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Click here or scroll down to respond to this candidateCandidate's Name
Rochester Hills, MI PHONE NUMBER AVAILABLE EMAIL AVAILABLEOperations Manager / Production Manager / Manufacturing Manager / Maintenance ManagerContinuous Improvement Manager / Operations Excellence Leader / Master Black BeltExperienced manufacturing and operations management executive with a comprehensive background in diverse manufacturing sectors. Demonstrated leadership in production, operations, and maintenance management. A committed and skilled technical specialist, dedicated to constantly enhancing production methodologies, reducing costs, and increasing equipment efficiency through innovative solutions.Education:MS Mechanical Engineering: University of Bridgeport, CTMBA Management: University of Phoenix 2006BS Mechanical Engineering: Osmania University, IndiaProfessional Experience:Manufacturing ConsultantLeader in manufacturing, operations, and consulting with more than five years of experience. Engaged in consulting projects within a range of industries, including automotive, commercial bakery, appliance manufacturing, and general manufacturing/industrial products. Offers a diverse, comprehensive background in operations, covering engineering, manufacturing, supply chain/sourcing, logistics, and strategic planning.Voestalpine: Master Black Belt Project on Hot Forming Press (Consultant) Feb 2023 - Dec 2023At voestalpine, I spearheaded an ambitious project aimed at optimizing the hot forming process. Confronted with the challenge of nest-to-nest variation across four nests, I initiated a detailed examination of the supply chain and manufacturing process, starting with a critical supplier review to assess the creation of blanks. Through a meticulous analysis involving the comparison of blank data against Coordinate Measuring Machine (CMM) data and overlaying nest-to-nest variations, I identified and addressed the root causes of dimensional inconsistencies affecting part assembly. The discovery of sluggish slides as a primary contributor to these variations led to targeted interventions that enhanced part comparability across all nests, significantly improving the assembly line's efficiency and demonstrating the value of a comprehensive approach to problem-solving in manufacturing environments.PLZ Corp Project on Continuous Improvement and OEE Enhancement (Consultant) March 2022 - Dec 2022In my role overseeing the Continuous Improvement and OEE Enhancement project on High Speed (Spray Cans) specialty aerosol and liquid product manufacturing. I focused on revamping Line 5, a complex line plagued by manual operations and frequent breakdowns. By integrating an automatic capper and refurbishing fillers, tippers, and labelers based on autonomous operation principles, I successfully elevated the line's Operational Equipment Efficiency (OEE) from 55% to 75%. This achievement not only boosted productivity but also minimized downtime. Applying a similar strategy to Line 3, we saw OEE increase from 75% to 85%, further underscoring the effectiveness of strategic line enhancements and process optimization in achieving operational excellence.PMG (Sintering/Power Metallurgy) Maintenance and Facility Manager (Consultant) March21 to Jan 2022In my capacity as Maintenance and Facility Manager with a focus on OEE improvement, I led various initiatives to enhance production continuity and equipment reliability. By addressing micro-stoppages, reducing equipment failures (involving belts, shafts, and sprockets), and implementing comprehensive preventative maintenance programs, I demonstrated my expertise in operational management, strategic planning, and technical proficiency. These efforts not only reduced press breakdowns but also established a clear connection between proactive maintenance and the improvement of equipment performance, contributing significantly to the overall efficiency and productivity of the operations.Group Lean Manager, Constellium Atlanta and Van Buren Manufacturing Plants (Consultant) Jan 20 Feb 21Implemented lean strategies and Toyota Production System tools to enhance plant operations in SQDCM on automated /manual Aluminum extrusion lines. Institute methods for identifying and eliminating various types of losses. Launched transformational strategies, including Reliability-Centered Maintenance (RCM) programs, to address issues like low Overall Equipment Effectiveness (OEE) and breakdowns/slowdowns. Established Autonomous and Preventative Maintenance for the two least efficient lines, based on OEE and breakdown metrics, reducing these