NAYYAR IQBAL

*** ******* *****

Anderson, South Carolina 29621 Landline: 864-***-****; --Mobile: 864-***-****

t73njb@r.postjobfree.com

SUMMARY

An enterprising and highly accomplished energetic executive with experience in operations, sales, and profit and loss responsibility of both domestic and international companies. Knowledgeable with respect to growth and turn-around of business units, both with start-up and existing firms (labor union and non-union). Focus areas include:

Strategic Planning Business Development Operations Analysis Quality assurance

Environmental/Regulatory Compliance Six Sigma Lean Manufacturing supply chain

Continuous Improvement Financial aspects Supplier Management Global Manufacturing

Evaluates existing systems and implements improvements to increase efficiency while reducing cost. Establishes extensive client base to optimize sales and profitability. Consistently exceeds established targets, proving an integral contributor to the long-term success of an enterprise. Turned around financial losses situations in many companies. Experienced in handling company business aspects with high executive levels and company board of directors.

EXPERIENCE

AA Global Inc., SC

Working for customers as independent consultant Focus areas Consulting services, Global Manufacturing, Global Sourcing, Engineering projects, International Business, Lean Manufacturing and Turn Key projects.

President, December 2011 to Present

CQMS Razer USA, LLC (CQMS Razer Group Australia) Plant: Mansfield, LA

Medium size captive steel foundry making castings for Excavator and dragline buckets, mining industry, Ground engagement parts. Complete fabrication shop with paint capability fabricating drag line buckets up to 55 cu. yard capacity and small excavator buckets up to 5 cu.yards. Direct reports 7 employees, Manufacturing operations included rough and precision machining, welding, fabrication, HT processes including quenching operations).

Vice President Castings, October 2011 – December 2011

Reporting Line: Group GM Australia

Privately-owned, full P&L Responsibility, 168 employees, $15M annual sales, non-union, including 50% export volume to Australia.

Directed and planned company activities to support business plans. Oversaw company operations including project management, quality assurance, technical and engineering, as well as other functions. Managed both internal and external customers, management staff, and projects transfer. In addition, held responsibility for safety, environmental regulations compliance, quality planning, and systems. Ensured extensive cost control and product delivery efficiency.

Reason for move: Company filed for bankruptcy protection under chapter 7 in December 2011.

Knorr Bremse (Merak), Germany. Plant: Shanghai, China

Air Conditioning & Climate Control equipment for high-speed trains, metro, tramways, and electronic control panels for command systems. Global leader European private multinational company.

Managing Director, May 2008-May 2011 Additional responsibilities as legal representative of the company and member board of company directors. Reporting Line: Executive MD COC

(WOFI full P&L Responsibility, 367 employees, annual sales US$ 45,000,000 including 50% export volume to customer base in Europe, USA, and South America).

Implemented lean manufacturing company wide (Multiple Kaizan events and frequent use of lean tools such as EEO, 5S, Standard of work, Best practices, Poke-Yoke), VSM, Company wide lean training, re-organization of all manufacturing areas per and offices per lean principles. Also, I was engaged in a KB focus factory project.

Directed and planned company activities to support business plans. Oversaw company operations, sales & project management, quality assurance, financial, human resources, technical and engineering, IT and other functions. Managed company expansion and ramp-up (3 phases and growth plans in 3 years). Managed both internal and external customers, management staff, and projects transfer. In addition held responsibility for safety, environmental regulations compliance, quality plan, and systems. Ensured extensive cost control and product delivery efficiency.

Additional responsibilities as legal representative of the company and member board of company directors.

Responsible for 30% annual company growth, ROS exceeding budget expectations year-on-year basis. In addition worked on extensive supplier’s development in China, including 3 Fabrications suppliers in all aspects of fabrication process.

Reason for move: Completed 3 years assignment contract in June, 2011. Returned back to USA in June, 2011.

Caterpillar, Inc. USA. Plant: Toccoa, Georgia

Plant Manager, 2006-2008

Reporting Line: Divisional Facility Manager

(Global leader and USA based listed multinational company.Iron and Ni base materials captive foundry, non-union operation, drive seat castings). Captive and sub-contracted heat treatment operations.Full facility P&L Responsibility, 138 employees, annual sales US $ 38,000,000, Partial divisional facility P&L responsibility).

Directed and planned facility activities to support business plans. Oversaw manufacturing operations, quality assurance, Six Sigma, technical, tooling, and engineering. Managed capital equipment installations, Six Sigma engineer, and lean manufacturing-related management personnel. Directed maintenance and support functions. Worked closely with business council, undercarriage group, management staff, and internal customers. Held responsibility for safety, environmental regulations compliance, quality plan, and systems. Ensured cost and product delivery efficiency. Managed employees, staff engagement, productivity, and safety compliance with corporate guidelines and indices.

