Angela Mccool Email & Phone Number

Assembly Staffing Management, Headcount (HC) Budget Management, Project HC Management•Daily HC managed to support target line run conditions-shift support as needed for planned and unplanned changepoints throughout the day•Data collection of Direct Line Run condition (DLR) – used to show trend, gap, forecasting, budget assumptions – reports for manager FMDS (KPIs), Sr., Group, General Managers, and VPs•Report HC impact to LR condition daily, weekly, monthly, year on year results•Project HC management- promotional, backfill, process increase/decrease, new model, new shift•Manage, track, report excess HC impact to hours with Absence Attendance Management (ABAM)•Payroll – Verify Kronos entries for team members & employee files align, pull reports for cost KPI, mass entry pay codes, investigate and resolve issues related to Kronos clock function failure by working with IT, submit time/pay code corrections to payroll & communicate correction timing to team member. Maintain team member employee file for PTO balance, absence record.•Manage all Workday moves for assembly; Assignment to shift and area•Track, request, support, and process assembly requisitions, Workforce Control Sheets (WFCSs), PCFs, Transfers, Promotions (GL and TL)•Budget projections to set FY budget, Quarter adjusted budget for process and non-process A, B1, C labors•Reconciliation of HC -daily shop level, weekly /monthly Workforce Planning (WFP), monthly Account & Finance (A&F)•Budget, Attrition, backfill need, project status, and overall staffing condition reviewed with all management levels weekly•New Hire placement weekly to ensure proper HC management to budget•Development of assembly best practice for PTO increase impact analysis, CSI/LST (versatile team members) coverage need, ABAM tracking, LOS vs LOP (Length of service/position) development/training/coverage – Yokoten to other shops. Performed GL Development survey to identify struggle points for new/vet GLs. Results used to provide t

• Assembly CH1 Team Member November 2012 - June 2013•Assembly CH1 Team Leader June 2013 - December 2014• Assembly CH2/RSM Group Leader January 2015 - June 2016• Assembly CH1/CH2 Group Leader June 2016 - December 2017• Assembly CH4/FN4 Group Leader January 2018 - December 2018• Assembly DRS Group Leader December 2018 - September 2020• Assembly SUSP Group Leader September 2020 - September 2021• Assembly Staffing Group Leader September 2021 - Current

•Developed cost reduction training material for Group Leaders: difference between cost avoidance/cost reduction, with savings captures focused on: NPOT management, dropped parts, scrap, process efficiency, material use, mutilation reduction, communized parts, quality focus, TM development, OR/FRR/BF OT/Training time improvements. Savings captured at $790,000+• Developed NPOT tracking system for all groups FMDS boards. This allowed Group Leaders to capture true non-production overtime to reduce NPOT and stay within budget allotted to their cost centers.• Tracked and reported cost savings – Managers were able to speak to the kaizens submitted from their areas and highlight cost savings efforts per cost center.

Princeton, Indiana, United States