Project Manager Customer Service
Resume:
Gregory A. Harris
**** ****** **** **. *. West Bloomfield, MI 48323 248-***-**** ******@*****.***
Co re Competencies
Previous Chrysler experience cost optimization with Lean processes, SMART Team manufacturing Blocks, and Crankshaft
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machining.
Achieved ‘Throughput’ from 86% to 96% above and beyond the target of 94%.
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Obtained ‘Scrap’ cost reduction of 47% from $3.42 to $1.80 per engine.
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Project Manager / Cost Analyst with exceptional record of delivering cost effective, high performing and simple solutions.
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Meet challenging business demands using Lean principles (gap analysis and system process flows).
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Broad experience in variance reporting and forecasting, evaluate inventory management and standard costs and financial
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analysis.
Excel (pivot tables, charts and graphs).
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Access database (macros, links and queries).
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Key Ski lls
• Leadership Skills: An ability to convey goals and objectives, while motivating and inspiring individuals; create a
positive work environment; respected industry leader and innovator.
• Communication Skills: Ability to communicate at every level; articulate to convey clear directions and eliminate
confusion.
• Negotiation Skills: Excellent negotiator; can project a win-win result; contracts and costing a specialty.
• Partnerships: Successful track record in developing strategic relationships with partners, customers, vendors and
service providers.
• Organizational Skills: comfortable in a multi-tasking environment; ability to organize and prioritize objectives to
achieve deadlines and ultimately, results.
• Staff Training & Development – Employee relations – Organizational design & Workforce development data
management – Programs performance management – Team building – Quality control
Employment Summary
Experis Finance
CHRYSLER PURCHASING POWERTRAIN GROUP AT CTC HEADQUARTERS IN AUBURN HILLS, MI
QUALITY COST ANALYST 08/2013 – 01/2014
• Reviewed Suppliers costs from additional incremental capacity relative to commodity, tooling and capital
to support Chrysler’s increasing volume requirements.
• Worked closely with buyers analyzing and negotiating Price Break-down (PBD) for suppliers’ submitted
costs for additional capacity relative to commodity, tooling and capital.
• Visited supplier facilities to observe manufacturing process in order to validate and verify capital request.
• Identified opportunities for reducing or eliminating cost and or timing through manufacturing process
observation of suppliers; estimating labor/process costs for parts that go out of production, low volume
situations.
Chemetall US Inc.
Headquartered in Frankfurt, Germany, Chemetall is a leading global surface treatment company with subsidiaries and production
sites all over the world.
PROJECT MANAGER / BUSINESS/COST ANALYST 08/2010 – 03/2013
• Primary job function was to liaise with business and functional owner(s) 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 35% through use of value stream mapping and
system process flows.
Played key role in design and execution of 60-day implementation model to capture design and
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development requirements in an iterative development life cycle that reduced lead-time by over
50%.
Led strategic planning initiative to secure proposed budget for the consolidation of six production
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lines by identifying process improvement opportunities.
JOURNEY SERVICES INC.
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.
Business Development Manager 08/2008 – 07/2010
• 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.
Lead strategic events that resulted in the reduction of work force while promoting higher
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productivity and gaining higher client satisfaction through increased on-site efficiencies. Client’s
satisfaction surveys increased by 60%.
Took organization from paper processes through implementation of new business intelligence
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system to track associate demographics and to assist in the day-to-day execution and operation of
business processes.
CHRYSLER, MACK AVENUE ENGINE PLANT
Plant 1 Engine cutting, drilling, boring, tapping, milling, honing, and assembly of the 8 cylinder, 4.7L cast iron engine block.
Production Supervisor/(Lean Champion) 04/2004 – 02/2008
• 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.
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.
CHEMICO SYSTEMS INC. (Pontiac, MI)
General Motors Tech Center in Warren, MI (Chemicals Management – $10 million operation of inventory controls;
Managing, Buying, and vendor supply chain for 37 facilities).
Buyer 06/1996 – 04/2004
• 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.
• Performed variance reporting analysis and inventory management and standard costs and financial
analysis.
• 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:
Procured high quality services and supplies at negotiated reduced price, throughout the 37
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building GM Tech Center campus.
Led group to achieve several completed and successful project launches, steering several
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programs into production rollout.
Led Chemicals Management team through successful Bid-process (RFQ) for consolidation
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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%.
Improved team-building activities that included focus group meetings, and program summaries.
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Increased staff involvement in program development and implementation process.
Spearheaded comprehensive training programs for all projects that led to 40% overall improved
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team capabilities. Worked closely with training group and teamed with training managers in
developing lesson plans.
Rela ted Expe r ience
SINAI HOSPITAL (1985 to 1996)
P harmacy Technician
Assisted Pharmacists in the filling and dispensing of prescribed in-patient medications. Completed in-patient
data information input. Created in-patient medication reports for analysis. Delivered and exchanged
medications to nursing unit carts. IV, and Chemotherapy IV preparation. Trained new pharmaceutical hires in
medication preps and unit dose cart fills.
Training
Chrysler University (Auburn Hills, MI) – Constraints Management, 2013
Chrysler University (Detroit, MI) Manufacturing Reality, 2005
Chrysler University (Detroit, MI) Talent Management Reality, 2006
Chrysler University (Detroit, MI) Essentials of Leadership, 2006
Chrysler University (Detroit, MI) SMART Teams Implementation 1 3, 2007
Chrysler University (Detroit, MI) Critical Thinking, 2007
Chrysler University (Detroit, MI) Diversity, 2004 2008
Stanley Lean Solutions (Walled Lake, MI) – Lean Practitioner, 2009
George Washington University (Detroit, MI) – Intro Agile Project Management, 2011
Education
Davenport University (Detroit, MI) Business Administration, 1996
Refe rences
Ria Williams, Area Mgr., *****@********.***, ph: 734-***-**** (Business Unit Leader – Trenton Phoenix Plant)
Nylar Jupree, Area Mgr., ****@********.***, c: 810-***-**** or c: 734-***-**** (Global Engine Plant)
Matthew Shipley, ****@********.***, Area Mgr., ph: 313-***-**** (Business Unit Leader – Global Engine Plant)
Kevin O’Brien, Sr. Mgr., ***@********.***, ph: 313-***-**** or ph: 416-***-**** (Sr. Mgr. – Etobicoke Casting)
John J. Genord, Area Mgr., *****@********.***, ph: 313-***-****
Steven P. Newcomb, Area Mgr., ****@********.***, ph: 313-***-****
John Parker, Maintenance Supervisor, *****@********.***, ph: 313-***-****
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