Achieved meeting customer demands with high-quality products delivered within acceptable timeframe while meeting business plan and corporate objectives in cost-effective manner. Reached 180 days without recordable accident as part of significant emphasis on safety program. Received 5% or better improvement in all employee involvement and job satisfaction indices as compared to previous year’s results. Reached production targets within 3% to 5% of business plan during year, exceeding business plan and resulting in record sales year for company of $38,000,000 in revenue. Implemented quality improvement and scrap reduction steps.

Implemented lean manufacturing company wide (Multiple Kaizan events Sponsored numerous six sigma projects, CI, frequent use of lean tools such as EEO, 5S, Standard of work, Poka-Yoke, Best practices), VSM, Company wide lean training, re-organization of all manufacturing areas and offices per lean principles.

Reason for move: Foreign assignment opportunity in China with a different career potential using advance-level manufacturing under German and European standards, Plant expansion opportunity in China.

ABC RAIL PRODUCTS, Zhuzhou, China (AMSTED INDUSTRIES, Chicago, Illinois, USA- China joint venture)

General Manager, 2004-2006, additional responsibility member board of directors. Reporting Line: Board of directors.

(Large steel foundry making freight car undercarriage suspension system castings, full P&L responsibility, 753 employees, US $35,000,000 annual sales with 55% export volume, employee’s trade union, and Manufacturing operations included rough machining, HT processes including quenching operations).

Held full profit and loss responsibility for China joint venture plant. Oversaw safety, quality, and operational and business growth of plant with annual sales of $35,000,000 and 753 employees in Zhuzhou, Hunan, China. Developed close strategic relationships with Chinese joint venture partner, Ministry of Railroads (MOR), U.S., and other locations-based customers, governmental authorities, and suppliers to guarantee dependable and profitable joint venture operation in China. Contributed to team initiatives to obtain quality systems and product export approval certifications from Chinese and U.S. authorities, expanding export activities. Led ISO 9002 initiatives for certification in response to and for customers in China.

Reason for move Personal family related and estate issues in USA required return back to USA.

ACC GLOBAL CORPORATION, Atchison, Kansas, USA (Subsidiary, ATCHISON CASTING CORPORATION) 3 Employees

President, 2000-2004, Dual Reporting Line: CEO & COO

((Part of a very large foundry and other metal parts group making castings and forgings for OEM customers, full budget and P&L responsibility, Sub-contract manufacturing in low cost countries, sourcing and project management of industrial components including Steel and Iron castings, near net shape forgings, die castings, fabrications, assemblies. Manufacturing operations included rough and precision machining, HT processes including quenching operations).

Oversaw all aspects of business development, direct sales, and operations. Held profit and loss responsibility. Managed supplier development, quality, and project delivery. Developed contacts and provided technical support for suppliers at locations in Mexico, China, India, and other countries. In addition performed audits on over 100 suppliers for qualification and AVL, worked on extensive suppliers development in China, including 2 Fabrications suppliers in all aspects of fabrication process.

Reason for move ACC Corporation filed for bankruptcy protection under Chapter 11.

ABC-NACO, INC., Chicago, Illinois, USA (AMSTED INDUSTRIES, Chicago, Illinois, USA- China joint venture)

General Manager, Datong China Plant, 1999-2000, additional responsibility member board of directors. Reporting Line: Board of directors.

(Large steel foundry making freight car & locomotive rolling stock wheel castings, full P&L responsibility, 407 employees, US $35,000,000 annual sales with 10% export volume, employees trade union, Manufacturing operations included rough and precision machining, HT processes including quenching operations).

Served as general manager, overseeing full profit and loss responsibility of plant in China. Held responsibility for safety, quality, and operational and business growth of plant with annual sales of $35,000,000 and employment level of 407 in Datong, Shanxi, China. Achieved 700% scrap reduction in nine months by spearheading scrap reduction initiatives in startup Datong, China wheel plant. Managed, expanded, and increased production and sales volume by 50% in 15 months. Turnaround in $35,000,000 investment operation from loss to profit. Achieved ISO 9002 certification. Executed new management systems to increase cash flow and reduce receivables and manufacturing costs by 20%, while increasing sales by expanding customer base in China joint venture plant. Increased production levels by 50% and achieved projected production targets and budget controls in Datong, China plant.

Reason for move Company re-structuring, later ABC-NACO, Inc. filed for bankruptcy protection under Chapter 11.

(AMSTED INDUSTRIES, Chicago, Illinois, USA- Mexico fully owned facility)

Plant Manager, Sahagun, Mexico Plant, 1997-1999

Reporting Line (dual): Executive VP and local MD in Mexico

(Large steel foundry making freight car undercarriage suspension system castings, Jobbing diverse industrial segments castings, partial P&L responsibility, 1400 employees,

US $32,000,000 annual sales with 60% export volume, employee’s trade union, manufacturing operations included rough and precision machining, HT processes including quenching operations).

