Dana Harrison Email and Phone Number

Managing for the best company I've experienced...great culture of support and diversity, qualified people, the desire to improve....we've got it all!!!!

Leading Global cross functional teams across all electronic platforms to quote new business, meeting all of Magna's KPI's, Must Win business, and customer expectations.

As Manufacturing Staff Engineer, I manage Program Management for Kentucky, I'm responsible for Quoting new projects, manage any Engineering issues that are New Projects, Part Changes, Process Changes and Customer or Supplier requested changes.As a High Pressure Die Caster and Machining company, our language is SPC and GD&T, managing our uptime, scrap, and FTT. Originally hired as a Program Manager, I quickly assumed a role in leadership guiding Engineering and Quality to resolve productivity and capability challenges.Program Management: Kentucky Program Management follows the NPDS process, coaches and leads Program Management as a profession, effectively coaches team members in launch responsibilities, and prepares Kentucky for the new projects that will build our future.Run at Rate, PPAP, Uptime, Scrap, etc..: For a GM product, working with Production, we reduced planned and unplanned downtime, scrap, added Traceability, divided the line into zones, identified bottlenecks, and developed temporary banks within the process, to increase the productivity from 580/day to 1466/day (the contracted volume) and successfully passed both the Run at Rate and PPAP.FCA Product: Our challenge was GD&T and SPC, and meeting capability of Diamond Characteristics. Using Six Sigma problem solving, we were able to accurately identify non-capable functions of the machining equipment and rebuild. We implemented feature charting, GD&T and SPC training, and in-line gauging, to protect the customer.Quoting: Our department prioritized quoting in 2017, implementing a clear process and responsibilities, aligning with Global Corporate processes. Process and training has been our focus with the goal of becoming the benchmark for quoting within Nemak. We now understand the variables challenging us with being competitive, and are very close to winning new business for Kentucky. Our future in this area will be a clear plant wide business plan, securing Nemak Kentucky's future.

Managed 9 Mid-Range and Heavy Duty Turbo Chargr projects with 20+ team members in 4 countries to produce new and modified products for internal and external customers. My responsibilities include projecting and establishing and budget for resources, testing, materials, and travel from concept through production approval. I created contracts with risk management, team and customer agreement. In my position I reduced proliferation by 18% and expenses by $80K to stay under customer funding, resulting in positive NPV and final expense below AOP.My first 6 Sigma project with Cummins developed a financial tracking tool that standardized planned and actual expense sources and tracking from contract through SOP by utilizing existing SOP, DRP and monthly actual expense data resulting in accurate NPV impact, dynamic expense forecasting and the global ability to more accurately project AOP.My second 6 Sigma project increased sample delivery to 80% by identifying and establishing critical milestones in the process and ensuring deliverables from both the team and prototype builders. The result is reduced development time, reduced cost, and faster feedback to marketing.

Led a team in a newly awarded GM contract for the full size truck platform that was $50M+, 52% of plant production, and produced 1.27M units/year. I immediately identified areas to reverse negative ROI at contract, allowing customer negotiation for shared and customer design changes. I identified significant cost values: 500K vehicles per year = cost impact and savings, or $.05 = $64K or 2 trucks (2 headlamps/truck). I also led the team to resolve tolerance stack-up evaluations to create an attachment scheme that would satisfy a 1.3CpK customer requirement on a project with 3 sets of tools and 2 sets of vehicle sheet metal. The result was customer shared design cost and a successful and profitable launch plan.

This position has to be one of my favorite and more surprising positions. Floor care and vacuum cleaners required my strengths in plastics, tooling, assembly, engineering process, and more. I learned so much about consumer products, and who my customer is. I worked directly with new departments who engineered touch, feel, color into the product, and put the customer behind a one way glass to watch their interaction with the product. My task was to take on the project to save floor care. We needed to hit a launch window with a product that blew (or sucked) away the competition, at a cost that would drive sales and profitability. The engineering team was phenomenal, so sometimes my job was to say "stop" so we could meet our schedule, and others it was to put the right people together, stand back and watch the magic.I removed 30 weeks from the original Airspeed plan to hit the needed profitability and launch window. I guided interdepartmental networking to create a weekly communication and synergies that developed a unique recognizable pattern for the Airspeed product. I developed a plan to be present in Shenzhen China during the tool development and start of production resulting in product First Time Quality and Launch Readiness to meet our launch window. I was a member and leader of this incredible team who developed the Airspeed Family that can be found nearly anywhere in the market.

Led a cross-functional team to design, build and produce Automotive lighting in 3 domestic production plants and 2 in Japan. Provided clear guidance and was the single point of contact for: Ford, Toyota, Nissan, GM, Honda, and more. NAL is the world’s largest lighting supplier in domestic and global markets with sales over $500M, and a subsidiary of Koito Manufacturing Co., Ltd, of JapanMy first assignment was the Ford Windstar built in Oakville Ontario. Behind schedule, over budget, with production issues losing Q1 status, NAL was restricted from new project quotes. I led the team to set a lower cost rework plan (short term), identify root cause (long term), drove overall plan, obtained buy in, and relayed the plan to the customer, tracking and reporting daily/weekly. Efforts resulted in getting the project back on track and regaining the ability to quote new business.I launched the follow up newly designed Ford Windstar with a $9M+ budget, 315K annual vehicle volume, launching HVPT on time, $1.2M under budget, with approved cosmetic quality, dimensional capability, manufacturing productivity, and SOP+90 days with no quality issues. I led a team to develop a new GIMP (Gap Improvement) with a cost savings of over $2/lamp or over $600K/year. The task included building a new tool in Germany, sampling and Customer Approval, moving the tools and building a US branch of the company to be a JIT supplier.I led the team launching the Lexus RX350 simultaneously in Japan and the US, building tools in Japan, China, US and Canada, meeting Toyota Circle L requirements and on time and under budget NAL goals with a budget over $6M.I was recruited by the GM of Program Management to turn around the 050L Toyota Camry on NAL’s first Automated lines, successfully meeting FTQ (First Time Quality) requirements, customer productivity, and SOP + 90 days with no quality issues, while protecting an on time launch and meeting Toyota PPM requirements.

Work directly with Chrysler, Ford and GM to develop and design water pumps for new drive train launches. Designed Water Pumps for the first 2 Dodge Vipers, Plymouth Prowler, the first Saturn at Spring Hill Tn, Ford Mustang, the Jeep 4.7L and the Chrysler 2.7LH platform. Developed ball/ball bearing design software, resulting in a newly designed short based Ball/Ball bearing for a Cadillac new application, and developed new gaging techniques improving bearing quality and life. Developed the Airtex Bearing order standards, and developed an aftermarket design standards handbook.Airtex was the perfect place to start an automotive career. Airtex built their own bearings, had a die cast foundry, stamped steel, brazing, welding, heavy drills, assembly, gaging, etc... I had a chance to learn about a sold process, working directly with manufacturing, and understanding my design from material in to product out.