losses by 15%. Implemented Root Cause Analysis (RCA) across all factors (4Ms) with a focus on minimizing human error, and introduced ergonomic improvements at workstations to address issues related to bending and walking.World Class Manufacturing Consultant, Chrysler (FCA) Feb 19 Dec 19Collaborate with clients to establish lean manufacturing goals for each plant facility. Audit manufacturing facilities and analyze the application of lean principles in their production systems. Complete a gap analysis across all 10 technical and 10 managerial pillars of World Class Manufacturing. Clients included Whirlpool Corporation (7 North American plants) and SGS laboratories (2 locations).Evaluated and addressed discrepancies to achieve targeted goals in safety, quality, throughput, and profitability. Implemented problem-solving techniques and promoted the use of World Class Manufacturing (WCM) tools throughout the organization, enhancing operations through gap assessments and targeted improvements. Played a key role in organizational development by collaborating closely with clients to comprehend their organizational structure, and assessed and fostered the development of leadership competencies to consistently meet, enhance, and maintain key performance indicators (KPIs) using WCM principles.Head of Operations, Maintenance, Manufacturing Engineering and Lean Programs, CraftMark Bakery July 17 Feb 19Formulate business strategy with others in the executive team, Design policies that align with overall strategy, Implement efficient processes and standards, Evaluate risk and lead quality assurance efforts. Oversee expenses and budgeting to help the organization optimize costs and benefits. Mentor and motivate teams to achieve productivity and engagement. Report on operational performance and suggest improvements Initiated maintenance methodology to identify autonomous and technical maintenance teams and maintenance procedures. Built lean manufacturing structure ground up in a rapidly growing commercial bakery with six production lines. Managed continuous improvement, autonomous and preventive /technical maintenance, and sanitation departments. Defined, facilitated and implemented the CI2 (Continuous Improvement Initiative) to achieve business objectives for safety, quality, delivery, cost and an action-based culture. Collaborated with leadership team to identify ways to accelerate the culture change necessary to support CI2 as the norm.Identified losses using lean manufacturing strategy. Targeted 65% of $7M identified losses with 32 projects with ROI > 2.Executed Autonomous Maintenance program utilizing factory wide operators to improve Machine OEE. Developed nine Level III and four Level IV operators. Autonomous teams eliminated breakdowns totaling an average of 3 hours/ day, resulting zero breakdowns by rigorous AM and PM of 8 hours per week of cleaning, sanitizing and maintenance activity.Reduced scrap due to quality rejects and machine performance from 2017 to 2018 by 40%.Formalized the Lean Management Audit System with tiered daily audits, Gemba walks, standard work observation with compliance increasing from 60% to 95%Instituted cultural engagement and accountability by establishing key metrics to monitor lean implementation. Developed organizational expansion and sustainment strategy. Initiated human error tracking and root cause analysis to improve quality with error proofing.Chrysler (FCA) Maintenance and Production Manager / World Class Manufacturing Jan 01 Jun 17Senior Manufacturing Manager/Lean - World Class Manufacturing, Jun 15 Jun 17Worked closely with the Plant Manager to develop and implement lean manufacturing methodology. Led 10 technical and 10 managerial pillars, including Safety, Cost Deployment, Focused Improvement, Workplace Organization, Quality Control, Logistics, Professional Maintenance and People Development. Proficient in 250 reactive and proactive tools used for inductive and deductive reasoning to solve problems. Instituted solutions across the plant to eliminate loss and waste, improved productivity and throughput.Prioritized perimeter losses and waste for improvement activities by department and areaAttacked 10M losses in BIW & Paint using Model Area approach - eliminated breakdowns in Sealer System and Aperture LineAttacked 7M in Quality Machine using PPAs in Powder and Color BoothsCreated WCM online Learning Management System at SHAP for all technical and managerial pillars benchmark at FCA.Established Plant Manager and Center Manager regimens for Green Rooms (Safety & Environmental activities), Blue Rooms (Project/ problem solving), Orange