Sarah Fox 2015 Winter Internship Presentation

Education

B.S Psychology minor Legal Studies Central Michigan University, 2012

M.A. Employee and Labor Relations Wayne State University, 2015

Prior Human Resources Experience

HR Co-op at DTE Energy

August 2013-May 2014

Presented Job Analysis to eliminate 12 Customer Service positions to V.P. and Executive Team

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HR Competencies

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Labor Relations Investigations Disciplines Attendance Counseling Ran A & C crew solo to cover Labor Rep Worked on all 3 shifts

Employment Office Removing EE from role & Reinstatement's Shift preference Leave of Absence Visited WCM Academy 4X to help on board

People Development Human Error Management Quality Gate Launch Team Manufacturing Training Area Radar Charts

Job Rotation Pamphlet

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Rolled out job rotation with TL 1:6 transitionPamphlet was created, approved by UAW Committee and passed out to the floor by HR.

Job Rotation

What is it?

An initiative to consistently rotate team members through varied jobs on their team

Why is it important?

Reduces ergonomic impact caused by repetitive motions

Teams individual job skills are refreshed daily

Supports Team Leader 1:6 initiative

Promotes company effort to build a quality product

Positive impact on employee engagement

Safeguards against line stoppage and late start up due to absenteeism

How will we do it?

Rotation requirements include a minimum of 1 rotation per day, per team

Teams can modify requirements to include more frequent rotations at their discretion

*Job rotation initiative per National Agreement between UAW and Chrysler

Launch Team Video SOP

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Goal is that every critical job in the plant will have a video SOP attached to the TL workstation to assist with training.

Project Team: HR Intern, PD Specialist, Chassis Launch Team Specialist , & Trim Launch Team Specialist.

Launch Team Video SOP Photo Clips

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Preventative Human Error Reduction & Increased Quality

HR Kaizen

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Required to Operate Report Automation

Problem Description: RTO Report sent by Labor RelationsAssists with manpower and throughputRTO is not consistently sent out in a timely manner

Cross Functional Project team: HR Intern, Labor Relations Supervisor, Systems Analyst, IT Manager

RTO Kaizen Continued

Human Error Reduction for LOK/LOS

TL Development WCM Training for A2/Axle

Loop

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1

No. Description of Actions Required Responsibility Target Date

Comments or Details Regarding Progress Made

Closed Date

1 Automate RTO report to be run the first hour after every shift starts and send out email to floor and other members of Management

Bill & Sarah April 14th

2015

Making PDCA on 4/2 April 14th

2015

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Countermeasures

DO: Implement Solutions

Sketch

Time Spent After Countermeasure

Day / Week / Month

Tim

e

STEP 5,6

Report

automated

0

0.5

1

Weekly Hours

A Crew

B Crew

C Crew

B/C Calculation

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B/C=

20.08

Perimeter Hard BC = 0

Hard Perimeter Savings $ Hard NonPerimeter Savings $ Soft or Virtual Savings $ Perimeter Cost $ Non-Perimeter Cost $

Total Benefit -$ Total Benefit -$ Total Benefit 25,900$ Total Cost 1,290$ Total Cost -$

Benefit Summary Benefit Summary

Benefit Cost for RTO Automation

$-

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

Benefit Cost

$-$1,290

$-

$25,900

$-

Soft / Virtual Savings

Hard Non Perimeter Savings

Hard Perimeter Savings

Currently in the Do phase of project. Will be submitting for Best Practice once project is implemented with a completion date of 05/01/2015.

Radar Chart

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Sarah FoxHR Intern

Total Tools 32 Averages 3.88 2.88 1.09Required Current Original

Level 4 in 6 HR Skills

Career Plan

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1-2 Years Continue to work in the automotive industry

1-2 Years Be involved in UAW Negotiations (national/local)

1-2 Years Work outside of MI (state or country relocation)

3-5 Years Become a Talent Manager, Labor Supervisor, or PD Lead

5-10 Years Move to an HR Manager position after rotating through all areas of Human Resources

Other areas of interest include: University Relations, Training and Development, Diversity, EEO Consulting

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