Tracey Pappas Email and Phone Number

Led low volume production paint team in final year of Viper program while achieving 94% employee retention, negotiating and receiving $920k of open commercial issues, and meeting 100% of releases. Successfully led MRP (Global Shop) implementation within three months. Mapped process flow to company options, implemented training, and developed custom reports that improved project status reporting.Reduced end of year inventory adjustments by $100k in first year by implementing audits & procedures on top items.Implemented monthly departmental strategy meetings and quarterly employee diagonal slice meetings to increase company communication, brake down department barriers, which led to improved employee and leader moral. Employee suggestions increased also because they now felt their voice was being heard.Continuously analyze staffing and capacity planning for departments to reduce overtime and balance work load. Present capacity information on regular basis to sales team to drive strategic planning decisions.Conduct weekly project reviews and drive accountability to program managers and department leads for cost and timing. Weekly evaluation has reduced errors in labor and material usage by 10% on average each week.Member of executive team continuously evaluating sales, profit, operations, metrics, department/employee performance, and new business opportunities.

OperationsStreamlined operations including HR, inventory, accounting, logistics, and shop floor work flow. Converted 100% of manual processes into new ERP (Global Shop) system, strengthened supplier/vendor relationships, integral part of leadership team that grew sales from $800k to over $5M in four years.Improved productivity, reduced loss of sales, and increased throughput by 20% by maintaining and monitoring inventory levels and minimum reorder points. Human ResourcesCo-developed company handbook and performance review process that allowed for a more objective approached to employee evaluations.Streamlined new hire process that improved employee’s integration to the team and employee satisfaction. Established a termination procedure to minimize risk of exposure of secured employee and/or company information and reduced unemployment costs.Established a process for supervisors to address employee corrective action implementation and coached managers/supervisors on employee conflict resolution. Finance and AccountingManaged all aspects of finance including; budget forecast & actuals, accounts payable & receivable, banking, loan compliancy, purchasing, Flexible Spending compliancy and account management. Managed personal in A/R and A/P functions to maintain borrowing base compliance with lender. Annually achieved 99% of receivables and negotiated payable terms with key vendors to maintain cash flow optimization.Negotiated and maintained yearly engineering service contracts with Chrysler that resulted in over 1.M in sales.Inventory Control and LogisticsManaged Inventory Control personal for material management, audits, receiving, packaging, and ordering.Successfully completed and passed two annual bank audits with less than 5% inventory adjustments.Responsible for maintaining and implementing the latest Mopar logistic and packaging standards. Maintained above 85% monthly supplier score card.

Managed engine build and re-build program for Dodge Motorsports, Viper Competition CoupeResponsible for all aspects of the project including: quoting, planning, timing, customer satisfaction, and profitability.

Surpassed $3M sales goal and achieved $5M in vehicle and parts sales revenue for Viper Comp Coupe by improving vehicle throughput and inventory availability.Managed the vehicle build schedule and service parts program for the Viper Competition CoupeDeveloped and managed program timing, change management, and material readiness.Led and managed cost reduction activities including working with suppliers to reduce cost.Created quarterly financial statements and managed program budget

Achieved successful personal business launch with profitable margins within 4 months of start up.

Managed on time, on budget GM H2 seating program launch with full PPAP status within one year.

Design Center: Advanced Portfolio Exploration – Product Analyst (2000-2001)Participated on concept development teams to brainstorm future scenarios and customer needs. Gathered data and visually demonstrate GM’s architecture strategy including dimensional performance.Co-developer of visual corporate portfolio strategy working with competitive intelligence groupHR experience: Member of corporate internal relations committee & college recruiting teamVehicle Development Process Center – Project Engineer and Certified Trainer/Facilitator (1997- 2000)Integral part in GM's Vehicle Development Process (VDP) creation and roll out. Successfully delivered over 200 VDP training sessions to all GM employees with a 95% favorable scorecard rating. Developed & maintained accurate training materials, special presentations, and interactive learning exercises. HR experience: Project leader for employee recognition process. Active participant with college recruiting.Mid-Lux Car Division - Dimensional Engineer (1996 –1997)Developed GD&T and datum strategies for Body Structure/Framing components to support mid-size vehicle launch.Mid-Lux Car Division - Lead Engineer & DFM Coordinator – Sheet Metal Designs (1994- 1996)Led workshops for engineers, designers, and suppliers to include the application of DFM for Sheet Metal Stamping (DFMSM) principles & guidelines into all new panel designs on major programs which resulted in 25% reduction in design and tooling lead times.