The custom system was a primary driver within a broader cross-functional operating transformation.
Dean H. Stanton · Selected Work
Custom ERP, MES, WMS & Manufacturing Operations Transformation
Executive-led transformation of a multi-site medical-product manufacturing operation through an internally governed custom ERP, MES and WMS environment built around the company’s actual processes.
Results
Results and contributions.
The result reflects the custom system and broader operating improvements.
Implementation-fee avoidance, before considering internal development costs.
01
Situation
Operating context
Professional Products was operating a complex, regulated manufacturing business across multiple facilities with legacy applications, manual practices, fragmented workflows, and recurring constraints in backlog, order-to-ship performance, finished-goods availability, inventory control, and management visibility. Rather than force the operation into a generic software model, the company built and evolved EzyPlant and related custom applications around the way its manufacturing and business processes actually worked.
02
Challenge
What made the work difficult
The system had to evolve inside live medical-device operations without destabilizing production or customer service. The program required balancing functional fit, implementation cost, legacy continuity, maintainability, user adoption, and staged deployment while connecting manufacturing, warehouse, customer service, finance, engineering, quality, and management workflows.
03
Dean's role
Responsibility and authority
As General Manager and COO, Dean owned operating performance and directed the functional architecture, process priorities, business rules, controls, testing and acceptance, implementation sequencing, training, and adoption. Application coding was handled by software developers; Dean directed what the system needed to do, how it fit the operating model, and how it was introduced across functions.
04
Actions
How the work moved forward
- Mapped and documented more than 150 business processes, then translated operating knowledge into system requirements, business rules, controls, and ownership.
- Defined an integrated operating model connecting product data, BOMs, routings, work orders, planning, shop-floor execution, inventory, warehouse controls, labeling, work instructions, customer service, finance, quality-related workflows, and KPI reporting.
- Directed staged development, testing, deployment, training, and legacy continuity so changes could enter live operations without disrupting production or customer commitments.
- Balanced build, retain, and modernization decisions around functional fit, implementation cost, stability, maintainability, and available technical capability rather than technology novelty.
- Used backlog, order-cycle, stock-availability, labor, overtime, and related operating measures to identify constraints, prioritize improvements, and evaluate the broader transformation.