SUNIL MALHOTRA

acrhdz@r.postjobfree.com www.linkedin.com/in/malhotrasunil

414-***-**** Chino Hills, California

Global Manufacturing / Operations Leader

Results-oriented senior management professional with more than 20 years of world-wide experience in electrical/electronics and automotive industries. Passion to create value through learning customer needs and aligning manufacturing operations to accelerate revenue & profitability growth. Proven success in building and leading teams to achieve continuous improvement of key performance indicators in manufacturing operations with successful implementation of lean six sigma production system. Key qualifications include:-

Manufacturing Operations Strategy

Lean Manufacturing System & Safety

Multisite Manufacturing & COE

Total Quality Management & Six Sigma

Metrics-Driven Organization

P&L Responsibility & Budgeting

Costing, Margin/Profit Improvement & ROI

Manufacturing Methods and Processes

Change Management & Team Development

Global Project Management Methodology

Professional Experience

JOHNSON CONTROLS, Milwaukee, Wisconsin 2013 - 2015

JCI is a global $45 billion diversified technology & industrial leader with over 170,000 employees serving customers in more than 150 countries.

Director, Global Manufacturing Strategy, Operational Excellence and PMO

Newly created role to execute strategic initiatives and improve margins with manufacturing foot print optimization, best cost country sourcing and continuous improvements for $10B business unit.

Developed and executed manufacturing strategy comprised of 26 global plants that outlines make vs buy strategy with focus on standardizing core manufacturing processes (COE) and optimizing end-to-end supply chain.

Created operational excellence strategy and system strengthening operational capability in the area of safety, quality, delivery, cost, employee empowerment, continuous improvement culture, value stream flow, visual factory and extended value chains.

Launched global manufacturing strategic programs with a stage-gate project management methodology and contributed $16M to the bottom line in 2014.

SCHNEIDER ELECTRIC, Clovis, California 2000 - 2013

$32 billion Fortune 500 French electric engineering company with over 140,000 employees in 100 countries providing energy management products, systems and solutions

Vice President of Operations Strategy & Deployment, (2011 – 2013)

Promoted to a strategic role to integrate new acquisitions with ambitious growth plan from $1.2B to $5B in 3 to 5 years and streamline manufacturing operations globally.

Executed manufacturing strategy for $1.5B businesses to improve on time delivery by 20%, increased inventory efficiency 25% and potential of $40 million gross margin improvement.

Deployed ‘Schneider Production System’ (SPS) “one company” lean six sigma best practices, bottom-up, culture changing approach to improve safety, productivity and quality across manufacturing, supply chain, logistics and the extended value streams.

Created ‘Center of Excellence’ for fabrication shop and printed circuit board manufacturing to supply components to North America factories for final assembly and testing

Vice President of Global Manufacturing Operations, (2008 – 2011)

Directed all manufacturing activities of $1.2B business unit for a global manufacturing network of 8 plants and more than 2,000 employees at peak to produce high quality products and deliver them to world-wide customers on time by aligning supply chain capabilities through process excellence.

Effectively managed operations of complete vertical integration manufacturing including Fabrication Machine Shop (Sheet Metal, Plastic Injection Moldings, Machine Shop, Powder Coatings), Printed Circuit Board Assembly (SMT, Thru-holes, Wave Solders, Oven, & Testing), Final Assembly & Testing of electrical and electronic products; Security Cameras, Digital Video Recorder, Controllers, Sensors, Power Meters, etc.

Initiated continuous improvement culture and empowered production employees to learn & implement lean six sigma principles & processes (SPS). Increased productivity by 30%.

Transformed business units by using 5S, lean concepts and Kaizen principles that boosted on-time deliveries from 89% to 97%, reduced space 25% and slashed scrap from 2.1% to 0.8%.

Created a score card for key performance indicators to meet or exceed business expectations, included; Safety, OTD, DPM, Productivity, FPY, Scrap, Gross Margin & Working Capital.

Increased revenue 30% and gained market share in Asia Pacific region by developing and executing a strategy to start operation in CHINA while reducing total global landed cost.

Reduced 53% work in progress (WIP) and safety MIR 40%.

Cost-per-unit decreased by 20% from previous years.

Recognized by senior executive team with annual Corporate Achievement Award for globalizing the manufacturing and supply chain to serve regional customers from regional factories.

Vice President of Operations, Quality and Engineering, Costa Mesa, California (2004 – 2008)

Provided leadership and direction to ensure all products were designed / developed, manufactured, tested and delivered in the most cost efficient manner while meeting quality and schedule requirements. Reported to the president and managed a team of over 700 employees for North America region; 3 plants producing un-interruptible power supply system & power distribution modules

Led operations and engineering teams to protect any downtime of mission-critical applications of government, finance and health care sectors. Visited strategic customers before they had any quality concern including; Goldman Sachs, Pentagon, American Express, Merrill Lynch

Achieved 98% customer required shipping date with 97% product first pass yield of more than $175 million of annual product shipments.

Instituted a closed loop process for customer feedback and product quality concerns that boosted customer net promoter score from 28% to 37%.

Reduced warranty cost to 1.1% from 4% of product sales by improving product quality and incorporated improvements in product developments.

Corporate team member to redesign and develop ‘Schneider Production System’ (SPS)

Director of Manufacturing and Engineering, (2001 – 2004)

Awarded annual President’s Award for exceptional performance in restructuring the company after 9/11 downturn with charter to lead reorganization and downsizing efforts.

Formulated strategy to manufacture products in LLC (low labor cost countries) and relocated standard high volume products to China, increasing profit margin from 24% to 50%.

Reduced Direct Variable Cost (DVC) 18% and increased EBITA for existing products without sacrificing product quality or safety.

With a capital improvement budget of over $10 million, developed and executed a plan for manufacturing expansion that increased production capacity and incorporated Lean techniques.

Manufacturing Engineering Manager, (2000 – 2001)

Consolidated manufacturing operations to reduce cost addressing post-9/11 economic downturn.

Additional Relevant Experience: Plant Engineering Manager, Automation Engineer, Design Engineer

Education & Professional Development

Master of Business Administration, University of Redlands, Redlands, CA

Master of Science, Mechanical Engineering, California State University, Fullerton, CA

Bachelor of Science, Mechanical Engineering, TIET, India

Transforming a Global Company (Executive Program), - Harvard Business School

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