Manager Sales

Jai S. Singh

**** ***** ******, *******, ** *****

Home 956-***-****; Cell 956-***-****; e-mail: *******@*****.***

Summary of Accomplishments:

. Reduced cycle time for time line from order entry to cash

collection, by deploying customer centric processes improving on

process efficiencies and reducing operational wastes.

. Used Value Stream Mapping process to define current state/future

state for the flow of material/information in various organizations

to identify opportunities and used Plan, Do, Check, Adjust (PDCA)

Concept to drive continuous improvement.

. Managed and improved P/L of various businesses by focusing on value

added activities and eliminating (8) Lean related wastes

(Transportation, Waiting, Over/Incorrect Processing, Motion/flow,

Over Producing, Inventory; defects/rework; inventory, unused

employee creativity).

. Trained in Toyota A3 Problem Solving (PS) methodology (current state

with regards to standard, desired state, gap and action items). Used

PS methodology in various instances to close the gap and achieve

desired state.

. Developed/implemented Standard Work with various teams to improve

operating efficiencies.

. Training and deployment of Lean tools within various plants within

the respective business tor to improve Safety, Quality, Delivery,

Cost, Productivity, and Inventory to drive Strategic Vision for

Profitability and Growth.

. Changed processes to go from batch/queue processes to single

please/continues flow based on Takt time (based on customer

requirement)

Jai S. Singh

1110 Buena Suerte, Weslaco, TX 78596

Home 956-***-****; Cell 956-***-****; e-mail: *******@*****.***

EXECUTIVE MANAGEMENT: MANAGER, DIRECTOR, VICE PRESIDENT

Director of Operations, Plant Management, Lean Manufacturing/Op-Ex, Supply

Chain

Visionary, multi-lingual, safety focused executive leader with extensive

experience in lean, operations management, organizational development,

supply chain, quality, program management, and solution delivery for

various corporations. Subject matter expert proficient in team building,

staff management, policy and procedure development, problem resolution and

risk management to achieve specified organizational goals. Customer

oriented leader able to successfully orchestrate business relationships,

and work environments to achieve satisfaction for all involved. Areas of

expertise:

Budgeting, P/L and Profit Coach/Manager of People People Oriented

Growth Leader/Listener

Metrics/Performance Driven Employee Relations Cost Reduction/Avoidance

Lean Manufacturing/TPS Customer Collaborative Change

Satisfaction/Trust Agent

Rationalization Food Manufacturing GMP Business Acumen

Global Supply Base Open Honest Communicator Multicultural Experience:

Optimization

Goal Alignment/Achievement Continuous Process (Brazil, China,

Deliverable Focused Improvement/Innovation Mexico, Puerto Rico,

India)

PROFESSIONAL HISTORY

GRAHAM FOOD & BEVERAGE PACKAGING COMPANY, York, PA 2012-

2013

The 1.20B food and beverage group is headquartered in York PA with Global

facilities (24 US)

Director of Operations West Coast Region

Multi-plant responsibility for operations of all specialty food and

beverage operations in the south-western US, encompassing ~600 employees in

6 plants with P/L responsibility of ~$220M. Drove plant financial

performance by improving operational objectives with respect to safety,

quality, delivery, cost, people and productivity.

. EBITDA improvement from 14% to 17% by focusing on SQDCPP

. Turned around "red plant" from $2.0 million EBITDA loss to $1.4 million

EBITDA profit through 7/13

. Drove TRCR improvement from 2.4 to less than 0.5 (no recordable

incidents in any plant since taking over)

. First group in GPC (SF&B) to deploy and sustain Fatality Risk

Assessment to promote a safety culture in all plants.

. Used concept of PDCA, T1,T2,T3 processes, and A3 Root Cause Problem

Solving to drive continuous improvement.

. Reduced C/O and PM time by 25% on average in the plants by utilizing

Kaizens/SW and "Leading v/s Task"

. Initiated process of integrating, operations, sales, project

management, and engineering to align the enterprise.

GATES CORPORATION, Denver, CO

2011-2012

The $3.20B division is headquartered in Denver Colorado with over 60 global

manufacturing sites.

Director of Global Assembly & Tubing Operations

Multi-plant responsibility for operations of all tubing and assembly

plants, focusing on troubled plants within business. Encompasses 800-1,000

employees in 7 plants, with P/L responsibility of ~$400M. