Dr. Jones is a principal consultant who is focused on the effective use of engineering/manufacturing information and technology to improve manufacturing productivity. His consulting expertise includes CAD/CAM/CIM, systems modeling for reinventing core processes, and enterprise wide management and distribution of documents on distributed computer networks. He has provided information management and planning consulting services to Fortune 500 Companies such as Xerox, Ford, Lear Seating, Deere & Co., Lockheed - Marietta Astronautics Group, General Motors, Adam Opel, and Tele-Communications, Inc.
Dr. Jones has been employed in the U.S. and Europe in a variety of development, consulting, and management positions in information systems and CAD/CAM/CIM for 23 years at General Motors. In his nine years at CIMLINC, a software technology company, he was Vice President of Development and Director of Product Marketing. Dr. Jones received his B.S. in Electrical Engineering from General Motors Management and Engineering Institute, M.S. in Mathematics from Michigan State University, and Dr. of Engineering from the University of Detroit. He is a member of the Institute of Electrical & Electronic Engineers.
As VP of Development for CIMLINC, he produced and implemented a market and product plan which met with the approval of all three sales VPs and was achieved in the specified time schedules. This required working with each of the development teams to assign work for new product requirements, collectively negotiating priorities with all three business units, and directing the development of the final product.
As Director of Product Marketing, he was responsible for showcase projects and making sure that CIMLINC provided the necessary enabling technologies and support to create a paperless environment in manufacturing in various Fortune 100 companies. Defining product requirements included connecting their "Islands of Automation" and integrating their information systems from design to the factory floor.
Prior to 1982, he was employed by General Motors in a variety of positions:
Research and Technical Accomplishments
Inventor: US Patent Application 20040102990: Method for Managing Knowledge Flow to Value
Abstract: A method for managing knowledge in the extended enterprise includes:
· defining a business process structure within which both recorded and unrecorded knowledge is communicated,
· measuring the way knowledge is communicated in a business process to produce (knowledge flow to value),
· optimizing flow of knowledge throughout the enterprise,
· establishing a framework to support the rapid distribution of knowledge within the enterprise and throughout its supply chain,
· gathering and recording of knowledge, including capturing unrecorded knowledge and recording it in documents,
· defining a knowledge taxonomy for the extended enterprise.
Book: The Document Methodology (published in May 1999, version II to be published in Mar 2007)
The Document Methodology embodies five axioms that form the basis for its approach and relate directly to a major element of the methodology.
• Axiom 1: Documents record enterprise knowledge. Knowing the support cycles to record and access knowledge in documents provides a base to create more value.
• Axiom 2: Documents define the enterprise process. Explicitly defined documents as output objects of core processes can be used to model and analyze flow within the enterprise and throughout its supply chain.
• Axiom 3: Documents provide facts to manage people. To operate and change the enterprise, management can use process and resource statistical summaries.
• Axiom 4: Documents structure support systems. Understanding the velocity and value of knowledge frames an enabling technology architecture that relieves bottlenecks and provides the facts to manage at all levels.
• Axiom 5: Documents guide enterprise change. Synchronizing document flow increases the velocity of core processes to improve enterprise productivity.
CAD/CAM UNIX based workstation development 1982/1985
VP of Development of a team that developed the first UNIX based workstation (before SUN and Apollo); developed all project plans and wrote surface modeling and Finite Element Modeling software.
Interactive Graphic and batch transatlantic communication 1978
Managed the installation of GM’s first interactive transatlantic CAD/CAM system, which also included a batch communication link between Frankfurt, Germany and Detroit, Michigan.
Enterprise Security Model 1976
Designed and managed the development of a GM enterprise security model which was one of the first large applications of Softech’s Structured Analysis Design Tool (IDEF0).
Relational Data Base 1974
Designed and developed the first production RDBMS in support of GM’s financial system (worked with Dave Childs at the University of Michigan on set theoretic data bases).
CAD system and Line Approximation model 1971
Designed and developed a free form 3D line approximation model and CAD system (received a Dr. of Engineering degree for the associated dissertation); it was the foundation for GM’s first graphic CAD system.
Surface tool offset software 1970
Designed and developed a surface and interference checking software program for numerically controlled milling machines.
D. Kulonda, J. Jones and M. Arif, “A New Paradigm for Manufacturing Enterprise Systems,” Presented by Dr. Kulonda, International Association for Management of Technology Conference, May 2003, Paris, France.
Mohammed Arif, Dennis Kulonda, Jim Jones and Michael Proctor, “Enterprise Information Systems: Technology First or Process First?”, Business Process Management Journal, February 2004.
J. I. Jones, “Innovative Consulting Methodology: Applying Lean Six Sigma to Knowledge Flow in the Enterprise,” Xerox Web site, September, 2003
J. I. Jones, “Cost Benefit Analysis and Templates for Global Deployment of Documentum,” Documentum User’s Conference, September 2000, Las Vegas, NV.
