establishing the "Team Concept". Scott was the first hourly Communication Coordinator at CPC. He met with suppliers to discuss quality issues, providing process control and capability with every shipment. He also worked with the food service company to upgrade their variety and quality of foods dispensed in vending machines in all canteens in the facility. In turn, GM remodeled the aged canteens.

A year later, Scott became certified in Value Engineering. This program was directed at an increased value to the customer by reducing quality concerns and the reductions of warranty repairs. His Value Engineering Team eliminated residual oil leaks on the L4 4-cylinder engine. He was often requested to consult with other teams that were held back with roadblocks.

When GM began plans to phase out the CPC Mainside complex, thus shutting down most of the plants. Scott took a buy-out from GM, and quickly found employment with Foamade Industries in Auburn Hills, Michigan. Scott was brought on board to help Foamade win their Q-1 award with Ford Motor. His title at that time was SPC Coordinator/Communications Coordinator. He quickly changed the existing SPC program from a long process of X-Bar and R charts to Individual Moving Range charts. The IMDR charting gave a faster process method for correcting out of control conditions and thus giving true process capabilities that would later be used for quoting new jobs. Three months after his changes, Foamade Industries successfully won the Q-1 award.

During this period, Scott co-chaired the Advanced Quality Planning Team, designed a computerized ADQP tracking system, computerized control plans, PPAP paperwork, FMEA (failure mode and effects analysis).

At the same time, Scott was working with management to implement the "Team Concept" and re-writing the philosophy statement. He taught SPC concepts, decimal math, and problem-solving to every department in the organization.

After his first year, Scott pointed out a needed organizational change. The QA department and manufacturing department needed a third party to participate in quality and data-driven decisions. Thus, Scott was promoted to Manufacturing Support Administrator. He began implementing new DOE's (Design of Experiments) and correlation analysis studies to reduce variance and find common cause variables.

As MSA, Scott implemented more SPC concepts to the shop floor in the die cutting and other attribute driven areas. These attribute areas became the foundation for more team related problem-solving programs to reduce attribute related defects and defect prevention.

Scott also implemented a quote by capability policy. This policy required the sales team and estimating department to use a database updated in real-time with process and material capabilities.

He was also actively involved with Foamade's computer system. He learned many programming languages and started writing code in his downtime to improve office producftivity.

Shortly after Scott's career took a big leap. He presented his vision to Foamade’s President regarding the computing future and capabilities. Scott became the IT Manager and began implementation of his vision. His team took the hand estimating process into a computerized cost and quoting system.

Scott and his team took the organization from a terminal-based system to a Windows environment running over a fiber network. It was also a time of major transition into the Client-Server world. He brought a trainer on board to help with training all employees in the use of Windows, Microsoft Office, and other software use. This also included a full T1 connection to the Internet behind a secure firewall.

When the Y2K issues were looming, Scott’s team was already ahead of the curve. The team implemented organizational system audits and conducted audits of critical suppliers to ensure they were in compliance.

The next step was to replace the entire ERP system with new technology. Scott co-chaired the ERP selection process team and began the implementation process of QAD. This was a challenging project. It would totally transform the existing legacy systems to a new technology. Scott learned every aspect possible in the new systems and began looking at future capabilities even prior to implementation. He even duplicated the implementation process in his home lab for testing. In his home lab, he created tools for data transfers for pre-loading critical data elements. These tools eliminated manual data entry errors and reduced implementation time.

After a successful launch, Scott directed his team in creating web-based wrapper apps to fill the gap where QAD’s standard system did not fit the organization’s needs. Some of these apps were used as benchmarks for other companies during ISO audits. Especially the app that certified ASN transactions prior to submission. Foamade was the only supplier using this technology as was noted by the OEM’s and ISO auditors. The list of custom applications connected to the QAD database written using .Net is very long. Here are just a few:

• ISO/QOS controlled documentation
• Preventative maintenance with alerts and scheduling
• Barcode labeling systems based on OEM requirements
• Gage calibration alerts and scheduling
• Advanced predictive sales reporting based on customer releases used for labor scheduling and executive reporting

Scott’s team also launched and connected other Foamade locations back to QAD by implementing a secure VPN, resulting in complete network integration with multiple locations.

