Lisa Mayo

Woodhaven Stamping Plant Area Manager Responsible for plant facilities, maintenance production support, controls engineering and tool & die to deliver SQDCPME targets.  Led 2025 Kaizen events for CSP and DSP delivering a net return of $1 Million in savings annually.  Exceeded WAVE cost objectives for 2025 of $3.2 Million 2025 (Wave initial year launch) and on track to exceed $2.6 Million 2026 target.  Ensured quality launch of Mustang / FCSD products to meet MP1 and MP2 delivery requirements in addition to supporting insourced Kansas City jobs and production support needs.  Created positive culture through recognition events, culture walks, skip levels, and facility renovations. Lead for WSP Women of Ford Chapter and active in mentoring program.

Woodhaven Stamping Plant Responsible for plant production and support groups to deliver SQDCPME targets.  Met Safety objectives YOY with 0 lost time cases and top performing plant within Ford Motor Company  Met Quality targets YOY with an additional stretch in Q1 with 25% scrap reduction in Hot Stamping.  Exceed Cost and met Delivery targets 2022 L&OH budget $545K given back while also delivering $1.6 M profit improvement task  Innovation lead for major automation projects including Hot Stamp auto-rack with new technology 3D vision system for 8 head reduction.  Exceeded 6 Sigma GB/BB training targets and reduce cost with $1.2 M in projects exceeding target of $850K for 2022.  Created positive culture through recognition events, culture walks, skip levels, and facility renovations. Lead for WSP Women of Ford Chapter and active in mentoring program.

Sterling Axle Plant Responsible for Dept 86, 87, 96, 97, 41, 42, 43 & 44 production and support groups to deliver SQDCPME targets.  Improved FTT 50% to 100% for D43s gear roll in working with PD & PTME prior to MP1 in addition to numerous error proofing additions.  Installed program equipment 100% on time and with budgeted work orders.  Scheduled effectively for all PTR builds meeting or exceeding program timing; Work done up front at supplier to resolve recovery issues with introduction of f new flexible cells.  Recognized team frequently for extraordinary talents and efforts.

Sterling Axle Plant Responsible for 2020MY U625 CD6R IRS axle launch at Sterling Axle Plant though MP1 milestone.  Improved FTT 50% to 100% for D43s gear roll in working with PD&PTME prior to Job 1 in addition to numerous error proofing additions.  Installed program equipment 100% on time and with budgeted work orders ensuring 100% workstation readiness and manpower staffing  Scheduled effectively for all PTR builds meeting or exceeding program timing; Work done up front at supplier to resolve recovery issues with introduction on new flexible cells.  Recognized team frequently for extraordinary talents and efforts.

Powertrain Manufacturing Engineering Staff Vandyke Transmission / Livonia Transmission Responsible for 2019 MY 8F57 for CD539 Case and VB PTO ME controls including Risk Assessment review, equipment design, installation and commissioning  Program 100% on track for controls with all equipment in yellow Protag and MIDAS > 85% for 42 assets.  Commissioned first QWX connectivity inside VTP in 8F57 Valve Body in addition to QTS implementation at 90% complete.  Worked close with plant launch team to ensure 100% customer satisfaction along with training team on new technologies (routers, MDT improvements, Acronis, SolidCore, etc)

Stamping Business Unit Staff Responsible for Stamping Business Unit controls engineering standards for all new equipment launches including specification development for all electrical, pneumatic, hydraulic and lube systems. Modification of all equipment bid specifications, designs review, technical support and machine acceptance reviews across all Press, Automation and New Technologies divisions within SBU. Coordinating open items and support needs with all suppliers. SBU representative for Electrical Technical Committee (ETC) overseeing PTO/VO/SBU Global Specifications.  Developed all SBU electrical, pneumatic, hydraulic and lube standards for SBU to meet goal of implementing SIEMENS based controls strategies. Established dedicated suppliers to provide support for all equipment reviews and open issues adding 5 dedicated manpower resources to core engineering.  Aligned Schuler with Ford SBU controls standards for strong relationship to ensure successful Hot Stamping partnership on global launch (C519, U611/625, C482/3) investment of 70 million + dollars.  Responsible for supporting projects not limited to Hot Stamping and Laser Cells, CSP Line 13 Destacker, CSP Line 5 Destacker, BSP Line 11/12/24/25 EOL, BSP L15 Destacker/ Inter-automation, CSP Line 19 FOL, KTP Tryout Press.

Vandyke Transmission Plant Responsible for production support for all 6F Midrange machining & assembly in a primarily Siemens machine control environment. Manage machining continuous improvement projects. Support central engineering capacity increases. Work strategically to meet scorecard objectives.  Improved robustness on Phase 2 transmission case and convertor machining error proofing cameras using data collection and common template for proper feature detection with less than .05% false rejects.  Completed logic rewrite in Phase 2 transmission case and convertor machining bottleneck deburr operation and pack out zone controllers to provide manual functions, proper faults and diagnostic to minimize downtime and improve JPH with 6FM currently running at a 40 Index YOY and On Target Total Yearly Average.

Responsible for coordinating all warehouse inventory management and equipment repair for the Michigan Market Unit. Manage $11.3M USD cost budget and a $6.6M USD capital budget. Oversee all facility maintenance and operations. Comply with all safety and environmental regulations. Work strategically to meet scorecard objectives.  Relocated Merchandise Equipment Operation Center from Lansing, MI to Flint, MI with early completion and on budget.  Redesigned warehouse layout utilizing visual controls to optimize workflow processes and reduce headcount by 15% over prior year and created the national benchmark facility for merchandise equipment.  Developed scrap supplier request for quote standards and implemented regional agreement for a savings of $500,000 annually.  Created inventory management system reducing days in inventory (DII>28) from 62 PY to 38 CY in addition to eliminating customer install cancellations due to non-stock.  Improved Employee Insight scores at a record rate of 15% - 50% per dimension over prior year.

Flint Engine Operation Responsible for coordinating all predictive, preventative and emergency maintenance for engine machining. Worked integrally with production and engineering to coordinate all project installations. Strategically managed resources to meet safety, people, responsiveness, quality and cost targets.  Utilized shared facility resources and alternate strategies to reduce spare parts spending by $700, 000.  Maintained zero recordable injuries for 2008 holding benchmark standards.

Romulus Engine Operation Responsible for engine assembly production and objectives relative to quality, schedule and cost. Managed 50 employees on job assignments ensuring safe work practices.  Met production cost schedule with a 10% reduction of hours per unit by supporting Project 50 implementation.  Improved quality with a 65% reduction of pulls, a 24% reduction of PPM to vehicle assembly and a 5% FTQ improvement.

2003 Certificate in Lean and Flexible Production Systems