J. I. Jones, “Xerox Connect: Capabilities Overview,” Docuworld, September 99, Chicago, IL.
J. I. Jones, "Leveraging Product Life Cycle Knowledge to Integrate the Supply Chain," Automotive Industry Action Group, September 98, Detroit, MI.
J. I. Jones, "A Document Strategy and Architecture," Automotive Industry Action Group, September 97, Detroit, MI.
J. I. Jones, "A Document Methodology for Revitalizing Enterprise," Xerox Executive Forum, April 96, Indianapolis, IN.
J. I. Jones, "Managing Knowledge Objects in Business," Northwest Artificial Intelligence Forum, November 95, Seattle, WA.
J. I. Jones, "A Document Methodology for Reinventing Enterprise," Xerox MAX Conference, July 95, Detroit, MI.
J. I. Jones, "A Document Methodology for Reinventing Enterprise," Documation 95, March 95, Long Beach, CA.
J. I. Jones, "A Document Methodology for Accelerating Manufacturing Processes," International Body Engineering Conference, September 94, Detroit, MI.
J. I. Jones, "Workflow and Electronic Document Management," 15th Computers and Industrial Engineering Conference, April 93, Cocoa Beach, FL.
J. I. Jones, "Documents Drive Concepts to Products," Xerox Seminar, October 91, Herndon, VA.
J. I. Jones, "Dynamic Workflow Using Intelligent Documents," CIM Japan, July 90, Tokyo, Japan.
J. I. Jones, "Enterprise Information Management," Australian Seminars, June 90, Melbourne/Adelaide, Australia.
J. I. Jones, "Building a Paperless Factory," SME WESTEC Conference, March 89, Los Angeles, CA.
J. I. Jones, "Managing Engineering Information with Document Automation," FOSE Conference, March 89, Washington, D.C.
Dr. Jim I. Jones Client Confidential Publications
“Method for Managing Knowledge Flow to Value” (Patent Application Attorney Docket Number D/A2482), Xerox Global Services – This invention relates generally to a method for managing knowledge in an enterprise, and more particularly to a system and method for knowledge flow to value consulting.
“Engineering Knowledge Lifecycle,” American Bureau of Shipping - Developed a framework and recommended technology that sets a one to three year culture, process, content, architecture and infrastructure direction within which every ABS engineer, customer or partner will be able to manage ABS engineering documents through their life cycle, October 2002.
“Strategic Direction,” Compaq - Developed a high level strategy for Compaq based for eBusiness, Leadership, Governance, Technology and Competencies, February 2002.
“RFI for Project Repository,” Compaq - Developed a formal request for information (RFI) for a Project Repository system solution to support Compaq Computer Corporation’s business and information systems strategy, February 2002.
“User Guide Processes, Six Sigma, Metrics and Solutions,” Siemens – Developed a plan creation of multi-language user-guides for cell phones using document authoring and systems and justified change based on reducing revisions and help desk expense, September 2001.
“Documentum Global Deployment Plan,” Ericsson – developed a Cost / Benefit Analysis and ROI Business Case templates, September 2000.
“Document Strategy and Architecture,” Pratt & Whitney - developed an enterprise architecture for global document management for Xerox Corporation, June 98.
“Document Strategy and Architecture,” Xerox Corporation- developed an enterprise architecture for global document management for Xerox Corporation, August 97.
“Information Systems Plan,” Gambro Healthcare – facilitated information systems requirements with all departments in the Lakewood Renal Equipment Facility and performed a Cost /Benefit Analysis to justify the implementation of Documentum in that division, October 96.
"An Information Technology Plan," COBE Laboratories Renal Care Division - developed an enterprise object model to guide the acquisition, installation, and integration of commercial software to support COBE's FDA reporting requirements, September 95.
"An Engineering Document Support Plan," Ford Motor Company - developed a process model of the distribution of engineering documents to the manufacturing divisions and recommended how to accelerate it, May 95.
"Preliminary Document Technology Specification," Lear Seating - analyzed the document requirements in the Advanced Engineering Group and provided a requirements definition for the selection of a DMS, February 95.
Xerox Corporation - completed publications and projects that answered the questions:
- How can an Engineering Department cost justify Document Management? July 92
- How can Document Management support Reengineering? August 94
- What Professional Services will help Xerox leverage product sales? July 95
- How can Xerox use its value chain The Document Methodology to create a competitive advantage?
- How can synchronous document flow improve time to market?
"Competing on Knowledge: A Definition of Customer Information Technology," Tele-Communications Inc. - Built an enterprise information model that identified the components of future core skills, processes, and systems. This model explained how TCI must compete on knowledge, and provided supporting information for TCI's strategic information plan. September 93.
"Integrated Resource Management Plan," Lockheed / Martin - developed a process document model of their Denver Titan Rocket facility and defined a Strategic Information Technology Plan which was presented to the Vice President of Manufacturing and management at every level of the organization reporting to him, January 92.
"Documents Drive Manufacturing," Interleaf - developed an approach to integrating document systems into the engineering-manufacturing environment and defined a product plan to better position Interleaf in manufacturing, September 91.