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
Team’s 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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