The introduction and progress of new technologies implemented by his team resulted in Scott being promoted to Director/CIO. He instituted a new Disaster Recovery Planning Team. He brought interns on board for testing and retesting the DRP as a part of their internship with Foamade. In the eight years following, Foamade had zero downtime and no data loss.

Then came WOW – Wipe Out Waste....

In 2005, Foamade recreated their strategic plan. The leadership team brought in RED Strategy Group – Rapid Enterprise Development. RED, led by bestselling author Keith McFarland. Their process is guaranteed to increase sales and formulate a sound strategic plan - if followed.

At first, Scott wasn’t sold on the idea but was convinced after meeting Keith. With all the team-building and problem-solving training he learned and taught, Scott became deeply invested in the process. So much so, Scott began building his own system for a cost-saving program shortly after the training. He incorporated the rapid approach and many of the concepts Keith presented into what would become “WOW”. Something Scott had long believed in. You must measure and quantify everything to make correct decisions, according to both Scott and Keith. You must be data-driven and embrace the decisions made from the data.

One of the key items in the new strategic plan was cost control and reduction. The CFO, EVP Operations, VP Customer Care, and Scott coordinated the launch of WOW – Wipe Out Waste. Their approach was very different than other “cost-cutting” programs. It was built on the philosophy that a company cannot become profitable by cutting costs alone. Foamade was already profitable. WOW was used to increase the profit by eliminating waste.

The core team developed a process modeled from Scott’s adaptation of RED, Kaizen principles, and Six Sigma methods. Scott’s team also developed a detailed tracking and reporting system for WOW.

Scott on the right, presenting the kick-off of WOW to the leadership team. Also, on the left, guest Keith McFarland.

In its first year, WOW added more than two million dollars to the bottom line. WOW became an actual line in the general ledger and a major KPI (key performance indicator).

...And then the Crash...

Late in 2008, Foamade began seeing issues with cash flow. The banks were tightening credit lines, and the ability for Foamade to acquire raw materials became very challenging. Auto sales were crashing and Foamade had already made adjustments to overhead. In March 2009, the leadership team conducted meetings with major OEM customers, seeking relief by prepaying material costs. This move would help with the sky-rocketing costs of the petroleum based materials. All customers were on board, and then in the eleventh hour, General Motors backed out. General Motors was having its own cash flow issue. After that announcement, all others backed out. Foamade, in business for over sixty years, and out of creative solutions was closed.

The following day, Scott and two other executives were chosen to perform the wind-down of Foamade Industries.

The wind-down process required Scott to bring all IT assets to the headquarters in Auburn Hills, for a full clean and wipe routine. Everything had to be free of personal and company information before any equipment would be ready for auction. All information-based equipment not fit for auction had to be destroyed. He also had to maintain and keep QAD running along with the network infrastructure throughout the wind-down process.

Scott recalls the entire experience as haunting. Everyday he walked into an empty building where for twenty years, he built his career. The big orange building visible from I-75 was now dark.

As a final note on Foamade, Scott kept the QAD system running on his own system for more than two years.

Let there be light!

Years prior to Foamade closing, Scott started a consulting firm U-Pilot LLC. The firm specialized in application development, network installation/administration, Web development/hosting, and strategic planning using his WOW model.

U-Pilot had built a proprietary system for dynamic websites similar to other content management systems (CMS). However, the interface was much easier and was geared to the restaurant and entertainment business. The firm had many clients in the Detroit Metro area. What made this system unique, was the ability for customers to search on what they wanted to eat from one site, using the posted specials from all restaurants in the system.

