Vernicia Dawson

Experience

• 

  Newport News Shipbuilding

  Jan 1998 - Jan 2000

  • Systems Engineer

    Jan 1999 - Jan 2000

  • Logistics Engineer

    Jan 1998 - Jan 1999
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  Corning Incorporated

  Jan 2000 - Jan 2006

  • Cold End Department Head

    Jan 2005 - Jan 2006

  • Equipment Engineering Team Leader

    Jan 2001 - Jan 2005

  • Vycor® Process Engineer

    Jan 2000 - Jan 2001
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  BD Biosciences

  Dec 2006 - Jan 2012

  Process Improvement | Cross-Functional Leadership | Budget Management | Cross-Team CollaborationI led nine direct and 161 indirect employees and managed $4M Cap and $3M Op for 675 million units a year. I directed manufacturing operations, process improvement, safety, and equipment integrity in a 24/7 high-volume environment. I also collaborated with the quality team to ensure compliance with regulations and product standards. Select Highlights:➤ Achieved $600K in annual savings – I led a cross-functional team in validating OQ (operational qualification) and PQ (performance qualification) for one PS (polystyrene) resin to replace three within the project timeline. Show less

  • Sr. Business Team Leader

    Jan 2008 - Jan 2012

  • Business Team Leader

    Dec 2006 - Aug 2008
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  Corning Incorporated

  Jan 2012 - Jan 2014

  Manufacturing Department Manager

  Operations Management | Process Improvement | Team Leadership & Training | Budget ManagementI added structure through strategic planning, scheduling critical tasks, and managing production processes across two sites. Moreover, I moved tube production from the U.S. to Mexico and Corning flask production from the U.K. to the U.S.My scope of leadership included guiding a cross-functional team of nine direct and 127 indirect reports while managing a budget of $3M (Cap) and $2M (Op). I developed an actionable operations plan, incorporating continuous improvement and performance accountability to meet overall equipment efficiency (OEE), quality, and volume goals. I headed the production of 430 million units per year while managing capital projects, metrics, and on-time delivery. Additionally, I collaborated with QA and designers to ensure products comply with specifications and regulations.Select Highlights:➤ Transferred tube functions from the U.S. to Mexico 30 days before the deadline – I ensure a smooth transition by expanding the production build plan, assembling equipment, setting up the plant, and working with teams at both sites.➤ Created $400K in inventory and fixed a global out-of-stock issue in five months – I led the process improvement team to move production of the Corning flask from England to the U.S., increasing efficiency and availability. Show less

• 

  BD

  Apr 2012 - Oct 2012

  Manufacturing Manager
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  Corning Incorporated

  Jan 2015 - now

  Human Resource Management | Diversity, Equity, & Inclusion | Talent Engagement & Retention | Talent & Succession PlanningPursued role in Human Resource to have an active impact in diversity, equity, and inclusion efforts. I ensure the right talent is in place to execute plant strategy and achieve desired business results and ensuring that the manufacturing plant realizes required levels of employee productivity and performance excellence. In Diversity, Equity & Inclusion, I provide strategic direction to the Corning Life Sciences division leadership. To establish strategic initiatives that will drive improvements in attracting, developing, and retaining diverse employees, ultimately increasing the representation and employee engagement. Show less Operations Excellence | Global Customer Experience | Process Improvement | Cross-Team CollaborationLeadership promoted me to this position to drive continuous improvement activities and incorporate Six Sigma, Lean, and other impactful methodologies. They also needed me to create a culture of engagement and higher productivity.I lead 30 professionals in providing first-class customer experience, fast operations call center responsiveness, and top-quality image for Corning Life Sciences products across North America and Puerto Rico. I also oversee order management, reservations, custom products, issue resolution, and customer inquiries. At the same time, I interact with supply chain, logistics, warehouse, quality, sales, and commercial product line managers in Asia, Latin America, South America, and EMEA. To ensure everyone does their job, I clearly define department objectives, metrics, and targets.Select Highlights:➤ Boosted team performance 33% and order management performance 15% – I developed team and individual metrics via one-on-one meetings with each team member and separate meetings with their respective supervisors.➤ Cut customer resolution from 24-48 hours to 8 – I identified high-performance customer service representatives and assigned specific regions to them while providing clear procedures, plus a clear route to find and resolve issues. Show less Operations Management | Multiple Facilities | P&L Management | Process Improvement | Quality & SafetyCorning needed me to launch the first PQA (product quality architecture) initiative to drive good process input – rather than output - at the beginning of projects. This shift ensures all facilities execute quality architecture within operations.In this role, I managed a P&L of ~$54M and led 28 employees in daily operations, maintenance, and production for two plants tasked with manufacturing biologics products. I consistently met or exceeded goals regarding cost, quality, service, safety, health, and environmental requirements. I also collaborated with the engineering team and others to drive top-notch performance, cost control, KPIs, equipment reliability, and continuous process improvement.Select Highlights:➤ Increased Matrigel process yields by 21.4% without additional headcount or new equipment – I achieved this by incorporating robust improvements to a legacy process to boost business demand for Six Sigma methodologies.➤ Deployed an employee-led team to drive work environment improvement – I fostered an environment of in-house collaboration through recognition, plant enhancements, community service, and cross-team relationships. Show less Strategic Planning | Process Improvement | Change Management | Six Sigma & Lean MethodologiesIn this position, I leveraged my expertise in Six Sigma, Lean, and PQA methodologies to lead process improvement to boost manufacturing productivity and efficiencies.I headed strategic planning for continuous improvement, cost reduction portfolio, change management, and new product introductions (NPI). At the same time, I led Six Sigma Green Belt projects, coached team members, and oversaw plant training using DMAIC, DESGN, Six Sigma, LEAN, and PQA. Additionally, I introduced new product developments and customized product lines while identifying and implementing cost savings, requirements, and toolkits.Select Highlights:➤ Achieved a cost reduction of 8% YoY (year-over-year) at $3M-$4M per year – To accomplish this, I drove strategic development and monthly management of the cost reduction portfolio.➤ Mapped critical strategies, yearly goals, and methodologies – I developed five Six Sigma Green Belts and two new LEAN belts, plus I led 12 LEAN awareness training sessions, executed 26 blitzes, and 8,000 iKaizens. Show less

  • Human Resource Manager and CLS Division Diversity, Equity, & Inclusion Program Manager

    Jan 2022 - now

  • North America Customer Service Manager

    Jan 2020 - Jan 2022

  • Plant Operations Manager

    Jan 2018 - Jan 2020

  • Performance Excellence Manager

    Jan 2015 - Jan 2018