Floyd Springer's Email Addresses & Phone Numbers

IT Director - Manufacturing & Quality @ Eli Lilly and Company Indianapolis, IndianaProgram Committee @ Second Helpings From 2011 to 2011 (less than a year) IT Manager - Data Integration & Analytics @ Eli Lilly and Company Managing a global manufacturing and quality data warehouse, visualization solutions, as well as vendor resourcing across US, Italy, and India...

IT Director - Manufacturing & Quality @ Eli Lilly and Company Indianapolis, IndianaProgram Committee @ Second Helpings From 2011 to 2011 (less than a year) IT Manager - Data Integration & Analytics @ Eli Lilly and Company Managing a global manufacturing and quality data warehouse, visualization solutions, as well as vendor resourcing across US, Italy, and India From June 2016 to February 2018 (1 year 9 months) Indianapolis, Indiana, United StatesIT Manager; Manufacturing & Quality Infrastructure @ Eli Lilly and Company Managing an organization supporting multiple manufacturing and distribution plants infrastructure; workstations, telecom, scanners, printers, etc. From July 2014 to June 2016 (2 years) Indianapolis, Indiana, United StatesIT Manager; Manufacturing Site Infrastructure & Applications @ Carrier Corporation  Managed through a 75% turnover while maintaining a 6 out of 7 approval rating for IT. Served as the customer manager for MES services, changes & downtime. Maintained and improved the Kronos, time and attendance application, by gaining approval for a Kronos TAM(Technical Account Manager). Served as the point of communication and escalation for Win7/PC Refresh for 500+ users. Placed team on path to ACE/continuous improvement levels, Qualifying and Bronze. Managed the resourcing and escalations of service requests, change orders, project requests as well as incidents. From May 2013 to July 2014 (1 year 3 months) Global IT Business Relationship Manager; Defense @ Rolls-Royce  Managed the business engagement plans for Indianapolis and Oakland California, leading the application rationalization efforts to save Rolls-Royce $500K through application decommissioning Coordinated a feasibility study of application migration from customized department service applications to a COTS solution of Maximo.  Lead the requirements gathering for Oakland California site from a customized ERP system to SAP. Managed vendors to implement an IT solution for our Indianapolis Ops Engineer Repair Center. Placed together a three year application roadmap for our US Defense users Established an in-depth understanding of the business including the business strategy, organization structure, processes, systems and information and produce high level detailed business models Took full responsibility for the analysis and capture of business functional and non-functional requirements for COTS applications such as Maximo and SAP Owned the business enabled change management of IT support using ITIL processes Works closely with business leaders to prioritize demand based on strategic value and delivery of key business objectives and ensure that the senior business managers are committed to the change program From January 2011 to May 2013 (2 years 5 months) Lean Six Sigma Black Belt @ Eli Lilly and Company  Created a virtual recruiting process where Lilly employees will not have to spend time/resources traveling using DMAIC tools; annual type 1 expense savings of $50K Managed week long Kaizen focusing on streamlining application support process using process mapping tools; saving $800K in Type 2 cost avoidance savings/reduction in vendor support Managed 20+ IT Green Belts on-boarding, knowledge sharing, coaching, tools training & best practices Worked with US & global teams to create company-wide travel guidelines for all Lilly external parties; the booking & reimbursement of travel. Guidelines were created to align with the Corporate Integrity Agreement Created global warehouse & transportation vendor contract provisions, using an accelerated DMAIC approach. These contract provisions were placed in all vendor contracts to manage global security service levels; reducing security issues Created IT Vendor Management 2010 objectives using SWOT analysis to highlight gaps & create best practices From August 2009 to January 2011 (1 year 6 months) IT Manager; Pharma Site Infrastructure & Applications @ Eli Lilly and Company  Relocated to China drove efficiency by leveraging global best practices China IT operations Updated Site Head and Regional Lead on IT teams infrastructure & applications achievements & next steps Developed on-boarding employees & Manager by training, opportunities to build on strengths & remove weaknesses Coordinated the delivery of the full IT budget to global for the manufacturing site capital & expenses including new technology, IT hardware & software, personnel resourcing/headcount costs Managed implementation, planning, SLA management of global/regional infrastructure & applications  Collaborated with other management teams on site initiatives, project timelines, monthly updates, resource management & global communication, managed $2 million dollar expense/$10 million dollar capital budget Reviewed & approved new insulin plant infrastructure design(remote circuits, etc.); coordinated gate review sessions w/ US & China IT resources & design firm Coached Portfolio Manager on global best practices on resource management, Six Sigma & WIP CAP From February 2009 to August 2009 (7 months) Suzhou, Jiangsu, ChinaIT Manager; Parenteral Site Infrastructure @ Eli Lilly and Company  Leadership for Parenteral IT to seven employees to reach company & personal goals & objectives HR accountability, performance, hiring & discipline, training 4 exempt & 3 nonexempt employees Responsible for mgmt of over 500 workstations, desktop, telecom, server devices(physical & virtual) w/in manufacturing site Direct Incident Response Teams to assess business impact of major service outages and ensure after action reviews, root cause analysis and process improvements occur Overall accountability of Parenteral IT infrastructure projects, $3 million dollar expense/$7 million dollar capital budget, initiatives reporting to senior mgmt Obtain approval for funding, material, people & resources based off of ROI from manufacturing Parenteral site Communicate site IT upgrades by direct reports, corp IT, and vendors to customers in non-technical terms Coordinated and executed the “S95 Drawbridge” to test manufacturing networks Management of VMware Virtualization conversion at all Indianapolis manufacturing sites Project management using SDLC along with Business Continuity & Disaster Recovery Plans From August 2006 to January 2009 (2 years 6 months) Team Leader; Data Center Operations @ Eli Lilly and Company  Leadership for Data Center to four telecom employees to reach company & personal goals & objectives HR accountability, performance, technical assessment & discipline, training of non-exempt employees  Maintain a 98.5% uptime within Data Center using Remedy change request metrics reports to senior mgmt Manage Data Center placement of all servers within test/dev & production for corporate & manufacturing Improve Remedy Change Request process to align with customer timeframes by 6Sigma Greenbelt project Upgrade of Telecom devices for Global Business Integration Project/SAP within aligned global downtime From March 2006 to August 2006 (6 months) Telecom Network Analyst @ Eli Lilly and Company  Coordinating successful upgrade of Cisco core routers for LAN and WAN through exempt resources Project planning of multiple upgrades/new buildings in distribution, API, engineering, chemical dispensing Planning the implementation of Data Center Redesign VLANs using ITPM Upgrade/install of T1, DS/OC3, OC12, fiber backbone site links (corporate, manufacturing, distribution) Providing coaching and leadership to other analyst within Telecommunications Manufacturing team Create/upgrade quality documentation for configurations, operation procedures, instructions & practices Vendor management of contractors responsible for electrical, Cat5/Level7 communication, & voice installs From August 2001 to March 2006 (4 years 8 months)