Jared Jarvis
Westland,MI
Summary
Curious and motivated leader, with exceptional communication skills and more than eight years of manufacturing and managerial experience, in union and non-union shops, committed to building a safety first culture that fosters inclusion and team development in the spirit of collaboration to leverage the skills of every group member to continuously improve, drive quality, and exceed the goals of the business plan to maximize profitability.
Overview
9
9
years of professional experience
Work History
Quality Systems Engineer
General Motors
01.2025 - Current
- Warranty analysis activities and data mining using QDAP, and communicating with Quality Area Leads for action items addressing top pareto items to reduce CPV and IPTV metrics
• Manage Global Quality Requirements workflows by communicating changes and ensuring effective implementation at Romulus
• Plant owner of the Information Quality (IQ) library SharePoint site
• Plant GSIP Administrator – Monitor system errors, configure new parts, update work schedules, perform user acceptance testing after software and hardware changes, and manage access
• ILM Coordinator – Manage the Plant’s RIM, review Litigation Holds and communicate to affected departments, and perform the annual compliance review
• Owner of the Workplace Safety System elements for Incident Investigation
• Champion the ‘Cost’ panel for the Quality department’s Level 2 BPD Board
• Scrap Cost Council – Perform scrap analysis for the Plant using Power BI and Mojix, develop top pareto items for scrap within each department and communicate to Area Manager
Production Shift Leader
General Motors
01.2023 - 01.2025
- Led team of 3 salary direct reports and more than 100 represented employees
- GRx Assembly – Achieved Ship to Plan targets YTD for GRx Assembly
- GRx Assembly – Achieved Build to Plan for the Months of May, June, July, August, and September
- GRx Assembly – YoY Improvement in JPH and Units produced, YTD
- We are able to achieve this by strict adherence to our escalation protocol, through targeted use of manpower (throughout periods of inordinate absenteeism), by prioritizing sub-assemblies by buffer size to ensure that Case Sub, Main Line, and Button Up remained staffed, which allowed the team to prioritize ‘pay points’
- GRx Assembly - Through the first 7 months of the year ML achieved 62.6 JPH with may and June 65+ JPH compared to an average of 59.5 JPH in 2023 during the same timeframe
- HFV6 Assembly – JPH increased from 31.7 in August to 35.2 in September (first month in HFV6 Assembly), this was accomplished through targeted over time in Loop 1, and by moving manpower from operations that were blocked/starved to bottleneck operations in Loop 1, namely Teams 1 & 3
- Average JPH for 'Leap Frog' in HFV6 from February (start of reduced production) through August was 31.06 JPH, in my first month I increased production by 4.14 JPH over the YTD average, and 2.2 JPH over our previous best month of 33 JPH in July
- Developed plan to reduce OT expenditure (8 Schedule A production days, Saturdays) in Q4 through targeted line bumping and line balancing based on departmental bottlenecks, i.e
- Moving and re-allocating manpower from operations that are blocked or starved to bottleneck stations and back
- Q4 saw a reduction of 5 scheduled Saturdays at a savings of more than 2800 hours, including 1005.5 labor hours in October, 1150.5 hours of labor savings in November, and 680 hours of labor savings in December
- Assisted in rolling out pan gasket reprocess strategy allowing the Wet Analysis/Main Line North teams to reprocess gaskets for an expected cost savings/avoidance of 40K, for the 2024 calendar year
- Scrap Performance – GRx Assembly green to scrap budge
- $70K favorable YTD and on target for 100K favorable for vs
- 2023 performance of -850K in the red in 2023
- This was achieved by obtaining access and training all team leaders and back ups to use Mojix for real time scrap reporting allowing the production team to react day to day to scrap alarms rather than having thousands of dollars in scrap liability on paper tags that we would not know about for weeks and months at a time
Production Group Leader
General Motors
01.2020 - 01.2023
- Company Overview: Bedford Casting Facility
- Maintained Ship-to-Plan with 30% [Daily] Absenteeism by utilizing equipment/operator downtime throughout department
- Supervised medium-sized group of hourly [UAW] employees in accordance with the provisions of the National and Local Agreements
- Participated in PI [People Involvement] Basketweave to enhance Workplace of Choice scores and team engagement in GMS resulting in raising plant PI score from 43.6 to 86.5 percent, leading to a successful BIQ IV recertification
- Kronos SME for third shift DCS – CSS/HIDC
- Trained team leaders, team members, and new group leaders utilizing JIT to ensure consistent results
- Led cross-functional TIP [Throughput Improvement Process] meetings to drive continuous improvement
- Maintains open communication with team to sustain and improve product quality through the use of GMS principles
- Performed standardized work audits to ensure best practices were followed and evaluated for continuous improvement
- Maintained daily/weekly OT scheduling and hours balance equalization per CBA
- Consistently administered national and local agreements; performed investigations and administered corrective actions for violations of shop rules
- Administered employee reviews, incident reports, and corrective action reports
- Bedford Casting Facility
Quality Engineer
Metal Technologies Inc.
11.2017 - 01.2021
- Developed and conducted all internal/external audit activities for responsible product lines and co-led recertification effort with zero major findings in both VDA and IATF audits culminating in recertification
- Conduct product quality planning, evaluation, and control in support of the manufacturing and installation operations of the company
- Responsible for applicable systems related to addressing plant customer issues such as corrective action requests, supplier corrective action requests, and nonconforming material reports while serving as a quality technical resource to other functional areas
- Facilitate continuous improvement quality activities to reduce the potential for defects, and ensure continual improvement in process and product design
- Ensured products and process development meet quality standards by identifying problems, prioritizing actions, leading or participating in Six Sigma projects
- Participates in change management activities by verifying products and processes, developing key measures, analyzing data for decision support, and presenting results to plant leadership
- Maintained and Originated Controls Plans, PFMEA’s, and Process Flows for multiple product lines
Quality Reliability Engineer
General Motors
05.2017 - 11.2017
- Company Overview: Bedford Powertrain
- Bedford Powertrain
Production Group Leader
General Motors
05.2016 - 05.2017
- Company Overview: Bedford Powertrain
- Bedford Powertrain
Education
Bachelor of Science - Labor Studies
Indiana University
Bloomington, IN12.2021
Bachelor of Science - History, Anthropology
Ball State University
Muncie, IN05.2013
Skills
- Microsoft Office Suite
- MiniTab
- Kronos
- Workday
- QDAP
- Sharepoint
- Delmia Apriso
- Bauer
- QSTAT
- Leadership
- Dispute Resolution
- Training and Mentorship
- Interpreting and Administering Collective Bargaining Agreements
- Culture Building
- PFMEA & Control Plan Development
- Dealing With Ambiguity
- Technical Writing
Timeline
Quality Systems Engineer
General Motors
01.2025 - Current
Production Shift Leader
General Motors
01.2023 - 01.2025
Production Group Leader
General Motors
01.2020 - 01.2023
Quality Engineer
Metal Technologies Inc.
11.2017 - 01.2021
Quality Reliability Engineer
General Motors
05.2017 - 11.2017
Production Group Leader
General Motors
05.2016 - 05.2017
Bachelor of Science - Labor Studies
Indiana University
Bachelor of Science - History, Anthropology
Ball State University
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