Program Manager Data Analytics

Monica Vaughn

***** ******** ******

Clinton Township, MI 48036

Mobile Phone 248-***-****

******.******.*@*****.***

linkedin.com/in/monica-vaughn-94553882

American Battery Solutions (ABS) (now owned by Komatsu)

Business Program Manager (May 2023 – present)

Function as the company liaison between the DOE (Department of Energy) and their independent technical advisors and financial accountants.

Interpreted legal documentation to develop reports meeting DOE requirements using existing ABS processes and systems.

Created a process to track employee hours by project using Smartsheet technology.

oTrained employees in the process, launched the process company wide, developed auditing techniques and provided leadership with updates and data analytics.

oUsed hours from the tracking system to bill customers for the development of new products.

Created a roadmap for a 5-year (Capex) $286M DOE Advanced Technology Vehicles Manufacturing Loan agreement to meet all requirements associated with reporting valid expenses, capacity, and program timing.

Collaborated with manufacturing engineering on equipment / layout needs for a new high-capacity production line for High Voltage Lithium-Ion Batteries.

Created a dashboard using Smartsheet and a data room to facilitate the collaboration of project schedule, project KPIs, change orders, financial model in excel, and sales volumes.

Developed financial reports containing data for multiple programs (battery types for different customers), the typical information of committed, spent, and remaining to commit with forecast.

Gained executive support on ESG framework and initiatives that support Komatsu (ABS Corporate) as applicable. Provided a working roadmap to assist Komatsu to achieve zero waste by 2030 in using EV strategy for heavy mining and construction equipment.

Take on process improvements for the CFO.

oRoot caused hundreds of zero-dollar inventory items found in the ERP system, developed solutions to prevent future errors.

oReduced service contracts by 25% through analyzing standardized work to optimize PPE rentals and through negotiations with suppliers.

Collaborated with multiple organizations to create the first line-item budget for the company’s largest capex investment and highest capacity production line. Developed process to match expenses to categories along with forecasts for all steps of the product development phases.

General Motors LLC

Operations Group Manager, 5 years

Functioned as the single point of contact for all Facilities escalation issues for 10 manufacturing sites.

Instrumental in obtaining cost savings (up to 15%) in our Integrated Facilities Maintenance Contracts (IFM). These contracts ranged from 6M up to 15M depending on the site and the complexity of the contract.

Met regularly with plant managers and manufacturing managers on quality issues or production interruption issues to show root cause and execution of mitigation.

Championed safety improvement of our third party IFM workers by improving root cause analysis and trying new techniques for increased worker engagement.

Implemented lean manufacturing initiatives to save money or streamline processes.

Led complex problem solving involving multiple organizations by staying focused on the best solution for the company.

Supported initiatives to improve preventative maintenance through analysis of frequency, logistical organization of routes and overall cost analysis (i.e. cheaper to run to failure if not deemed critical equipment)

Assisted Purchasing with sourcing 3-year IFM contracts. Including updating / writing scope of work. Working with key stakeholders in the plant to ensure that SOW and costs were communicated.

Implemented key Central Office initiatives such as preventing the “project” work under the IFM SOW to not include construction due to safety concerns.

Capital Asset Manager, 6 years

Subject matter expert for facilities enterprise asset management consisting of multiple billions of assets across 40+ sites organized in a database and linked to a project funded prioritization tool. Provided leadership with future costs of accurate replacement cost data and advised corporate finance (5-year outlook, 10-year outlook).

Created the prioritization tool that used data such as asset condition, useful remaining life, repair vs replace cost data, safety FMEA, compliance data, risk to production down time, etc. in an excel format. Tool used to make the waterline every year for approved projects. Data collaborated with other organizations such as IT, Safety, Environmental, Global Security and site representatives.

Created project scope definition, developed timelines with critical paths, and budget across multiple concurrent projects between $1M and $100M. The total annual budget was between $600M and $900M.

Analyzed cost estimates for all approved projects including both engineering and construction. Made corrections as necessary based on experience, available cost models and input from subject matter experts on complex projects.

oDeveloped checklist to assist with cost estimates which included items such as field inspections, updated one-line diagrams, premium hours needed, protection needed for interior equipment, resource allocation for all engineering (both outside and inside), GC and subcontractor hours including administration and management, work permits, required testing, materials with emphasis on larger items and long lead items

oLed decisions for scope changes due to unanticipated findings in the field which impacted cost and project timing.

Led annual planning cycle of capital budgeting for all facilities related assets.

Led global initiative to commonize the annual planning cycle for infrastructure investment. Coached I/O, SA, and Europe regions how to set up and use the process.

Developed safety FMEA with input of corporate Safety to appropriately rank investments that would eliminate or minimize hazards.

Utilized SAP to manage project lines, capital vs expense, money moves between projects and total overall budget management. (use WBS for each type of site, type of project and type of funding)

Developed one pager / quick glance project status for leadership to check safety, budget, timing, and opportunities to improve overall project delivery.

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

Facility Manager, 4 years (2 at Moraine Truck Assembly and 2 at Warren Powertrain)

Oversaw day to day facility operations within four walls of the manufacturing plant.