Served as plant manger, directing operations and holding profit and loss responsibility in Sahagun, Mexico plant. Managed safety, quality, maintenance, and business growth of plant with annual sales of $32,000,000 and 1,400 employees. Contributed to implementing new air set molding lines, U.S. product transfer, and engineering initiatives to support customers’ lower cost manufacturing needs in Mexico. Drove ISO 9002 initiatives for certification in response to and for clients from various market segments. Managed, expanded, and increased production volume by 30% to meet client demand. Contributed to scrap reduction initiative for profitability drive in Mexico plant. Accomplished sustainable improvements through implementing new management techniques, creating teamwork concepts, and training personnel.

Reason for move Company gave a promotion to be the GM in Datong, China.

Atchison Casting Corporation, Atchison, Kansas

Corporate Industry Manager Turbines and Compressors, 1995-1997, reporting line to CEO

(Part of a very large foundry group making castings and forgings for OEM customers, full budget and partial P&L responsibility US$ 20,000,000 market segment, precision manufacturing including machining, captive and sub-contracted HT operations including quenching)

Held corporate-based multi-plant responsibility to grow sale and customer base. Directed numerous technical projects targeting critical components for gas combustion and steam turbines, gas compressors, and boiler feed pumps for domestic and international markets. Oversaw budget and market segment-focused profit and loss to corporate sales budget.

Reason for move ABC-NACO, Inc. offered a Plant Manager role, chance to make new production lines and introduce no-bake sand process based production line in Mexico.

Part of a very large foundry group making castings and forgings for OEM customers. Full budget and partial P&L responsibility over $20M market segment. Precision manufacturing including machining, captive and sub-contracted HT operations including quenching.

ADDITIONAL EXPERIENCE

TEXAS STEEL COMPANY, Fort Worth, Texas, USA Chief Metallurgist, 1990-1995.

Large steel foundry making Jobbing diverse industrial segments castings, full technical and Metallurgical functions responsibility, under supervision 12 employees, US $40,000,000 company annual sales, trade union, Manufacturing operations included rough and precision machining, HT processes including quenching operations).

Reason for move ACC Corporation offered a larger corporate role to work with multiple plants and develop intricate castings for a very demanding industry sector.

HENDRIX MANUFACTURING COMPANY, Mansfield, Louisiana, Technical Manager, 1989-1990.

Medium size captive steel foundry making castings for Excavator and dragline buckets, Ground engagement parts, under supervision 10 employees, US $20,000,000 company annual sales, non-union, Manufacturing operations included rough and precision machining, welding, fabrication, HT processes including quenching operations).

Reason for move Close family based operation, no chance of advancement and low salary.

Numerous Technical Positions in US, Venezuela and Pakistan, 1980-1988

(Details available upon request)

EDUCATION

WASHBURN UNIVERSITY OF TOPEKA, Topeka, Kansas

M.B.A., Marketing/International Business, 1997

UNIVERSITY OF WISCONSIN, Madison, Wisconsin

M.S., Metallurgical Engineering, Steelmaking, Foundry, 1982

UNIVERSITY OF ENGINEERING & TECHNOLOGY, Lahore, Pakistan

B.S., Metallurgical Engineering, Steelmaking, Processes, 1980

CERTIFICATION

Previously qualified ASNT Level 2 in Visual Inspection, MPI, LPT, UT, X-Ray (1992-1995)

PROFESSIONAL DEVELOPMENT

ISO 9000 Quality Management Systems; Six Sigma Process Control; Global Strategies;

Cost Reduction; AAR, API, ASTM, ASME, NACE, and Other industry Standards;

Statistical Quality Control; Manufacturing Specifications covering Diverse Industries;

Global Business Competitiveness; Financial Analysis; Business Plans; Profit & Loss;

International Business; Human Resources; Marketing Strategies; LEAN Manufacturing

Have written three thesis and several published technical papers in career progression. Co-authored (1991) technical article awarded ‘Best Paper of the Year’ (National T&O Conference organized by SFSA).

COMPUTER SKILLS

MS Office Package + Statistical Analysis Packages., Basic knowledge and some use of MRP/ERP packages, SAP package

SPECIAL MACHINES

Mechanical Testing Machines, SEM, EDAX, X-Ray Fluorescence Equipment, Sand Testing Machines, Emission Spectrometer.

LANGUAGES

Fluent in English, Spanish and Urdu. Business knowledge/use of some other languages..

PERSONAL

U.S. Citizen. Married. Enjoy reading and travel.

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