Rooms (OEE via AM & PM) to visualize status and facilitate involvement in activities.Developed succession plans and training program with PD (HR) to improve technical and skill radar charts for specialists and leads.NAFTA Lead for Autonomous & Professional Maintenance WCM, Junior Auditor, May 12 Jun 15Led the implementation of World Class Manufacturing (WCM) for Autonomous Maintenance across 31 Assembly, Stamping and Powertrain manufacturing facilities for FCA for 37 Plants.Developed the AM Pillar strategy to achieve zero accidents, zero breakdowns and zero defects related to machines for all NAFTA plantsDrove pillar activities and initiatives on the WCM Central Team to create knowledge-based standards, documents and processesCoached, guided and directed plant Pillar Leads for WCM audits and expansion reviews and succession development and effectively measure results tied to activities that eliminate the plant's waste and losses. Developed 42 new specialists in AM across NATAImproved AM in 29 plants from Score 1 to Score 3. Score 3 is awarded when 50% reduction is achieved in losses from AM breakdownsIntroduced and implemented the orange room concept across FCA plants to visualize and track AM/PM activitiesCreated 100 day plans for plants to achieve AM/PM goals, later benchmarked by all other regions of FCACreated online course content for the WCMA to teach methodology and criteria for AM and PMConducted WCM Audits as Junior auditor, expansion audits, workshops, benchmarking trips -TOFAS, EMEA and CNH plantsMaintenance Manager / Professional Maintenance & Early Equipment Manager, Nov 10 May 12Developed vision and business goals for equipment and machine maintenance during production and new equipment designLed Professional Maintenance KPI improvement - MTBF, OEE and MTTR, in model and expansion areas of JNAPCoached skilled trades, management and union leadership in lean principles for TPM strategy for equipment management at JNAP, increased people engaged in PM by 300%Recognized challenges and eliminated hurdles to the progress of PM pillar activity. Achieved PM deployment according to route map, improved PM from Score 1 to Score 2Machines properly maintained using PM principles expanded by 600%Launched five new machine systems with 90% OEE to target of 85% with 1-week vertical startup and zero breakdownsProduction Manager & Maintenance Manager, Mar 05 Nov 10Managed department of five salaried and 24 hourly employees to complete Preventive, Predictive & Breakdown maintenance in Assembly and Paint areas within budget. Developed a lean knowledgeable team and provided technical leadership to operate and maintain pumps, power systems, free conveyor systems, painting robots. Integrated launch and new equipment flawlessly into manufacturing lines and maintenance cycles.Saved $700,000 in three Assembly projects using Statistics, DOE and Shainin strategies to solve problemsBuilt strong working relationships with other departments (LEPC, MOA, AME, PVE, IT Group) and eliminated many lingering throughput issues. Improved throughput in paint shop by 12 % and quality scrap by 5% in one yearImplemented a robust system to ensure all backup machineries are periodically rotated and maintained. Developed best practices and benchmarked initiatives to improve capacity and throughput efficienciesMaintenance Supervisor, Feb 02 Mar 05Supervised six skilled trades employees to ensure equipment ran without breakdowns. Reduced reactive mode maintenance from 40 hrs. per week to 20 hrs. per week. Reduced start up downtime by 10%Process Quality Engineer, Jan 01 Jan 02WTAP built AN & DR trucks was responsible to improve and maintain the quality in Electrical and Fluid fill areas and support production to meet throughput and quality goals. Improved Electrical FTC by 10% and eliminated Brake Fill, Power Steering, AC and Trans fill issues with volume and repeatabilityEarly CarrierProject Manager, MeriLAB Inc. Feb 98 Dec 00Expertise in following areas: 5S/ 4M/ 5T/ 5Why JIT Six Sigma Black Belt/ TRIZ Bottle Neck Analysis (TOC OLE, OEE & SMED) Quality Maintenance DOE Shainin Red-X tools Environment & energy management Muri/ Mura/ Muda SOP/SMP Error/Mistake proofing Safety Mgt system using Heinrich Pyramid Kaizen/ A3 reports JIDOKA Visual management Maintenance - TPM, TBM, CBM & RCM DFM/DFA MECE Value Stream Mapping Safety & Quality Risk assessment VA/VE D/PFMEA Early equipment management Quality assurance TS16949 & ISO9001Computer Skills: AutoCAD 2000/ SolidWorks Microsoft Office Suite/Visio/ Project Ladder /RS Logic/Control Logics Visual Basic/VBA Minitab/ Weibull analysis Microsoft Forms/PowerApps |
