MONICA VAUGHN

RESULTS FOCUSED MANUFACTURING LEADER

I am an accomplished professional with a wealth of experience in manufacturing within the automotive industry. This accomplishment comes from successfully performing roles of increasing responsibility across organizations and locations. Major contributor in obtaining operation budget for 40+ sites. Committed to driving and sustaining an ingrained engaged safety culture by methods such as one on one safety conversations, walking through safety concerns with union teams and conducting safety diagonal slice meetings. Demonstrated agility characteristics by maneuvering through complex organization structures to reach win-win solutions. Lead with an open mindset emphasizing diversity and emotional safety such that the entire team is represented by their best selves. Personal passion lies in using the vast experience acquired to date to take on complex challenges that provide improved business results. Ever changing fast paced environments feed my need to continuously learn and stay focused on successful results.

WORK HISTORY

Manufacturing Group Manager, 04/2016 - Current

General Motors LLC, Warren, MI

Leader in a Tier 1 Automotive Industry for 15+ years

Knowledgeable on Business transformation practices, layouts, variety of workspaces that foster learning, team engagement and spontaneous collaboration.

Results oriented through use of KPIs via influence and collaboration within facilities management / janitorial / mobile equipment / small construction projects and related Real Estate transactions to implement optimized enterprise solutions.

oKPIs defined to drive desired business results. If KPIs are not being met review gap closure plans for accuracy and effectiveness.

Assertively pursue zero injury and zero incident safety culture with our Service Agreement Business Partners

oPerform regular safety observation tours, follow up any findings with FAM / or check during next visit.

oConduct safety conversations with individuals or small groups regarding any topic related to safety. Teach / mentor and reinforce understanding of expected safety behaviors in the field. (PPE / Tools / PTP / MOC / ESCP).

oReview job safety analysis focusing on work hazard recognition and most effective risk mitigation. Talk through my findings with employees and supervisors.

oPerform construction and skilled trades SOT while job is in process. Use FMEAs, PTPs, JSAs, MOC as tools to assist that all hazards are properly identified and addressed before work commences.

oKnowledgeable on Safety Contract Management (SCM) for our 3rd party on site service employees and contractors coming on site to perform work.

oRecognize safety behaviors as seen or shared, use monthly scorecard review as a platform, also use safety hero process.

oKnowledgeable on agencies / governing organizations such as OSHA, NFPA, EPA local AHJ, basic security protocols for video surveillance, hot permits, proper gas tank storage, chemical handling and storage, PMs for extinguishers, hoses, etc…

25% of overall time spent traveling to multiple manufacturing sites in US to problem solve, mediate quality and cost disputes with suppliers and meet with site leadership to prioritize issues, manage relationships.

oCreate strategic business operation plans using lean manufacturing processes for determining methodologies consistent with targets set annually by corporate CEO.

Manage a hybrid team mix of salaried and contract across multiple contracts and indirect material contracts). Direct reports 10, total of all sites approximately 500 with 3rd party responsibilities.

Provide priority content as well as insights on deliverables for company Workplace of Choice transformation (WOC) project at each manufacturing site to improve company position to attract and retain talent.

oLead OpEx workshop involving multiple organizations to identify where time, energy and resources would make the biggest improvement in the next WOC scores.

Control costs and optimize spending via restructuring of budgets for labor, capital assets, inventory purchasing and technology upgrades. Budgets in total upwards of $100M YOY reductions minimum 5%.

Investigate and solve workflow problems with cross-functional collaboration and open communication. Interact to problem solve regularly with cross functional teams consisting of groups like construction, real estate, logistics, purchasing, safety, environmental, labor, human resources, corporate finance, and various other organizations from process manufacturing.

Align strategies with expected production demands and particular customer requirements. One example among several is the best way to staff support functions for weekend production operations at minimal cost. Use alternative work schedules for support staff on weekends and create on demand line in contract with the business partner so that weekends are not part of the 1/12th invoicing.

Prepare facilities for operational audits and health agency inspections.

Apply principles of Operations Excellence (combination of Six Sigma and Lean Manufacturing) to eliminate the waste in various processes and solve complex problems. Drive incremental change use the Plan / Do / Check / Act phases to ensure process improvements are repeatable.

Use the global manufacturing system (GMS) and Business Plan Deployment (BPD) systems to drive results and engage all team members. Perform level 4/5 board reviews with Team Leaders and mentor when help is needed. Perform other routine audits such as workplace organization (WPO).

Senior Asset Manager, 02/2010 - 04/2016

General Motors LLC, Warren, MI

Subject matter expert for keeping multiple billions of assets across 40+ sites organized in database linked to project funded prioritization tool. Provided leadership with future costs of accurate replacement cost data and advise corporate finance (5-year outlook, 10-year outlook). Use life cycle information and condition data to use funding to replace those past useful life and in unacceptable condition.

