Coleman Consulting is pleased to announce that Dennis F. Murphy, P.E., has returned to Coleman Consulting, A Capstan Group Company, as Senior Vice President effective June 1, 2009. Mr. Murphy teamed up with Dr. Richard Coleman in 1989 and helped grow what was then Coleman & Associates from a small boutique consulting team to an international concern. He is truly a pioneer in the field of capital equipment and personnel deployment. During his previous stint at Coleman, Mr. Murphy worked with hundreds of companies in nearly every industry all over the world, from South Africa to Thailand. He has been the keynote speaker at several industry conferences.
“We could not be happier than to have Dennis back in the fold at Coleman Consulting,” said Managing Partner Frank Pereira. “He literally created many of the work practices we use to this day. His unmatched wealth of knowledge of our business will be a huge asset for us and for our clients.”
Prior to 1989, Mr. Murphy worked for Exxon Company, USA for 11 years, managing several around-the-clock operations in three states. He has a Bachelor of Science degree from Santa Clara University and a Master of Science degree from Stanford University. He is a registered professional engineer in Alaska, California, and Texas.
About Coleman Consulting
Coleman Consulting is a strong team of proven leaders from industry and academia with backgrounds in operations research, consulting and management of 24-hour operations. Teams are based in San Francisco and Dallas/Fort Worth. Our teams focus on implementing new methods for deploying capital and personnel that achieve significant cost savings and increased profits for our clients. The company’s extensive experience comes from over 600 clients worldwide and a quarter of a million people surveyed. Typical engagements are completed in 12-16 weeks. In a single facility, a new schedule can save $2-5 million a year. Larger facilities may find $10 million in annual savings. On large-scale projects achieving consolidation optimization, savings can be closer to $50 million. Unlike adding employees or equipment or increasing sales, changing schedules improves margins with little extra investment. If you do it right, it is likely your employees will actually like their new schedules better – a win-win situation.