Process Development
Led multiple teams to create processes to improve development time, increase efficiencies, and reduce rework that would enable design excellence.
Rhino Opex
Challenge: Need to modernize graphic process by bringing in new 3d tools to allow graphics to be projected on surface. Released 2D graphics were not implemented by suppliers accurately providing an undesired aesthetic.
Collaborated with design, engineering, human factors, and IT to identify if new software (Rhino) could be an efficient tool to work between Adobe Illustrator and Unigraphics for component graphic projection.
Directly responsible for input, testing, and creating all the training material for designers and downstream users.
Wins: Estimated $1.25 million savings over first 3 year period. Increased efficiency to designers and downstream suppliers. Reduction of rework, change requests, and tool changes. Rhino process added to GDVP as part of deliverable schedule.
Iconography Process
Role: Iconography Lead
Challenge: Icon team did not have a process, overwhelmed with icon requests for multiple GM brands.
Collaborated with icon team and downstream users identifying blockers and workload inefficiencies. Created an icon process by organizing icon requests, timing, workload planning, and deliverable structure.
Created a weekly Icon Heuristic meeting to review icon needs, if testing was required, and streamlined the approval process.
Created and managed an internal Icon tracking list, a change log and a .xlsx document (icon bible) that had every icon for every brand shown. Icon bible had tabs for every domain and was accessible by GUI designers, product developers, software, human factors, component designers and product owners.
Component Graphics Process
Challenge: Component graphics were not part of the GDVP (global development vehicle process) at General Motors. Needed to create steps and identify gates when graphics were due in GDVP. Needed a step by step process to get component graphic released in TcAE repository.
Collaborated with design, engineering and IT to identify a process to release graphics in TcAE and align the releases to development gates for engineering and suppliers.
Directly lead input, testing, and creating all the training material.
Wins: Process had a proven annual savings of $250,000 savings from Design Center budget. Process nominated for GM’s Chairman Honor Award.
HMI UI Graphics Process
Challenge: Did not have an official handoff or process with suppliers building GM’s software. Supplier’s released product had incorrect graphics, wrong branded graphics or themes, and there was no accountability.
Collaborated with design, engineering, IT and suppliers to identify if TcAE could be standard repository for all UI graphic releases.
Directly responsible for input, testing, and all training materials for GM and supplier community.
Wins: Enabled any file format to be accepted into TcaE. All release files to be downloaded and tracked by suppliers from GM’s official release repository. Supplier accountability enabled software of all assets designed and developed to have the proper aesthetic.