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Information Technology and Administrative Management

Dr. Julie Bonner, Assistant Professor

Office: Shaw Smyser 229Dr. Julie Bonner, Information Technology and Administrative Management
Phone: 509.963.2630
Cell: 206.290.4432
Email: Julie.Bonner@cwu.edu

I have had many career interests, including accounting, consulting, and information systems design. Over the years I have had the tremendous fortune to work for some truly imaginative and innovative companies. Nothing beats teaching for me, though, and I am happiest when I am sharing information with those who seek the information I know. Over the years, I have been fortunate to not only train people in companies all across the country, but I have also had the privilege to teach for several different schools on a part-time basis. It is my honor now to teach full time at the home of the wildcats - CWU! Including an undergraduate in accounting and information systems, I have an MBA and a Doctorate - and all of these degrees were spaced out over time, from different schools. I have to say, though, I absolutely enjoyed every learning process. I am certified in Six Sigma and have had the privilege of working with Dr Deming in 1989, just prior to his death, and some of the more fascinating projects I have worked on were process improvement oriented.

Originally, I am from Alabama. Many generations of my family lived there and I have done extensive research on my family tree over the years - ever since I was 16 years old. I am known in my family, through many generations of living relatives as the family historian. Through that research, I discovered a love for writing and have published several family history books, including other books about topics I am passionate about. You can even still hear a tiny bit of a twang in my voice even though I have not lived in the south since 1988! Recently I discovered a love for video - and have finally figured out that beyond anything else, I love work and hobbies that spark my creativity!

I have lived in many places, and have seen a lot of this world, but when I moved to Washington in late 2000, I knew I had found home for me. You can often find me exploring some new small town in the state, or wandering in a direction that I choose to see what I may find - and believe me, I have found some really cool experiences over the years of traveling by often times not having a plan or an agenda, along with my family - which includes a cat that actually likes to travel. In my free time I used to study Taekwondo, I do not work at that much anymore, but I did earn a first degree black belt in the discipline. In addition, I love to play drums when I have the time and opportunity - over the years I have performed in symphonies, rock and jazz bands, and gospel choirs.


"I touch the future. I teach."

~ Christa McAuliffe


Advice to students

Success has many facets and shades - but essential elements are like the things you learn on the playground at a young age. See some things always stay the same - success can come down to the types of friendships you build, how you connect with people that can help you along your journey, and being open to what life experience is trying to teach you. Stay open, stay curious, and stay yourself.


Education

Doctorate of Management, University of Phoenix, 2013
Master of Business Administration, Averett University, 1995
Bachelor of Science, Accounting, Mississippi University for Women, 1986

Professional Certifications

Six Sigma Black Belt, Professional Certification, 2012
Certificate Information Systems, University of Richmond, 1992

Experience

H10 Capital   Seattle, WA   Consultant    Feb 2015 - Present

  • Supporting the cost accounting team for a technology client as a backfill for a finance manager out on maternity leave.
  • Responsible for a proactive analysis of products and product costs to ensure accuracy before month end.
  • Establishing product costs for new products for two different product lines
  • Responsible for month end analysis, journal entries, and reconciliations of inventory accounts

AIM Consulting  Bellevue, WA   Consultant    July 2014 – Feb 2015

  • Systems analysis for a retail client on Oracle Retail platform to prepare for the implementation of a new warehouse to support the online business.
  • A combination of waterfall and agile methodologies were used to gather requirements and work through testing requirements
  • Developed requirements and testing for purchasing systems, inventory, and inventory valuation.

Starbucks Coffee Co  Seattle, WA   Inventory Systems Analyst  Oct 2012 – July 2014

  • Global deployment of inventory organizations in Oracle (the inventory system of record).
  • An internal consultant to various business groups, including coffee operations and cost accounting on process improvement of accounting, month end close, and variance analysis.
  • Utilizes various reporting and data mining tools (i.e., SQL, Power Pivot, etc.) for problem solving and improving error detection.
  • Improved process for creation of inventory organizations from taking a week to process to less than 4 hours. Thus improving the efficiency at which project teams could implement a new warehouse with our 3PL partners.

