Audie Penn
Operating Executive
If you’re looking for an operating executive with over 30 years of experience between the factory floor, supply chain, and executive management, then look no further.
Ready to Go
For the last twelve years I have operated as a fractional operating executive for multiple organizations.
Before that I accumulated 30 years of experience in factory and functional roles across multiple organizations.
I’m ready to return to my roots and get back to operations.
My philosophy for work.
My roadmap to excellence.
Your Next Operating Executive.
Manufacturing Expertise
From fabrications to assembly and all steps in between. I have certified as a CNC programmer and operator, a production welder with both Cat and Deere, managed robotic welding and multi-axis machining, burn to shape from oxy to hi-def plasma, run paint systems, and managed assembly operations in different industries.
Leadership Presence
In 2002 I stepped into a formal coaching role with John Deere. As a corporate coach, I was invited to work with leaders from across the organization to resolve their interpersonal and leadership challenges. This practice gave me great experience and accelerated my own leadership growth. It was through this experience that I developed a benevolent leadership presence. Today, coaching is a large part of my operating executive practice.
Operational Excellence:
Strategy Deployment
The first step in strategy deployment is to find the voice of the strategic imperatives. If the message is not clear, the team cannot develop methods to deliver. The ultimate objective is to deploy – create a condition of organizational readiness – so that teams can self-evaluate their work. When the team is ready, execution naturally follows.
Operational Excellence:
Management Accountability
Once we know what is important, we must pay attention to the right things. Accountability is a function of agreement. When we focus the attention of our teams on the measures of success, we uncover the gaps in performance, capacity, and capability. Once we see the gaps, we can develop the appropriate solutions.
Operational Excellence:
Performance Improvement
We often hear practice makes perfect. I rather think practice makes permanent. Repeatability is important when the process is precise and creates the expected outcome. Creating standard work leads to repeatability. The next step is then creating an environment that supports the work. Finally, training team members impacted by the changes ensures the precision performance is realized.
Operational Excellence:
Leadership Presence
Leadership is influence. Developing and practicing tactical leadership skills raises the level of discretionary effort from the team. Clarity of purpose and objective is a function of leadership, too. When these two variables intersect, operations naturally become effective, and strategic imperatives are delivered.
Digital Transformation
From the digital twin to the IIoT and all topics between, I have worked with global leaders in this space. Our efforts lead to the creation of a CMMI for digitalization and transformation to assist manufacturers in their journey into the future. From connectivity to predictive analytics, the digitization journey is just getting started.
Board / Executive Coaching
From my executive level work, there are three primary agreements: value creation, resource allocation, and culture. Each of these agreements is translated and deployed into every division, function, and process. Accountability reaches from the board room to the line and support processes. The right culture exerts an influence that unleashes the discretionary effort of every employee. This is how the executive agreements come to life – working through the functional and relational barriers at every level of the organization.