Benchmarked company investment of asset sustainment program against similar manufacturing / asset sized companies. Keyed in on major a percentage of replacement to total value of assets with defining parameters to be of equal characteristics.

Participated in asset analysis, trained plant staffs on systems to enter their own evaluations, provided high level summary back to leadership. Function as SME on the system, inventory and cost.

Lead annual planning cycle of capital budgeting for all facilities related assets (need billions, budget in low hundred millions).

Performed monthly forecasting, balance to changing targets handed down by leadership / finance. Met every exercise with target given.

Wrote dozens of Appropriate Requests to replace assets according to corporate finance capitalization rules. Presented waterline every year and obtained approval up to CFO level.

Responsible for overall monthly forecast and explanations on large gaps to previous months actual to forecast.

Successful in spending all asset sustainment money within 1% to budget without being over budget every year.

Work in groups with engineers and maintenance team members to classify assets in an organized industry standard.

Use Power BI to generate reports and pie charts to make the data visual for leadership.

Regional Engineering Manager, 3 years

General Motors, GM, Pontiac, MI

Presented project information and status updates to leadership and fielded concerns.

Responsible for annual project budget of $13.5 million, staff of 23 engineers in 15 powertrain manufacturing locations.

Proven successful working within tight deadlines and fast-paced atmosphere.

Used critical thinking to break down problems, evaluate solutions and make decisions.

Performed duties in accordance with applicable standards, policies and regulatory guidelines to promote safe working environment.

Quickly learned new skills and applied them to daily tasks, improving efficiency and productivity.

Recruited, placed and oversaw project staff for optimal project results.

Assist company in bankruptcy planning, work with outside auditing company to understand which properties stay and which properties were to be liquidated

Facility Manager, 4 years

General Motors, GM, Warren, MI 2 years

General Motors, GM, Moraine, OH 2 years

Evaluated facility operations and personnel for safety and health regulations compliance.

Supervised staff of 60 in day-to-day activities.

Led facility management staff and consultants in producing business plan that focused on facility operations. Used the Global Manufacturing System BPD (business plan deployment) with smart goals to document and track the plan with counter measures.

Conducted weekly, monthly, quarterly and annual equipment inspections of facility grounds, external structure, and systems, including powerhouse, waste-water treatment, roof equipment, docks, fire alarm, fire protection, etc...

Set and enforced departmental budgets, goals and deadlines. This included energy budget and upgrades / repairs necessary on powerhouse equipment to stay in compliance. Understand metering for all utilities and opportunities for consumption reductions.

Reviewed and oversaw construction and renovation projects.

Prepared reports and schedules with accuracy.

Oversaw all aspects of equipment installation, maintenance, and repair for both internal and external services.

Followed and enforced collective bargaining agreement. Participated in labor negotiations to find ways to implement corporate strategies regarding core work / non-core work separation and minimization of total number of trades and classifications to simplify business operations.

Business Planning Manager, 3 years

General Motors, GM, Pontiac, MI

Develop annual business plan for 23 assembly plants across U.S. and Canada.

Lead and delegated work assignments to 8 business planners.

Effectively planned content and ran director staff weekly meetings.

Developed organization's Quality Management System, prepared 43 sites for adherence and audit readiness

Interpreted corporate targets to work performed in facilities to develop metrics and targets.

Provided explanations for overtime worked at all sites, developed forecasts for holiday overtime plans.

Monitored site spending, provided leadership with analysis of spending and ideas for cost cutting.

Planned and coordinated center reviews with vice presidents and executive directors.

Product Program Project Leader, 5 years

General Motors, GM, Pontiac, MI

Successfully oversaw GM technical specifications for the design and build of body shop tooling for `new product program tooling.

Responsible for installation of tooling meeting required deadlines.

Train local skilled trades on the operation of the new equipment.

Develop detailed project timelines on Microsoft Project, work with suppliers to clarify scope and questions on specifications. Drive value engineering with design and build suppliers for cost reductions.

Integrate new tooling over weekends / holidays with existing plant equipment. Meet readiness schedule such that there was no impact to planned production schedules.

Manage project schedules to complete installation on time and under budget (example $100M project across 3 truck manufacturing plants implementation simultaneous).

Lead 5- person project engineer team supporting 4 truck assembly plants for mid cycle / new product programs.

EDUCATION

Master of Science, Applied Mathematics

Purdue University - West Lafayette, IN

Performed teacher assistant duties for higher level mathematics courses.

Bachelor of Science, Electrical Engineering

Kettering University - Flint, MI

Dean's List

Minor in Optics

Clinton Township, MI 48036

248-***-****

adr0d9@r.postjobfree.com

SKILLS

Results Oriented

Adaptive Learner

Change Management

Driving Transformation Change

Safety Oriented

Service Quality

Financial Competency

Strategic Business Focus

Inclusiveness

Business Acumen

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