Scott and U-Pilot were active in local schools as well. Scott developed a special application to help elementary students with spelling issues. The app was a text-to-speech application, reading the spelling words to the student. The app was controlled by the parents, allowing them to use words in their own sentences and monitor progress. Teachers reported back to Scott, the system was showing results.

In 2010, Scott expanded U-Pilot by merging with EDP USA. This expansion brought on new clients with the integration of U-Pilot technologies in WordPress and other CMS providers.

Lightning Strikes Twice...

In 2012, Scott was recruited by Event Solutions International (ESI) to join their team as Director of Information Technology. When he researched the organization, he found the opportunity very interesting. In the interview process and facility tour, Scott felt a direct connection with the President’s vision on technology.

After taking the position, he conducted a full audit of all technologies being used. He took the time to watch, listen, and understand the culture of the organization. Once the audit was complete, he presented his findings to the leadership team with recommendations and actions needed to move technology forward. The audit revealed major weaknesses and inefficiencies, especially in system maintenance, security, outdated hardware/software, and system documentation. Scott believed many of these could be contributed to the transitions ESI went through in a reorganization process a few years prior. He sold his interests in U-Pilot LLC and EDP USA six months later.

The audit also revealed a reorganization of his team was necessary for the success of the team and vision. He brought on board a top-notch Network Administrator who could share his vision and be self-directed. Together they began the technology transformation of ESI in all five locations with a top-to-bottom rebuild. They incorporated a multi-tiered security system for ESI's Private Cloud as priorty one.

Scott emphasized the importance of continuous improvement. The vision is not a destination, rather a process to grow with technology changes. Scott shifted his focus to business systems when he felt confident the technology transformation was progressing well. He recognized technology gaps in ESI’s process flow. He brought his vision to reality with the development of multiple software tools/apps for fleet management and experiential marketing. These tools gave ESI and client/media users unprecedented access to insights, metrics, data collection and extraction, reporting and forecasting. All built with mobile first technology, using a "future friendly" approach in the development process. One of the tools reduced overhead in the Troy dispatch office by more than forty hours per week.

Scott also introduced Microsoft Excel Pivot Tables to ESI. He trained employees to use the power of the pivot tables to produce previously unknown business metrics/KPIs for analysis. Scott produced studies revealing correlation variables associated with vehicle incidents and developed an internal web-based reporting and tracking tool.

He designed and implemented advanced event management systems giving event managers and staff complete collaboration throughout the event cycle. The system also is used for pre-registration/registration and vehicle tracking/reporting with the options for graphical GPS mapping.

In 2016, Scott was promoted to Vice President - Information Technologies.

His team advanced ESI’s voice systems as well by taking two locations to VOIP with Star2Star and Vonage. These new systems gave users access to the best communication technologies available at the time.

In 2017, He presented his new technology plan to the leadership team. This plan included the migration to Office365 and eventually move Exchange to Exchange Online. His team also integrated many of the custom applications with external APIs to support better visibility and tracking for clients.

Also, in 2017, Scott, working with the NAVS principals and development staff developed APIs to integrate the fleet management systems. These new APIs reduced data entry duplication by more than eighty percent. ESI is a partner in North American Vehicle Services - NAVS. While they share many of the same clients, they use both the NAVS fleet management system and ESI’s fleet management system. There have been attempts to consolidate into one system, but fundamental differences have prevented this from happening. He has also worked with NAVS to correct backend and database issues with their system.

In late 2017 ESI underwent a significant reorganization/resizing process, and the position of Vice President of Information Technologies was eliminated, among others. During the process of the reorganization, Scott worked with the staff and leadership team to provide a smooth transition. This included extensive transition documentation detailing all aspects of the position responsibilities, technology plan, and programs in-process. After his departure in 2018, The ESI leadership replaced the CFO, HR Vice President, terminated all EVPs, and completely outsourced IT.
Special note: ESI/Motus One, has ceased operations and is no longer in business.