Greg Halfmann Email & Phone Number

Lowell, Mi

Lowell, Mi

Provide strategic leadership and planning to the organization. Oversee entire maintenance including manufacturing, building repairs and plant layout.

Process Control Manager 2008 – 2009Managed body shop process control department and supervised 3 process engineers. Aligned goals and activities with quality department based on corporate initiatives and customer concerns. • Reported monthly progress toward plant objectives to plant staff and developed process improvement plans for deficient milestone tasks. • Managed body shop measurement equipment and data. • Reduced customer complaints of wind noise generated between front and rear doors from 9 pph to 1 pph.o Developed measurement tools and check route verifying process was in control.• Refined error-report procedure generated from coordinate measuring machine by creating clusters of known “off-nominal” points to better monitor process.o Improved process from ineffective to a valuable resource by detecting quality problems, averting customer involvement, and meeting ISO 9000 standards.ther measurement equipmento Complete all necessary checks based on GM specificationso Root cause dimensional build issues by performing special checks• Work directly and indirectly with parts supplier to verify parts quality

Utilized lean principles in development and build of a flexible, high automation manufacturing system. Oversaw product and tooling design ensuring it was safe, repeatable and maintainable. Followed tooling through build, debug, teardown and final installation. • Used FMEA method for evaluating certain high risk equipment. • Supported and improved daily production operations through continuous process improvements, leading throughput improvement process teams, and conducting analysis of downtime reporting data. • Evaluated and eliminated all process scrap and quality issues. • Functioned as maintenance supervisor on all engineering projects and as vacation and weekend replacement. • Member of Early Involvement Team for process development at the Lansing Delta Township (LDT) plant. o One of the first mechanical engineers assigned to the LDT body shop.• Spent several months in build shops following $8,000,000 of capital equipment. o Developed detailed and accelerated timelines with key benchmarks to bring delinquent project up to compliance with original deadlines. o Installed plant equipment on time and made rate averting a plant bottleneck.• Developed new tooling and improved processes reducing scrap, increasing uptime, and improving quality. o Designed and implemented new tooling which contributed significantly to scrap reduction from $12/unit to $4/unit with an annual savings of over $500,000 o One improvement eliminated downtime of nearly 30 minutes per day by ensuring proper build of parts through a more repeatable process.• Participated as technical advisor for group in week long continuous improvement workshop. o Worked with production team completely re-organizing job layout and distribution of work which led to reduction of one employee per shift for annual savings of $400,000.• Collaborated with product design engineers developing product changes to increase and providing “error-proofing” features.

Oversaw entire predictive and preventive maintenance organization. Managed work orders through computer maintenance management system including assigning jobs to appropriate shifts, removing duplicate work orders and kitting parts for large and long-term repairs. • Modified preventive schedule based on meantime between failure and meantime to repair.• Supervised part expeditors and predictive employees which used techniques such as infrared thermography, vibration analysis, and weld cable analysis. • Reported quarterly to Key 4 on progress towards preventive maintenance goals.• Worked jointly with union attaining corporate recognition for excellence in preventative maintenance. o Second “brownfield” plant in corporation to attain QNPM phase III award. o Facilitated 12 cross-functional teams which developed strong processes and procedures meeting strict corporate standards.• Organized team build and problem solving training for all skilled trade employees.• Oversaw spare parts review and reduction which reduced spare part inventory by over $800,000. o Developed and implemented point-of-use procedures for maintenance cabinet spare parts storage.

Supervised 30 maintenance staff determining workloads and schedules. Developed, interpreted and implemented policies and procedures ensuring staff trained in all maintenance activities and standard operating procedures. • Managed and planned daily maintenance breakdowns and repairs, scheduled weekend and shutdown work. • Entered records for work performed and materials used into computer maintenance management system. Maintained records for weekly and monthly reports, prepared time records for payroll purposes. • Inspected completed work ensuring work completed properly and equipment was in proper working order. • Started and facilitated weekly throughput meetings with maintenance, production, inspection, and engineering effectively determining root cause for downtime events.o Meetings were so successful they were implemented plant wide.o Empowered skilled trade teams by sharing important information.• Greatly improved area downtime by using engineer background and problem-solving techniques preventing reoccurring downtime events.