Bill Gregg Email and Phone Number

Responsible for providing Supplier Quality leadership, direction and development support on multiple global new product and Global Supply Chain projects. Support global plants on escalated issues with Supplier Quality. Collaborate on development and deployment of global strategies, policies, procedures and tools for Supply Chain Quality

Responsible for providing the leadership necessary to develop, maintain, and improve supplier quality for JCI-Power Solutions business globally. This responsibility includes the establishment of performance metrics, polices and procedures necessary for administering quality relationships with Power Solutions suppliers. Key member of Global Quality Team further providing leadership in determining strategies and priorities for Quality. Member of the Extended Procurement Leadership Team supporting new and existing Supplier Development and support for Procurement strategies.

Air Quality and Home Solutions Group: Responsible for developing and leading world class quality organization. Developed global quality strategy and system, new product development and launch quality deliverables, and managed Supplier Quality in Canada, U.S., Europe, China, and Mexico.• Developed organization’s first 5-year strategic quality plan to define targets and drive improvement in Global Quality. Result: Established standard KPI’s to assess and compare individual site performance, and to identify best practices.• Appointed to the team that created and implemented a gated NPD process and defined APQP deliverables including DFmea and DVP&R for each gate, and pilot run and launch processes. Result: Reduced deviations and conditional approvals from an average of over 100 per new product launch to 0.• Developed and deployed Global KPI for COPQ at 6 sites. Applied formal root cause analysis tools including 8D to COPQ (warranty, defective, damaged, field scrap, internal scrap, and rework). Result: Delivered 14% reduction in COPQ ($1,300,000) in 2015 and on track to deliver same or better results in 2016.• Created External Defective PPM metric definition and deployed globally. Applied Master Black Belt expertise with DMAIC methodology to identify sources of variation and of potential shipping errors. Result: Provided 26% reduction in External PPM in 2015 and projected same or better results for 2016.

Responsible for the development of group wide quality strategy, policies, procedures, ISO implementation and Lean Six Sigma.• Identified, purchased and deployed Global software application for Quality System management (ISO9001). Q-Pulse software provided structure for a Quality System, Customer Complaint resolution, document control and audit management. Result: Instituted first global quality management system which allowed for common structure and communication across sites and provided a vehicle to share best practices.• Created Supplier Defective PPM KPI. Adapted system assessment tool to focus on risk analysis. Trained International Purchasing Office (Hong Kong) on PPAP requirements. Created scorecard that considered quality and delivery performance, system maturity and risk, and social responsibility so resources were directed to most impactful assignments. Result: Produced 31% improvement in Supplier PPM in 2015 and projected in 2016.• Co-authored with Global Sourcing Director a Supplier Quality Manual. Result: Standardized supplier requirements leveraging support, service and pricing.

Responsible for Quality and Quality Systems at 6 global locations, including creation of vision, strategy and action plans to drive standard systems, metrics and root cause problem solving in U.S., Mexico, and China. • Established targets and action plans to drive improvement in Key Performance Metrics including: Average days open for customer complaints, scrap, warranty, and supplier defective PPM. Result: Standardized common reporting to improve global communication and sharing of best practices.• Led a root cause problem solving boot camp quarterly at different global manufacturing sites in U.S., Mexico, and China. Result: Reduced scrap cost by over 10% for entire Business Unit in 2011 and 2012.• Utilized assessment tool to rank and stack supplier performance and enable focus on Vital Few. Utilized 8D and other problem solving tools to reduce defective PPM. Result: Reduced supplier defective PPM from 2650 to less than 1100, beating plan of 1500.• Deployed Global process for 8D problem solving of customer complaints. Result: Reduced Average Days Open by 50%, surpassing corporate goal.• Defined common quality policies and procedures with input from each global site. Result: Standardized to one global system, facilitating improved global communication updates and faster resolution of issues.

Manager – Global Quality Assurance: Responsible for driving quality improvement roadmaps for 26 global manufacturing facilities in North and South America, Europe, Asia, and Africa.• Developed and deployed: Global Quality Management System and Metrics, Global Customer Satisfaction Survey and Improvement program, Global Quality Audit program and improvement initiative. Result: Standardized systems and dashboards to manage processes and drive improvement. • Managed project to resolve major customer warranty, scrap, and outgoing quality issues. Supported product engineering teams in resolution of top warranty issues and in application of statistical analyses and Quality tools. Result: Implemented Brazing Best Practice initiative that yielded over $5,000,000 in reduction of warranty costs. • Ensured the use of 8D problem solving methodology, as well as facilitate the application of other problem solving techniques (K-T), at all Manufacturing Sites. Result: Institutionalized use of appropriate quality tools including FMEA, C&E, and Control Charting • Provided a disciplined application of problem solving techniques and detailed data analysis to vendors to facilitate problem-solving activity. Result: Improved supplier quality to less than 1000 ppm with most issues solved in less than 30 days. • Supported supplier quality initiatives. Result: Established a world-class supplier quality performance model.

Responsible for mentoring Black Belts and Green Belts and justifying new project opportunities.• Developed training curriculum, new program standards and processes. Established performance standards. Result: Achieved Six Sigma Black Belt certification by mentoring over 85 Black Belts and Green Belts around the globe.• Provided mentoring to Black Belts on DMAIC projects. Result: Exceeded divisional Continuous Improvement (CI) savings goals of more than $12,000,000 in annual savings over 3 years.