Manager Engineering

Gregory R. Harbison

*** ******** **. • Delano,TN 37325

MOBILE: 423-***-**** • EMAIL: ********.****@*****.***

Highly motivated, team-oriented senior level leader with a successful background in startup situations and organizational growth. More than 25 years of progressive experience in Manufacturing, Logistics and Engineering. Exceptional abilities in Operations and Project Management with particular strengths in implementations and optimizations. Recognized for solid organizational skills as well as the ability to motivate others on all levels in the achievement of individual and organizational goals.

Program Management

Toyota Production System

Risk Assessment

Startup/Project Management

Operations Management

Feasibility Analysis

Supply Chain Management

Strategic Planning/Execution

Productivity and Efficiency Improvement

Cost Evaluation/Reduction

Change Management

Budget Development

Continuous Improvement

Capital & Operational Cost Control

Information Technology Initiatives

Volkswagen Group of America, Chattanooga, TN

Assistant Manager of Body Shop Conveyance 2017 – 2019

Assistant Manager of Process 2015 – 2017

Assistant Manager of Supplier Park and TCC 2012 – 2015

Assistant Manager of Supplier Park 2010 – 2012

Responsible for Engineering group, 60 Volkswagen team members in Body Shop Conveyance, and over 100 team members of a Third-Party Logistics group.

Organized and directed a cross-functional team to improve the Body Shop operations which led to 50% improvement of dock capacity for receiving product into the plant and a 60% gain in floor space due to layout optimizations.

Developed and implemented a supplier score card to measure suppliers’ risk, effects, and overall performance.

Launched and managed SAP working closely with IT using data warehouse to support internal and external customers.

Collaborated with Quality, Information Technology, and Production departments to ensure that specific goals were effectively accomplished while conducting meetings with all levels of management to keep them informed.

Provided hands-on assistance in maintaining and implementing new machinery throughout the plant.

Trained and developed team leaders, operations engineering specialists, and supervisors in lean manufacturing principles. Provided one-on-one training and workshops which resulted in more confident employees and overall operational improvements.

Launched new Third-Party Logistics group to run operations of the Body Shop warehouse without any downtime affecting production.

Developed Key Performance Indicators to measure the process performance of all activities.

Directed and managed 5 Operations Specialists and over 200 Third-Party Logistics employees responsible for all warehouse operations.

Responsible for process, process improvements, and process changes for In-house Logistics.

Conducted safety, quality, cost, and productivity for all aspects of In-house operations.

Created budgets and tracked annual operational expenses, departmental costs, and labor costs for all In-house operations.

Responsible for identifying and implementing solutions to complex problems with the Truck Control Center to make it a more productive and cost-effective operation.

Reduced and standardized the onsite truck staging process from 275 trucks down to 92 dynamic locations resulting in a cost savings of over $500,000 per year.

Ensured that Customs and C-TPAT compliance were met by developing processes, standards, and performing inspections.

Managed the ramp up phase and operational phase of Volkswagen’s Supplier Park that consisted of 8 individual companies with over 600 employees and a project cost of $21 million.

Managed all aspects of operations such as HR, Safety, Contractual, Construction, Environmental, PR, audits, permits, and certifications for the tenants and service providers for Supplier Park.

Yamaha Motor Corp, TWI, Vonore, TN

Division Manager of Manufacturing 2007 – 2010

Manufacturing Engineering Manager 2005 - 2007

Effectively managed the watercraft business division consisting of 350 hourly and 16 salary staff members in Manufacturing, Engineering, Purchasing and Production Control.

Implemented new ERP system to steer production, ordered raw materials, and managed warehouse operations.

Launched 4 major models and successfully revitalized an organization that turned an annual loss around to a profitable financial state.

Pioneered state-of-the-art plant expansion that involved a capital investment of $2.9 million and accomplished a 70% increase in plant capacity

Collins & Aikman, Athens, TN (acquired Textron Automotive Company in 2002)

Injection Coordinator 2004 – 2005

Project Engineering Manager 2002 – 2004

Injection Process Engineering Manager 2000 – 2002

Injection Area Manager 1999 - 2000

Over a four-year period of time, was successful in launching 12 projects with multiple tools and processes.

Supervised and managed process, manufacturing, and project engineers responsible for international and domestic models of vehicles.

Developed and implemented cost reduction items in materials and machine utilization.

Directed and managed 200 employees producing over 20,000 pieces of internal injection molded automotive parts per day.

During this time, 4 new programs were successfully launched into production.

Toyota Motor Manufacturing North America, Inc., Erlanger, KY

Specialist/Plastics Engineering/Vehicle Production Engineering 1996 – 1999

Orchestrated successful startup of Toyota’s Indiana plastics shop with a budget of $12 million. Over a 7-month period of supervising 60 employees, the installation, debugging, and training were completed on schedule and 7% under budget.

Created and implemented operational procedures for equipment procured by Toyota Motor Manufacturing in North America.

Toyota Motor Manufacturing North America, Inc., Erlanger, KY

Engineering Specialist/Plastics Engineering/Body Parts Engineering Group 1994 - 1996

Facilitated Toyota’s Georgetown plastics shop expansion by procuring 4 - 3500 ton injection molding machines with a total project budget of $12.5 million. At the time of completion of the project, concluded in 16 months, the total investment was 3% under budget and on schedule.

Collaborated with suppliers to improve the process and quality of their product.

Reviewed suppliers’ processes to determine if in-sourcing would result in revenue gain.

Bachelor of Science, Mechanical Engineering, 1993

Tennessee Technological University, Cookeville, TN

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