Paul Fox

• Financial & Backlog Impact: Successfully drove the recovery of over $6,000,000 in supplier chargebacks during the first half of the year. Resolved operational backlogs by creating a robust tracking matrix that closed all delinquent 2024 and 2025 CRs/QRs by mid-March. Initiated a Rim Swap Program with the suppliers removing over $200,000 of yearly cost to plant expense.
• Operational Efficiency: Improved plant financial stability by optimizing work order hours and managing weekend inventory reductions. Enhanced scrap process to facilitate root cause analysis discussions with ownership, driving improved defect management. For ISO compliance, Digitized VOPQUG Fluid Tracking matrices with andons to help identify non-conformances forcing a reaction plan action.
• Process & Supplier Discipline: Enforced supplier accountability, requiring suppliers to review control plans and address defects sent to MAP.
• Team Upskilling & Empowerment: Implemented comprehensive training plan for inspectors, increasing their capability to manage quality disputes directly with suppliers. Empowered hourly inspectors to hold Stage 1 disputes directly with suppliers and trained salaried personnel on multi-source data gathering.

1. Safety, Quality & Process Compliance 2. Continuous Improvement & Problem Resolution 3. Leadership, Coaching & Team Development 4. Administrative & Operational Leadership

• Enforce department health and safety standards, drive accountability, and address risks in compliance with government, industry, and corporate guidelines.
• Champion standard processes through Ford’s Manufacturing Operating System, facilitating constraint analysis and eliminating production bottlenecks.
• Drive continuous improvement initiatives, evaluate systemic issues to prevent recurrence, and execute root-cause analysis (e.g., Global 4D/8D).
• Align deliverables with tools like the VIM Action Matrix, 5-Year Plan, and JPH Package.
• Mentor, coach, and support team members to meet SQDCPME (Safety, Quality, Delivery, Cost, People, Maintenance, Environment) objectives, and promote a culture founded on accountability, respect, and continuous improvement.
• Foster a proactive, performance-driven culture that values recognition, communication, and a respectful work environment.
• Manage budgets related to labor, materials, and cost per unit.
• Conduct administrative oversight, track production runs, and manage work plans—including downtime, shutdowns, and change control—while ensuring results are evaluated and improvements implemented.

• Plan and execute end-to-end launch strategy, ensuring cross-functional alignment (manufacturing, quality, suppliers, engineering).
• Own milestone delivery, including timing, staffing, tooling, build readiness, and budget/resource planning.
• Manage risk through structured processes (Open-to-Go, part pedigree, AIMS, change control).
• Drive resolution of launch issues, leveraging systems like AIMS, VOCF, and plant Whiteboard operations.
• Coordinate launch reviews and data reporting, preparing scorecards (e.g., OK to Buy/Ship/Build), assessments, and lessons learned.
• Cultivate organizational capability, providing leadership, training, and feedback to launch teams.

• Confirm standards are in place
• Support issues raised by the teams
• Plan changes to the system
• Manage changes to the system
• Communication and Recognition
• Develop highly competent and motivated people
• Create a conducive work environment for the team(s) to complete their assigned responsibilities / tasks
• Ensure completion of administrative responsibilities
• Supervise salaried employees

• Coach Safety, Quality and Productivity to ensure objectives are met through following standardized work.
• Optimize throughput in accordance with budgets and cost objectives.
• Monitor ANDON occurrences. Be the first responder as secondary support.
• Through Process Confirmation, verify that the line is running safely, smoothly, and producing quality parts.
• Support Continuous Improvement and coach problem resolution to the lowest level.
• Communication and Recognition.
• Meet FTT, inventory, cost, scrap, supply, and tooling expense targets.
• Build Team Leader and Team Member capability.
• Create a conducive work environment for the team to complete their assigned responsibilities / tasks.
• Basic administration of supervisory responsibilities and documents.

• 4.0 GPA
• Ranked in Top 1% of class
• On-air performance — radio and TV delivery skills
• Editing techniques — audio and video editing methods
• Operation of broadcast equipment — using radio and television gear professionally
• Broadcast writing — scripting and commercial/news copy skills
• Production — writing, shooting, editing for radio and television, including promos and commercials

• 3.8 GPA
• Ranked in Top 5% of class