Supervised staff of 30 in day-to-day activities. Staff consisted of engineers, maintenance supervisors, janitorial supervisors, powerhouse staff, dispatchers, paint shop booth supervisors, paint shop technicians, chemical management, skilled trades, etc.

Oversaw facilities operation side of the data room which was critical to production. Systems of note, HVAC, emergency power including UPS system and generators.

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

Achieved departmental budgets, goals, and deadlines. This included energy budget and upgrades / repairs necessary on powerhouse equipment to stay in compliance. Analyze metering for all utilities and opportunities for consumption reductions. Approved invoices as appropriate.

Reviewed and oversaw construction and renovation projects. Including RFQ, scope documents, project schedules and coordination with plant activities, Value Engineering, Safety Reviews, Project adherence to GM standards, document open list items, and project acceptance sign off.

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

Led implementation, improvements, and audits of safety modules including fall hazard, ladders, lockout/tag out, walking surfaces, asbestos abatement, ESWP, life safety systems. Strong knowledge base in OSHA regulations, EPA regulations, EGLE regulations, NFPA (including 70 and 70E) language, ISO.

Interacted with outside agencies on local, state, and county levels, examples include AHJ (Authority Having Jurisdiction), County Health Department, FRA (Federal Railroad Administration).

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.

Areas of responsibility and experience within the Facilities umbrella; HVAC equipment (ASH/rooftop units), cooling towers, chillers, air compressors, fire alarm systems, video surveillance systems, turn stiles, roofing, paving, waste water treatment systems, cardboard compacting, trash handling, soft services such as janitorial and food services, lighting both inside and outside, fork truck/ tugger fleet operations, electrical distribution including substations.

Responsible for team development and needs through recruiting, hiring, coaching, and mentoring as well as performing mid-year and annual performance reviews to hold employees accountable for quality work deliverables.

Root caused equipment failures. Tracked repeat failures for improved response and prevention.

Business Planning Manager, 3 years

Created organizational KPIs that support overall company business objectives.

Assisted execution of facility KPIs with all manufacturing sites within my area of responsibility.

Effectively communicated with executive staff on assignments, updates, and timely reports.

Participated in the organizational communication committee to streamline communication and relay key elements to executive leadership.

Developed meeting agendas and coordinated key meetings along with travel for executives.

Supervised team of 4 data analysts supporting financial, safety performance, quality, and other special projects.

Served as the Safety champion for presenting all safety in a visual format with ideas / ways to reduce and support the initiative of zero injuries.

Champion ISO 14001 implementation within the facilities organizations within my responsibilities.

Product Program Project Leader, 4 years

Successfully oversaw GM technical specifications for the design and build of body shop tooling for new product program tooling. Equipment included robot cells, welding equipment and conveyors, Specializing in PLC programming, ladder logic, tag-based programming, connectivity on different network systems.

Led and directed installation of new body shop tooling meeting required deadlines for beta builds.

Developed training material and organize training classes for the local skilled trades on the operation of the new equipment. One challenging situation was in Mexico with equipment built and installed by a German company.

Documented detailed project timelines with milestones on Microsoft Project, worked with suppliers to clarify scope and questions on specifications. Drove value engineering with design and build suppliers for cost reductions.

Integrated new tooling over weekends / holidays with existing plant equipment. Met readiness schedule such that there was no impact to planned production schedules. (Multiple times, multiple programs)

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

Lead 8 - 10-person project team supporting 4 truck assembly plants for mid cycle / new product programs.

Maintenance Supervisor, 3 years

Body Shop, Flint Truck Assembly

Followed the local union agreement for lines of demarcation, grievances, administer disciple, etc...

Led equipment trouble shooting to minimize downtime.

Root caused equipment failures and implemented measures to prevent repeated or similar failures.

Led a team of skilled trades consisting of approximately 12 personnel: electricians, pipefitters and millwrights.

Owned the tracking of overtime process for daily, weekend and holiday overtime schedules.

Conducted morning huddles to kick off daily work, provide meaningful safety messages, follow up from previous day/shift work that required continuation.

Managed competing priorities and changing priorities as necessary to accomplish the most important tasks.

Performed PM optimization of routes and frequencies using pareto charts of downtime at least quarterly.

Analyzed all safety incidents including near misses and presented information as required.

Worked 12-hour shifts, 7 days a week overseeing inhouse construction during change over from heavy duty truck to G-van. Ran daily construction crews.

EDUCATION

Master of Science, Applied Mathematics

Purdue University - West Lafayette, IN

Bachelor of Science, Electrical Engineering

Kettering University - Flint, MI

COMPUTER SKILLS

Advanced MS Word, MS Excel, MS PowerPoint, Outlook, MS Teams

Intermediate MS Project, MS Power BI, Smart sheet, Plex, SAP, One Note, share point, share drive, Windows 11, Adobe Acrobat, blueprint reading, and one-line diagrams.

Basic CMMS, Cognos, CAFM, Oracle, Primavera, AutoCAD, Workday, ADP

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