Wayne Fox serves as a Principal for dss+ in the Operational Risk Management practice. In this role, he leads complex client transformations across global and regional client operations combining business process improvement and lean strategies, project execution management, and resource optimization to drive financial results and outcomes.Known for his personal commitment, drive, and dedication, Wayne has completed over 50 operational excellence initiatives and programs for clients in manufacturing, energy, and utility industries delivering increased efficiency, accelerated growth, and improved the culture of each organization. Wayne’s open communication and leadership skills are based on his deeply rooted values, integrity and personal commitment to the success of teams under his leadership.Wayne enjoys being in the field and client sites engaging with employees and identifying areas for improvement. He has conducted several large-scale assessments and led improvement teams for various clients in his role as program manager.Since joining DSS, Wayne has led various successful projects with clients in the following industries:• Electric Generation, Electric & Gas Transmission and Distribution• Various Manufacturing Clients – Automotive, Aluminum, High Temperature Insulation, Appliance• Cement, Concrete and Brick Manufacturing• Maintenance, Construction and Mechanical Fabrication Contractors• Transportation, Logistics and Storage• Recycling Industry

Responsible for all activities in the areas of Engineering, Maintenance, Facilities Management and Utility systems at GM’s largest manufacturing complex (5 million square feet) comprised of stamping, body assembly, painting and assembly processes. Ensure complex compliance with all federal, state and local environmental regulations and policies. Managed successful project implementation of several corporate and local capital projects – all delivered on schedule and under budget, in support of new Chevrolet Cruze product program. Major capital projects included manufacturing conveyor system sustainment and decentralization of control systems, installation of Cruze manufacturing tools and equipment, and general facilities improvements to electrical distribution systems, roadways and building roofing systems.Led energy reduction initiatives at the plant which resulted in 10% energy usage reduction in 2010.Responsible for implementation of lean manufacturing initiatives for maintenance organizations across complex, including formation of maintenance teams, TPM, Business plan deployment implementation, Workplace organization and consolidation of skilled trades classifications.

Plant Staff member responsible for all manufacturing activities in the areas of Engineering, Maintenance, Facilities Management and Utility systems at a 3 million square foot assembly plant. Managed all department HR, budgeting and allocation decisions. Ensured assembly plant compliance with all federal, state and local environmental regulations and policies.Led energy reduction initiatives at the plant which resulted in 40% energy usage reduction from 2007 to 2008.Achieved annual 25% reduction in indirect material spending over each year from 2007 to present.Developed and implemented the Central Maintenance organization for the plant, which achieved a 59% reduction in skilled trade’s workforce. Led implementation of 3rd party contracted services for traditional UAW work elements in the areas of paint shop cleaning and janitorial services.Led implementation of Electrical Safe Work Practices for plant skilled trades, which was used as benchmark training for all GM facilities.Improved safety culture in the maintenance department which resulted in 50% reduction in skilled trades recordable work incidents and a 100% reduction in lost work day cases from 2007 to 2009.Established high level of effectiveness, trust and integrity in negotiations and daily interface with local union business partners, realizing common business goals and objectives. Negotiated several modifications to current local contract in order to improve efficiency and overall cost competitiveness.

Directed all manufacturing launch activities for critical new car programs for GM including the 2007 model year Saturn Aura midsize sedan, Saturn Aura BAS Hybrid model and 2004 model year Chevrolet Malibu & Malibu Maxx. Executed all phases of a new vehicle production launch within GM’s standardized Global Launch Process template utilizing project management skills.Achieved best in segment new model launch for completing start of regular production to full manufacturing rate in less than 40 days for Saturn Aura launch.Represented assembly plant and manufacturing engineering as the “single voice of manufacturing” to the program execution team.Managed cross-functional manufacturing integration team from project development and manufacturing study phase through project execution phase. Executed Saturn Aura manufacturing projects on time and $20M under budget.Led General Assembly launch team for Chevrolet Malibu program through manufacturing assessment builds to identify and resolve all manufacturing build concerns. Identified manufacturing system requirements for tooling design and led all assembly related tooling and equipment construction reviews and buy-off events.Planned all aspects of the new vehicle launch for the department including manpower planning, production schedules, tool and equipment installation schedules and validation plans. Ensured department readiness through launch of new vehicle including operator certification, workstation readiness, and manufacturing system validation. Led General Assembly Department Manufacturing Engineering operations, maintenance, process control and project implementation. Responsible to identify equipment throughput issues and drive to resolution.

Expatriate assignment in Shaghai, China that led completion of construction, commissioning & start up of Paint Shop manufacturing facility for SGM. Led all technical aspects of department, driving problem resolution with contractors. Mentored local Chinese engineers on modern maintenance management activities and methods. Led project team to install & convert all manufacturing conveyor systems to manufacture mid sized sedan, mini-van and compact car on same assembly line. Received GM Chairman’s Honor Award for his role in leading the completion of construction, commissioning and systems validation of a $200M USD Greenfield automotive paint shop located in Shanghai, China.Managed problem identification and resolution negotiation process with various international contractors from China, Japan, Europe and North America. Responsibility to resolve all paint shop design and installation issues including HVAC systems, Utility Support systems, conveyor systems design and safety-related issues. Led Paint Maintenance organization during plant start up phase of SGM, mentoring local Chinese maintenance team members on modern project management and maintenance work practices. Managed all contracted technical support functions.Directed project team that successfully converted all manufacturing conveyor systems in body, paint and general assembly departments to manufacture three unique vehicle styles (full size sedan, minivan and compact car) on common manufacturing system. Developed automated conveyor system to load & transport vehicles bodies between two manufacturing sites as SGM expanded manufacturing capacity. Completed several manufacturing capability assessments of automotive manufacturers located in the Asia-Pacific region under consideration for purchase or Joint Venture partnership with General Motors Corporation.

Acquired broad experience in manufacturing plant operations and engineering support functions through progressive assignments with increasing levels of responsibility. Directly supervised union skilled trades’ maintenance employees and led numerous plant construction projects at several locations.Gained significant project management experience through progressive assignments including capital forecasting, conducting manufacturing planning studies, specification and bid package development, bid, technical review and award processes, contractor negotiation, field installation, start up and support of all projects.Built technical expertise foundation in paint finishing systems, conveyors and general manufacturing systems.Led Paint shop throughput improvement (TIP) team to reduce bottlenecks and improve throughput.