Power Plant Training

Larry Baumgart

***** ********* *****, ************, ********, 48047

Phone: 586-***-**** Email: ***********@*******.***

Knowledge Management/Training Professional

Removed the silos, improved product quality and the bottom line by

implementing a now institutionalized knowledge sharing culture/process at a

large company, and then implemented worldwide; and have delivered major

training and qualification programs ahead of expectations in a very

regulated industry. Successfully implemented as Lead KM Manager for the

U.S. Navy a Knowledge Management program for ship maintenance total process

improvement.

. Managed development of a grass roots knowledge sharing process at

Chrysler to a now mature process and organization reporting to a Vice

President. Recognized by various outside experts as a business best

practice.

. Implemented KM world wide at Mercedes Benz by training the multi-

national business units' leaders and implementation counterparts.

. Successfully implemented a KM program for the U.S. Navy ship

maintenance process.

. Having total responsibility for all non-licensed positions, Detroit

Edison became the first company to ever received INPO (Institute of

Nuclear Power Operations) accreditation of training and qualifications

programs prior to NRC (Nuclear Regulatory Commission) approval for

commercial operations.

. Recognized as a mature, sound decision maker with vision for the

future that can work independently and on multiple projects

simultaneously both by my peers and company management.

AREAS OF EXPERTISE

Instructional System Design Project Management

Listen & Assess Situations

Knowledge Management

Instructional Skills Documentation

Organizational/ Culture Change Budget Administration/Reporting

Process Management/Change Regulatory Compliance

Nuclear Training Management

Group Supervision

Training/Qualification Program Presentation Skills

Development

Facilitation Skills Organizational Development

CAREER HISTORY

Alion Science and Technology, Norfolk, Virginia. 2010- 2014

Lead Military Analyst, 2010 - 2014

Provide technical, administrative, and programmatic services in support of

Surface Ship readiness and Life Cycle Management Group through implementing

a structured Knowledge Management program. Provide support in the

implementation of the strategic management plan by aligning organizations

and processes to achieve current and future material readiness of the U.S.

Navy Surface Fleet through Knowledge Management. Actual function is Lead KM

Manager for all activities. This includes monitoring and managing Knowledge

Sharing Networks and their activities; monitoring and managing the

overarching KM process for proper operation and growth. Train and mentor

Process Masters, KSNs, Knowledge Mangers and others included in the

process. Maintained a Knowledge Management toolbox/library in SharePoint

for use by all. SharePoint administrator for some portions and advisor to

Lead SharePoint person on portal design. Secret security clearance until

1/3/14.

Larry Baumgart

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Chrysler, Auburn Hills, Michigan. 1996-2008

(Consultant/Contracted to Chrysler: RWD Technologies 1996-2005, Modern

Professional Services 2005-2008)

Knowledge Management Manager, (Chrysler) 1996 - 2008.

Grew the Knowledge Management process at Chrysler from an informal meeting

of peoples sharing knowledge and experiences to a mature organization of

experts sharing their combined expertise through Centers of Competence

(CoC) led by a dedicated Vice President.

. Integrated knowledge management strategy with corporate product

creation strategy through implementation of Centers of Competence.

Resulted in over 85 Centers of Competence directly related to the

development of corporate competencies, strategic capabilities and the

product creation process. (From grass roots initiative to

institutionalized process)

. Personally facilitated the Knowledge Management effort and process

at Chrysler by guiding and mentoring the 85 engineering Centers of

Competence, Chairpersons, and management.

. Centers of Competence enabled more efficient coaching & mentoring

relationships, faster succession planning, documentation and use of

best practices, lessons learned, fast expertise location and an

efficient medium to enable innovative ideas

. This initiative involved working with 'working level' employees and

all levels of senior management.

o This led to very open communications both up and down the

management chain.

o This was a very proactive Knowledge Management process and I drove:

. Process improvements,

. Organizational improvements/development

. Procedure improvement,

. Product improvements,

. Best practice (and lessons learned) development and

implementation,

. People knowledge improvement,

. Leadership and CoP Teams alignment and development, and a

. Culture/ working environment improvement.

. Technology was not my driver, but an enabler. Technology enables, but

people make it work. Good KM is about people, the social/work

interactions and relationships, their sense of involvement, their buy-

in/ involvement/ desire to change and improve. This is what can make a

company great.

. Developed Enterprise Knowledge Management Strategy focused on Transfer

of Best Practices, Lessons Learned, Reuse, Innovation, Expertise

Location and Social Networking.

. Led internal consultant team responsible for full range of KM Services

including Enterprise Content Management, Content Rationalization,

Information Architecture & Taxonomy, Usability and Findability, Reuse,

Centers of Competence, Organizational Change, and Process Integration.

. My experience includes all aspects of EBOK (Engineering Book of

Knowledge), from design to sun downing. Data collection, direction,

design, tracking, policy/procedure setting and data base administrator

for in-house portal (like SharePoint).

. Responsible for all organizational change management activities

related to Knowledge Management, the establishing and executing User

Training, User Support Manual and User Support Centre for all KM

technology resulting in over a 90% effectiveness of user acclimation

to new technology.