Nintendo of America  Redmond, WA   Consultant Cost Accounting Aug 2011 – Sep 2012

  • Collaborated on improvements to the costing approach. This included an analysis of average costs for the manufacturing process, but also included the development of a standard cost process for the returns and service repairs for the Kirkland operations.
  • Managed project accounting for the company
  • Continuous improvement on manual processes necessary prior to converting to Oracle for data management and removal of possible errors in reporting and reduction of time due to constraints on month end timing requirements. Not all processes would be automated once the conversion occurred, so in order to meet the 2 day turnaround for month end closing, a close analysis of each manual process for costing materials was examined to improve efficiencies. Through a disciplined approach of identifying common causes of inefficient spreadsheet design, each manual process that was going to continue even after the conversion was improved on time needed to complete the analysis by at least 50% or more.

University of Phoenix  Seattle, WA/Fresno, CA Director of Academic Affairs Dec 2007 – Jul 2011

  • Governance for all degree programs. This means that this role was accountable to regulatory agencies like the Department of Education to follow the policies of the degree programs offered t the campus.
  • As part of the operations of running a campus, we were responsible for paying faculty for two things – classroom instruction and non-classroom activities. Classroom pay happened automatically and was a process that was well in control and did not have any waste in the process since it was handled systematically. However, non-classroom pay was riddled with errors. The types of errors were overpaying, missing payments, duplicate payments, lost paperwork, the inability to reconcile a contract, etc. We estimated that in our region alone there were over $500,000 of these types of errors in a year. Our region included campuses in WA, CA, HI, AZ, and OR. Through collaboration with the campuses in the region and central staff in Arizona, we developed process improvements and a tool to assist in reducing these errors. This is the Six Sigma Black Belt project.
  • Hiring and training/development of all staff and faculty, including teaching them how to do root cause analysis, how to use Excel in using tools like Pareto charts and run charts.

Starbucks Coffee Co  Seattle, WA  Senior Functional Analyst Jul 2003 – Oct 2008

  • Developed improvements to the warehouse management system to reconcile in transit inventory. A one time, $1M write off had to occur once the system was able to reconcile the inventory, but once implemented, the in transit inventory accuracy jumped to nearly 100%.
  • Developed a process and eventual tool to handle WIP reconciliation. This inventory had not been reconciled for many years and ultimately did not have any large corrections once reconciled. A small write off of $50K was necessary.
  • Worked with the local manufacturing facility to improve cycle count process and reporting.
  • Developed moving average cost algorithms for improved average costing for the warehouse management system.
  • Developed tracking tool to eliminate errors in freight accruals. The process was manual and the department has to write off $1M in freight due to a lack of visibility in being able to process accruals matching to actual freight bills. Improved the ability to know a more accurate per piece freight costs as well as eliminating the need to have to write off such large amounts of freight.
  • Identified, through the use of Pareto analysis, why certain materials were being costed in Oracle at a zero cost. Isolating this root cause required a Pareto chart. Ultimately, the root cause was in packaging materials, at one specific manufacturing location, and the analysis highlighted the location was not following procedure.
  • Developed the tracking and costing methods for the Kraft Contract on Tazo Tea. This included working with operations in the Tazo Tea business to ensure that transparency in process and costing was established to fulfill the contract requirements between the two legal entities.

Seattle’s Best Coffee  Seattle, WA  Consultant Cost Accounting May 2002 – Jul 2003

  • Partnered with the organization to identify the root causes for the general ledger balance for inventory to be different than the sub ledger balance of inventory.  The discrepancy carried every month was averaging $3M. After conducting data gathering sessions and brainstorming sessions, as well as documenting process flow, the ultimate detection of root causes required not only a material flow analysis, but also required an information flow analysis and a cost flow analysis. Several root causes were identified, including inaccurate bills of materials, inaccurate units of measure, and inaccurate pricing of components. The analysis of inventory control measures and waste tracking mechanisms was not an issue in the process.
  • Identified root causes in a process of accounting for freight accruals. This was also the design of the accounts payable system and how it worked with the distribution process at the distribution center. After analyzing the distribution process, a similar analysis was completed on the information and accounting flow associated with the movement of goods. The problem was in how this information about the process was managed. The swing in accrual was to an amount of approximately $600,000, thus improving the ability to cost the freight portion of the overall material actual cost.

