Sales Manager

Zeeshan Qamar

** ****** ***. *******, ** M*J *P*

Cell: 416-***-**** Email: ********@*****.***

OBJECTIVE

Grow and enhance my career in a world class organization by using my industrial engineering, Operations

Management and lean manufacturing skills and knowledge.

WORK EXPERIENCE

Sims Metal Management, Mississauga, ON July-2012 – Current

Sims Metal Management is the world’s largest metals and electronics recycler. Sims Metal Management

today has over 260 locations on five continents, and over 6,500 magnificent employees with revenues of $9.2

billion in sales annually.

Operations Manager - Brought on board by V.P Operations North America (NA) to manage and lead overall

operations of Sims Metal Management’s Brampton, Mississauga & Montreal facility, which recycles over 98.7

million/ pounds annually.

• Drove manufacturing team toward flawless Sims execution of best practices in operational

management; meet all production targets, Environment, Health & Safety standards, and inventory

management goals.

• Lead and mentor a manufacturing workforce consisting of 5 supervisors, 200 hourly employees with

$90M in sales.

• Monitoring and tracking of Lean Roadmap and Action Plans to increase lean manufacturing initiatives.

• Managed and drove the overall performance of TSP Shredding operations increasing the machine-

Uptime by 12 % and decreasing the manpower by 10% (Overall saving 3.2 million per year).

• Achieved 70% employee participation by developing a continuous improvement culture on the shop

floor.

• Successfully lead and implemented 5 5S project across the plant resulted in cost saving of $ 1.1M and

floor savings of 7000 sq.ft.

• Successfully lead and implemented 3 kaizen projects resulted in cost saving of $2.4M included 20%

reduction in manpower, 10 % in productivity and floor savings of 5000 sq.ft

• Leveraged proactive management techniques to decrease downtime and improve overall safety.

• Integrated functional strategies, utilizing business expertise to reach financial and operational

objectives.

• Researched and developed new strategies to achieve company goals and objectives – Deployed

resources to reach financial forecast and business objectives.

• Developed a continuous improvement culture, resulting in 89% employee participation and a 270%

increase in ideas implemented throughout the organization.

• Restructured production to align with actual sales forecasts, resulting in a $2.9M labour savings

• Eliminated non-value added operations in production, achieving a $2.5M labour savings by improve

overall efficiency of production operations.

• Achieved customer delivery rating of 95% resulting in zero expedited shipments and minimal missed

shipments, while still maintaining 17 inventory turns monthly on finished goods.

• Managed customer commitments and lead problem-solving process for technical and non-technical

issues proactively with collaboration of cross-functional teams (Production, Engineering, Manufacturing,

Quality and Finance).

• Elevating Individual and team performance through development, assignment, coaching and

measuring.

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Precision Technologies - Div. of Magna International, Mississauga, ON April-2010 – July-2012

Magna International, Publicly traded automotive parts supplier headquartered in Canada with revenues of

$24.1 billion, sales with 286 manufacturing facilities and 88 product development, engineering and sales

centres in 26 countries worldwide plying to The Big Three OEMs and New Domestics.

Operations Manager (July 2010 – July 2012) - Promoted by the Director, Global Quality to lead and

Manage the overall operations of GM Center Support Program for General Motors, Chrysler Eagle Front Cover

Car & Front Cover Truck and Ford Super Duty for transmission plants and engine Plants in U.S as well as in Mexico

with annual volume of 2.5 million parts per year and over $70 million in sales.

• Responsible for overall operations of Production, Manufacturing Engineering, and Maintenance.

• Champion of all the continuous improvement projects (Kaizen, 5S, Value Stream Mapping (VSM) & CI

ideas etc) with annual saving of 1.5 million per year.

• Responsible for training team leaders, supervisors, and managers on revisions of standardized work, 5S

and Lean across the value stream.

• Monitoring and tracking of Lean Roadmap and Action Plans to increase lean manufacturing initiatives.

• Managed and drove the overall performance of machining and assembly by reducing the scrap 10%,

increasing the machine-Uptime by 12 % and decreasing the manpower by 20% (Overall saving 2.5

million per year).

• Eliminated non-value add operations in production, achieving a $1.4M labour savings while maintaining

2 ppm.

• Achieved customer delivery rating of 99.4% resulting in zero expedited shipments and minimal missed

shipments, while still maintaining 13 inventory turns monthly on finished goods.

• Implemented TPM software (7i) to change the skilled trade culture from reactive to predictive

maintenance, resulting in equipment downtime of 3.2% & tooling downtime of 1.9%.

• Implemented a plant tool crib reducing MRO expenditures, redundant requisitions and equipment

downtime.

• Actively managed multiple large capital equipment projects ($ 5M to $ 15M range) from beginning to

end with on time and on budget, while meeting/exceeding customer expectations.

• Managed customer commitments and lead problem-solving process for technical and non-technical

issues proactively with collaboration of cross-functional teams (Production, Engineering, Manufacturing,

Quality and Finance).

• Responsible for preparing cost breakdowns, request quotes, and negotiate prototype piece price &

tooling, issue purchase orders etc.

• Responsible for the development of cost models for quotations and knowledge of Value Engineering

techniques.

Industrial Engineer (April 2010 – July 2010) -Established method, time standards, and the material flow

within work cells prior to the launch of new assembly lines and prepared the standardize job instructions for

workstations.

• Supported the flawless launch of 2 new programs worth $8.2M sales by implementing a launch

readiness checklist for each department to report out on.

• Implemented databases to track & pareto equipment stoppages, which achieved a 6% increase in

productivity to 84% OEE.