. These experiences involved many aspects of blended learning. Improving

Product, Process, People.

. Sped the development of a similar Knowledge Management process on the

Daimler side of the corporation by guiding and training their

knowledge management leaders (Senior management and CoP leaders.)

Included are Mercedes Benz, Adtranz, Airbus, Dasa, and CVD (commercial

vehicles).

. Defined and integrated a Reward & Recognition Plan to integrate

knowledge sharing behaviors into Chrysler Culture.

Larry Baumgart

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Product Development System (CDS) Specialist- Chrysler, 2002 - 2008.

As part of the Total Quality Management (TQM) team, mentored/monitored and

analyzed each product team's performance to the Product Development System

metrics. Responsible for metrics and training.

. My Product Development experience is all about designing and

implementing organizational performance measurements, monitoring and

mentoring the vehicle teams through the process/against the metrics,

and using the metrics to drive organizational improvements.

. Drove process improvements by analyzing process & team

performance such as:

o Raised fuel economy to a high priority in the design process,

which required changes in vehicle design. This resulted in a 20%

improvement in vehicle's MPG at Chrysler.

o Raised 'Listening to the Voice of the Customer' to an integral

part of early vehicle design.

Meijer, Toledo, Ohio 1994-1996 Gas Station & Convenience Store Manager

Detroit Edison, Newport, Mi. 1981 - 1993 Training Supervisor at Fermi 2

Nuclear Plant

Summary

. Trained and qualified personnel to work in a nuclear power plant.

. Improved training and in-plant performance by evaluating actual in

plant problems.

. Developed & supervised training & qualification programs, courses, and

all documentation effecting 12 job titles groups, the emergency

response organization involving 400 people, and all site access

training (General Employee Training).

Detail

Training Supervisor, 1991 - 1993.

I was responsible for internal audits and assessments, auditing records,

record keeping processes, course and program material, and training

processes. Assessed effect of new documents and regulations on

departmental operations and developed implementation strategy.

. Re-developed training processes and paper flow.

. Planned, organized, implemented, supervised, and managed the

processing for as many as 1500 people

for outages, and performed in-plant, on-shift industrial safety

functions.

. Resulted in external auditors and regulatory agencies finding less

problems.

Training Supervisor in Plant as Radiological Engineer, 1990

Evaluated concerns with engineering and radiological engineering, evaluated

problems with plant personnel in radiation control and contamination

control.

. Evaluated mediocre in-house practices, addressed average engineering

designs, creating solutions.

. Developed courses to help resolve problems; courses targeted at labor,

engineering, and supervision.

. Designed a multifaceted solution for engineering training w/ cross

training, plant tours, and meetings.

Training Supervisor, 1987-1989.

Successfully and effectively supervised staff, and was actively involved in

hiring, terminating, pay, promotions, etc. Supervised training,

qualification programs, courses, and all documentation effecting 12 job

titles (RP, Chemistry, I&C, Electrical, Mechanical Maintenance, the

emergency response organization involving 400 people, and all site

personnel for site access training. Coursework based on Job Task Analysis.

ISD Process based. (1981-1987 Instructor, course/curriculum developer)

Larry Baumgart

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1. Trained and qualified personnel to work in a nuclear power plant.

2. Maintained facilities, supplies, documentation, courses, and staff.

3. Maintained compliance of meeting Nuclear Regulatory Commission (NRC),

Institute for Nuclear Power Operations (INPO), and American Nuclear

Insurers (ANI) rules and regulations.

4. Organized, planned, and managed action items for completion.

5. Developed a course on root cause analysis, integrating our own

corrective action system into it.

6. Appointed to an inter-company committee on training, to honor other's

training for plant access.

7. Performed functions of training administrator and instructional

technologist such as train the trainer.

8. ISD/ ADDIE, JTA, needs & gap analysis used.

US Navy- EMC and Naval Nuclear Power LELT

Formal Education

University of Toledo, Toledo, Ohio, 1986

Bachelor of Science in Business Services

Major: Management and Marketing

(Same classes as an M.B.A.: G.P.A. 3.13/4.0 Scale)

Professional Training

Not including technical training

. Instructor/Instructional Technology

. Contract Administration

. ALAMO Process Management Skills (Student & Instructor Courses)

. Root Cause Analysis (Wrote and Taught)

. Corrective Action Document STEPS (Supervisory Techniques Program)

. Emergency Response Plan Training (attended and taught) (participated and

controller)

. MORT (Management Oversight and Risk Tree Analysis)

. Technical Writing (Shipley)

. Managerial Processes (B-P, Decision Making)

. Behavior Reliability/Continual Behavior Observation

. HPES (Human Performance Evaluation System) (INPO)

. Expanding Basic Supervision

. Work Leader Training

. DMT-1 Managerial Skills (Psychological Associates)

. RWD Performance Based Analysis

. RWD Consultative Marketing

. RWD Team Leader

. Chrysler FMEA

. Chrysler DFSS Overview

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