Analysts International  Bellevue, WA  Strategy Consultant  Nov 1999 – Aug 2000

  • Partnered with an aerospace client to identify any operational, technical, or business process improvements to solidify the foundation for the company to potentially compete in the market place on printing and copying services. Analyzed the process control tools already in place, but the biggest challenge identified was in the process was costed. For example, from one month to the next, a black and white printed page could be $.01 to produce or $.12 to produce. This wild variation in costing of the process was due to software and information flow that was inadequate to be able to compete with Kinko’s.

Nestle, USA  Glendale, CA  Change Management Analyst Nov 1999 – Aug 2000

  • Developed project management tool for moving changes into production for software platforms through Outlook.
  • Managed and tested new functionality for implementation into production systems

Deloitte Consulting  Chicago, IL  SAP Sr Consultant  Jan 1997 – Jul 1999

  • Worked with major clients on data clean up, and configured SAP system to handle accounting functions and operations (sales, manufacturing, inventory control).
  • Developed interface points for maintenance software.

CSC Consulting   New York, NY  SAP Consultant    May 1995 – Dec 1996

  • Procurement improvements on buying, storing and payment of inventory. This project improved the abilities to retrieve and analyze materials procurement to capitalize on savings in contract purchases. The VP of Procurement was taking over 9 weeks to be able to gather information for a contract on material purchases.
  • Developed an Excel tool for the client to analyze the mix, volume and pricing effects of contracts. This was a useful tool for the Procurement department to be able to quickly analyze the overall effectiveness of their contract purchases and contract management to identify if what amounts of contract variances, period by period, were attributed to price, mix, or volume.

Tredegar Industries  Richmond, VA  Sr Business Analyst  Aug 1989 – May 1995

  • A TQM manufacturing shop, trained by Dr Deming as part of the formal training program of this organization.
  • Lead a benchmarking team to examine efficiencies in managing MRO inventory. We found opportunities to reduce the MRO inventory by nearly 40% (approximately $700,000) through various techniques of reclassifying inventory to fixed assets, analysis of max levels of inventory and turnover calculations, and obsolescence analysis.
  • Prepared run charts on turnaround time in travel and expense processing to improve customer service in this function. Partnered with sales staff to build consensus on proposed changes and solicited their input on an acceptable target for reimbursement turnaround. Increased efficiency in the T&E reconciliation process and created some very happy internal customers.
  • Collaborated on a project to reduce the monthly closing process from 15 days to 2 days. This included analysis of the Pareto causes of the variables that contributed to the length of the closing period.
  • Lead a project to identify the causes of increased discounts lost in Accounts Payable. Required a heavy brainstorming session using fishbone diagrams to go through various potential causes. This problem was a sneaky one, but ultimately the root cause was identified as a design and communication flaw of the Accounts Payable process. Once communicated, problem was solved immediately and amounted to a savings of approximately $90,000 a year.
  • Partnered, on a rotating basis, with the manufacturing facilities to manage costs (standard costing environment) and improve costs by participating in various projects on waste, particularly waste materials off of the extruder machines.
  • Collaborated on a project to implement ABC costing model at the largest manufacturing facility in Georgia.

Georgia Pacific   Atlanta, GA  Controller   May 1986 – Aug 1989

  • Promoted to controller of a manufacturing facility in Virginia after detecting embezzlement at a manufacturing location.
  • Built a forecasting model of profitability that could predict profit or loss for the site to within a $200 variance
  • Improved profitability from losing $20k or more at the manufacturing facility to earning more than $50k profit on average each month. Some of this positive return was due to eliminating the embezzlement, but other improvements in the product cost was also a part of this turnaround. Most of the cost improvement were due to sourcing of raw materials and working with suppliers on reducing variation.

 

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