Gregory Harris Email & Phone Number

Novi, Michigan, United States

Commercial and Residential painting, and drywall repair and installation.Co-President and Project Manager• Collect and analyze data to estimate time, money, materials, and labor required to complete projects.• Write up and submit detailed project scope and cost estimate to prospective clients.• Determine the scheduling of different phases of projects based on established deadlines. • Manage daily operations of workers and other contractors ensuring that projects are completed according to schedule which involves problem resolution.

Detroit, Michigan, United States

Herbal Tea Brewing and Packaging Plant Operations.• Established and executed policies, procedures, and programs that assured products were developed, manufactured, received, picked, packed, and shipped via LTL freight and eCommerce with superior quality in compliance with in-house specifications.• Managed and coordinated company-wide regulatory guidance, training and compliance effort.• Managed employee training, and all documentation generated during beverage production while monitoring employee work quality, and productivity.• Developed corrective/preventative (continuous quality improvement) action plans.• Oversaw hiring, orientation and training of technical and non-technical food manufacturing personnel.• Ensured safe, clean environment meeting health, sanitation, and quality standards set by the corporation, food industry, and government agencies [FDA] throughout production, handling, and packaging of products.• Developed and maintained a successful staff through training, leadership, and motivation, and rewarding excellence.• Coordinated shifts, arranged schedules, and monitored employee performance.• Developed and implemented Plantwide Physical Inventory Process.• Developed Production Forecast Schedule for raw material, finished product and employee schedules.• Developed and report-out of operational budget.Key Accomplishments:o Increased production 34% of 64oz from 270 units/day to 810 units/day; 34% of 16oz from 945 units/day to 2,835 units/day.o Motivated employees to quality driven status through ‘Small Teams’ quality routes.o Developed and motivated successful ‘Team Leaders’ as experts in their assigned areas of ‘Small Teams’.

13177 Huron River Drive, Romulus, Mi 48174

Liaised with business and functional owners to implement mechanical and technical systems across organization product lines to increase productivity, production and technical efficiency.• Interfaced with business users to prepare and update Business Process Requirements (BPR) and System Requirements for the creation of business test cases and testing scripts to ensure successful implementations and upgrades to SAP system used for logistics.• Prioritized outstanding defects and system problems, ensuring accuracy and deadlines were met. Analyzed corporate business processes to develop customized solutions, reduced costs and improved performance within a given budget. • Performed GAP analysis of business rules, business and system process flows, and requirements for various product lines within the organization utilizing Lean principles. • Ensured compliance requirements were met. Facilitated planning meetings, stand-up project status meetings, analysis development, test inspections, and other project meetings throughout product life cycle. • Ensured adherence to Lean methods for the Site, Value Stream and Team Improvement Boards, enabled a PDCA culture and progression of the Lean thinking and process improvement. Supported Plant Lean team members through required and special team meetings. Provided high level of technical and operational recommendations in meeting productivity, material control, product quality, and customer service goals.Key Accomplishments:o Increased production of tier one product line by 65% through use of Lean tools and project management.o Played key role in design and execution of 60-day implementation model to capture design and development requirements in an iterative development life cycle that reduced lead-time by over 50%. o Led strategic planning initiative to secure proposed budget for the consolidation of six production lines by identifying process improvement opportunities.

Greater Detroit Area

Licensed, bonded and insured security staffing service with expertise in crime prevention, detecting and reporting within $25 million contract and over 1500 employees for the City of Detroit and other fortune 1000 companies.• Evaluated business opportunities in cooperation with the CEO and COO, assisted in formulating proposals, negotiating, and closing contracts• Built relationships with top companies and the most professional workers in the market; provided quality service and created the perfect connections.• Maintained contact with all clients to ensure high levels of client satisfaction through client surveys. Obtained new business and gained opportunities to introduce services.• Responsible for qualifying job orders with the client, internal job postings, resume submittals, interview scheduling, interview preparations and debriefing and salary and rate negotiation with clients and candidates.• Participated in Request for Proposal (RFP) process to ensure Prospect Company received a high-quality, well-written response.Key Accomplishments:o Landed $5mil contract through apprehension of new business in uncharted markets.o Lead strategic events that resulted in the reduction of work force while promoting higher productivity and gaining higher client satisfaction through increased on-site efficiencies. Client’s satisfaction surveys increased by 60%.o Took organization from paper processes through implementation of new business intelligence system to track associate demographics and to assist in the day-to-day execution and operation of business processes.

Greater Detroit Area

Plant 1 Engine cutting, drilling, boring, tapping, milling, honing, and assembly of the 8 cylinder, 4.7L cast iron engine block.• Primary resource for supporting the Plant in its “Lean Transformation” through the implementation of the Lean tools. Delivered practical, hands-on training to associates in lean methodology and tools to eliminate waste in all administrative, manufacturing and support functions. Measured and reported progress on an on-going basis using the site’s Win Scorecard and site’s Lean Journey Assessment. • Led, developed and implemented strong ‘SMART TEAMS’ within the Block machining lines; meeting daily throughput goals. Effectively communicated and coached all safety, quality, delivery, cost, and morale goals (SQDCM) and objectives to accomplish and surpass all requirements each year. Successfully lead teams and department(s) with strong quality structure and procedures, inventory control, and process improvements to admirable budget performance. Managed exceptional quality control measures that resulted in maximum manufacturing productivity. Direct involvement with quality assurance team, practical problem solving techniques, PDCA, and TPM.Key Accomplishments:o Achieved ‘Throughput’ from 86% to 96% above and beyond the target of 94%.o Led ‘Block’ machining lines into extraordinary Team Synergy accomplishments.o Obtained ‘Scrap’ cost reduction of 47% from $3.42 to $1.80 per engine.o Motivated department to quality driven status through ‘Small teams’ quality routes.o Motivated department to collaboratively exceed attendance targets from 70% to 85%. o ‘SMART TEAM’ success resulted in becoming the model and standard plant-wide.

General Motors Tech Center Warren Mi

General Motors Tech Center in Warren, MI (Chemicals Management – $10 million operation of inventory controls; Managing, Buying, and vendor supply chain for 32 facilities).• Purchased supplies, equipment and services for the GM Tech Center. • Performed pricing/supply agreement negotiations, recommended vendors, performed inventory control, placed orders, and • Performed pricing analyses through RFP’s and RFQ’s. • Analyzed and managed Materials Management database in Access. • Increased Tier II vendor participation in supply quality and cost reduction. • Reported and presented detailed project summaries to senior-level management. • Conducted post-implementation analyses to ensure quality improvement and cost savings. • Researched and analyzed various program areas’ equipment, supply purchases, pricing and services for cost reduction and process improvements.Key Accomplishments:o Procured high quality services and supplies at negotiated reduced price, throughout the 32 building GM Tech Center campus. o Led group to achieve several completed and successful project launches, steering several programs into production rollout. o Led Chemicals Management team through successful Bid-process (RFQ) for consolidation purchases of Janitorial supplies. Led team through successful process of Tier II vendor award eliminating and consolidating vendors for Cooling Towers and services, all supplies, equipment, and maintenance services across campus. Led team through successful vendor award for pond and lake treatment services and supplies, reduced costs by 55%.o Improved team-building activities that included focus group meetings, and program summaries. Increased staff involvement in program development and implementation process.o Spearheaded comprehensive training programs for all projects that led to 40% overall improved team capabilities. Worked closely with training group and teamed with training managers in developing lesson plans.