Greg Salisbury Email & Phone Number

Kalamazoo, Mi, Us

Jackson, Michigan, Us

Jackson, Michigan, Us

Jackson, Michigan, Us

Serving a team of talented professionals who develop world class plans to deliver industry leading outcomes in safety, reliability, cost and sustainability for our neighbors and families across Michigan.

Kalamazoo, Mi, Us

Kalamazoo, Mi, Us

Kalamazoo, Mi, Us

Kalamazoo, Mi, Us

Responsible for Quality Assurance and Regulatory Compliance for Manufacturing plants in Kalamazoo MI, Buffalo NY, and Inagi, Japan.

Kalamazoo, Mi, Us

White Pigeon, Michigan, Us

Reporting to 6 private investors I designed, built, and launched an 80 employee 2 shift greenfield startup potato processing facility servicing fresh produce terminal markets, large retailers, and foodservice customers with world class quality packaged potato products with better quality and lower food miles to all major eastern population centers in the USA and Canada. Recruited management team in Marketing, Operations, Accounting, Engineering, and Human Resources and team members into a workforce that grew to over 60 and achieved 160% of target volume in calendar year 2009 servicing premium accounts in the fresh produce sector. Achieved 98% Acceptance rate from a portfolio of leading Grocery and Foodservice receivers and Superior Food Safety Ranking from Primus Labs in first year of operations.Acquired new conquest business through sales and marketing activity/

Detroit, Michigan, Us

Leader of a team made up of 975 UAW team members and 59 GM salaried supervisors, administrators, and engineers with an annual operating budget totaling over $110M in people costs and indirect material. Empowered and coached a lean reengineering team to improve productivity and achieved a 10% reduction in direct labor in the first 6 months of 2006. Reduced Non-Scheduled Overtime by 30% through the use of bottleneck analysis and empowering cross-functional maintenance and production Throughput Improvement Teams at the plant floor level to identify problems and implement solutions.Achieved a 30% reduction in spending on indirect materials through the use of departmental checkbooks and establishment of personal accountability at the hourly team member level for indirect material spending.Led PFMEA RPN reduction process driving implementation of risk reduction in major vehicle subsystems including climate controls, interior trim, engine coolant, and engine air management.Introduced Red X Statistical Problem Solving techniques to the plant floor and achieved widespread use of problem definition tree methodology to improve clarity in team based problem solving.Led conversion of standardized work processes to Toyota Production System based Standardized Operation Summary and Job Element Sheets created by small team leaders.

Detroit, Michigan, Us

Accountable to both Plant Manager and Divisional Quality Director to lead the plant as a member of plant manager’s staff in achieving quality objectives for internal and external metrics. Responsible for a department of 132 UAW representative hourly and 20 Salaried managers, engineers, and quality professionals with annual budget of over $15,000,000. Performed Management Representative function for ISO 9002 Certification Process and successfully completed 10 3rd party audits. Co-Led cross functional current product improvement team to assure achievement of JD Power and Warranty performance objectives. Accomplishments included JD Power silver and bronze plant awards in 2004 and 2005 respectively along with top 3 finishes for both Deville and LeSabre products in each of the last 3 years in JDP IQS, and Consumer Reports Recommended Buy rating for LeSabre in 2004 and 2005.Led the development and implementation of launch quality plan for 2006 all new Lucerne and DTS achieving recognition from JD Power as best GM launch in 2006 as well Consumer Reports Recommended Buy and JD Power VDS awards.Drove a 30%+ reduction in zero day warranty cost per vehicle from 2003 – 2005 by calibrating the plant quality system to field feedback.Implemented real time Warranty Cost Management process holding plant departments accountable for containing and eliminating warranty issues from the previous weeks’ dealer repair data for the 2006 launch. Implemented Process Failure Mode Effects Analysis for the first time in any GM Brownfield assembly plant enhancing error proofing and driving preventative quality measures in the areas of Body Fits, Water Leaks, Windnoise, Braking Systems, Engine Cooling, Wiring, and Mutilation.Developed Standard Problem Process and Worksheets for plant floor problem solving and led quality team in training all salaried and hourly team members in the plant in the new process.

Detroit, Michigan, Us

Corporate Manufacturing Headquarters Staff department manager responsible for implementing common quality systems throughout 28 assembly plants in GM North America and providing field support for plants experiencing performance difficulties in Quality function objectives. I supported Orion, Lordstown, Flint, Pontiac, Lansing, and Fort Wayne Assembly Plants leading a team of 4 Quality Engineers supporting assembly plants in implementing GM common quality processes and improving customer satisfaction. Partnered with Plant Production Manager and Quality Department at Lordstown Assembly to implement lean and layered product verification stations and standardized work for inspectors and improved performance in GM common product audit by over 50% in 2nd Quarter of 2002. Partnered with Plant Production Manager to select and hire quality professionals and implement common problem solving processes to launch JD Power award winning Heavy Duty Pickups in 2001. Lead a cross functional team to develop common launch quality process including definition of common launch team size and roles as well as time architecture and major plan milestones for all GM North America launches.

Detroit, Michigan, Us

Lead a team of 12 salaried and over 300 UAW represented in the Interior and Exterior Trim Assembly area of GM-Baltimore Truck Plant. Achieved a 20% reduction in direct labor hours through implementation of lean manufacturing concepts. Conducted 2 week in depth study of the Toyota Production System Concepts at NUMMI and implemented layered auditing process in Trim department based on study results. Launched joint leadership meeting process with UAW leadership reducing grievance issues and improving employee relations while ensuring productivity gains were made without union resistance.

Mba, Operations Management

Bsmse, Manufacturing Engineering