Heather S. Email and Phone Number

-Directly manage 9 Engineers and 2 Managers leading manufacturing engineering, module build & test, propulsion build, harness build, and vehicle integration & test -Drive design and implementation of manufacturing processes -Drive build efficiency, resource allocation, and reliable scheduling -Monitor P&L for module and harness operations -Mentor and develop manufacturing team through staffing, training, and talent management -Drive leadership culture of trust and respect, ownership, and data literacy

-Manage 15 MEP+ Foreman and Managers covering 400 acre lot-Develop CAPEX projects for Studio Lot-Develop and implement continuous improvement processes-Manage Facilities P&L budget-Develop KPI metrics and tracking mechanisms-IFMA Facility Management Professional

- Manage Engineering Design and Manufacturing, Maintenance, Tooling, and Facilities department- Responsible for the preventative maintenance program and upkeep of 200 pieces of equipment in addition to overall building and grounds maintenance- Manage over 2 million in CAPEX projects, planning, delegating, implementing, and tracking results- Develop processes and implementing structure to improve departments efficiency and flexibility

-Develop, track, and validate Safety, GMS, Launch, Contractual, Leadership and Quality Network training schedules for approximately 1,600 employees -Develop, track, and execute launch training for all new models-Obtained $215,000 in grant money for skilled trades training-Facilitate weekly Key 4 and Quality Council meetings with the plant staff-Manage and execute monthly diversity initiatives including weekly newsletter articles and charitable events-Coordinate and execute all plant joint activities with UAW partners including training, launches, charitable events and employee appreciation activities-Backup for HR Personnel (Labor, Safety, etc.)

-Ergonomist for both Detroit Hamtramck and the Brownstown Battery Plant-Responded to and analyzed all Quick Response Processes within 48 hours of receipt (received up to 3 a day)-Closed out all Ergo issues within plant control within 3 months-Maintained 0 Red Ergonomic issues within plant control-Successfully implemented several rerates, changeovers, and new product launches for the production Quality department-Consistently worked with management and production to encourage teamwork, incorporate new ideas and develop best practices

-Managed 7 areas consisting of 150 operations-Assisted in line balancing and operation layout for the Chevrolet Volt-Achieved a 36% reduction, increased minutes/hour and percent value added through implementation of lean practices, surpassing the 33% requirement-Analyzed efficiency of manufacturing operations and assisted in developing proper methods and optimum operation layout-Consistently worked with management and production to encourage teamwork, incorporate new ideas, and develop best practices

-Managed 2 areas consisting of 73 operations-Responsible for a 20% productivity head count reduction and achieved a 20% reduction through implementation of lean practices-Successfully implemented 90% of the 2009 model changeover; introduced 5 new engines with additional content without increasing the number of operators-Conducted two continuous improvement workshops with management and production-Increased efficiency of manufacturing operations and layouts