• Champion of all the continuous improvement projects (Kaizen, 5S, Value Stream Mapping (VSM) & CI

ideas etc) in whole plant. Identified, planed, co-ordinated and successfully implemented CI projects

that resulted in annual cost savings of over $2.2 million.

• Responsible for capacity, capability, cost effectiveness, maintainability and safety ergonomics analysis

of whole press shop (40 presses from 100T -1600T range) and weld shop.

• Increased the efficiency of press-shop 60% to 82% by reducing machine set-ups times and redesigning

work cells layout.

• Reduced cost of safety and welding consumables 25% initiating a yearly cost savings of $172,000

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• Trained hourly employees and supervisors on 5S, Kaizen and Lean manufacturing tools.

• Redesign the layout of whole plant in order to improve material flow, process flow and increase space

utilization.

• Responsible for manufacturing process for plant layout, process improvement, part quality

improvement, ergonomic improvement, and cost reduction for current and new programs.

• Lead APQP meetings to finalize floor layouts, manpower, timelines, program budgets, and open issues.

Chrysler National Parts Distribution Centre, Mississauga, ON April 2009 – April 2010

Chrysler National Part distribution center (PDC) is over 1.2 million sq.ft facility that distributes the automotive

parts to whole Ontario dealers and other distribution centers in Canada.

Warehouse Shift Manager-Brought on board to manage and drove the overall performance of the

Distribution Warehouse/DC team consisting of 4 production supervisors & 308 hourly employees.

• Supervised and coordinated activities of workers engaged in receiving, transporting, stacking, order

filling, shipping, and maintaining stock records in warehouse.

• Responsible for planning, organizing and implementing the layout, set-up, and operations of the

Warehouse/DC

• Implemented performance improvement initiatives including Lean Manufacturing, Continuous

Improvement and 5S & kaizen practices with annual savings of $1.1 million.

• Created a capacity & manpower planning model aligned to the sales budget, resulting in a $900K labour savings

• Initiated cost saving tactics and focus on efficiency and process improvement.

Van-Rob Inc., Scarborough, ON April 2007 – Oct 2008

Tier 2 automotive parts supplier headquartered in Canada with revenues of $460M, sales in North America,

facilities in Canada, USA and Mexico producing fabricated metal stampings & welded assemblies to The Big

Three OEMs.

Industrial Engineer - Managed and coordinated productivity improvement and cost saving projects in an

185,000 sq.ft. facility producing 1.3M stampings and welded assemblies per month over 15 product lines.

Responsibilities varied between Welding, Stamping and Wash line operations.

Six Sigma Project:

Improved Press Capacity by 30% by increasing OEE and reduce the set-uptime over 30

minutes per set-up on 600 ton Press in the Press Shop with annual savings of over $300, 000.

Increase the productivity by reducing the downtime & cycle time of the clipping

machine with annual saving over $ 250,000.

Kaizen Project-1:

Coordinated/Lead a 12 member team to improved productivity by 25% by increasing

OEE to and reduce the set-uptime over 20 minutes per set-up on 1200 ton Press in the Press Shop

with annual savings of over $170, 000.

Kaizen Project-2:

Coordinated/Lead a team of 15 members and saved over 1,200 sq.ft of floor space and

implemented 5S in the tool room & maintenance area saved $250,000 per year.

Kaizen Project-3:

Coordinated/Lead a 10 member team to reduce the set-uptime over 35 minutes per set-

up by implementing a new set-up procedure on 500 ton Press in the Press Shop & reduce the

WIP to 25% with annual savings of over $430,000

Kaizen Project-4:

Coordinated/Lead a 20 member team to reduce the manpower from 8 operators to 4

per shift and also eliminated one shift by redesigning, new layout, better process & material

handling and reduce the WIP to 50% with annual savings of over $225,000 and saved over 1500

sq.ft

• Conducted time studies and established standards to improve OEE by 25% on the

Wash/Pack operation which included over 50 products

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• Supported the flawless launch of the 2 major assembly lines (Ford Edge and Ford Escape

CCB)

• Trained management, supervisors, Team leaders and shop employees on lean principles

such as Kiazen, 5S, JIT, FIFO and seven wastes.

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GM of Canada Windsor Transmission, Windsor, ON April 2006 – Sept. 2006

GM Windsor Transmission plant is 1.25 million sq.ft facility manufactures over 1M 4T45-E transmissions for medium

to small front – wheel drive automobiles. Major production operations include metal machining and forming

operations, subassembly, final assembly and testing.

Industrial Engineering Co-op - Performed times studies in whole stamping and machining department by

using MOST.

• Created Standardized operating procedures and job instruction for whole machining

department.

• Modified the existing layouts in order to create more space for new lines.

• Perform capacity, cycle-time, facility layout, and efficiency improvement studies.

Skills

• Well versed with TQM, TPM and Lean Manufacturing principles such as Six Sigma, 5S Kaizen, SPC, Value

Stream Mapping, Poke-Yoke, Seven Wastes, KANBAN, standard work, Cellular / Flow manufacturing,

JIT,FIFO, Jidoka, visual management, quality management and Process capability analysis for

continuous improvements.

• Proficient in software applications such as Excel, Word, Power Point, Visio, Project, CNC Programming,

CAD KEY,EVSM,CATIA, Solid Works, LINDO, CAD/CAM, ProModel, MATLAB, D-view, etc.

• Good understanding of PPAP, APQP, PFMEA and Control Plan.

EDUCATION

Six Sigma (Green Belt) Certification (2012)

Institute of Industrial Engineers (IIE)

Bachelor of Industrial & Manufacturing System Engineering (2009)

University of Windsor, Windsor, Ontario

Masters of Business Administration (MBA) – Finance (2012-Current)

Schulich School of Business, York University

(Reference Available upon Request)

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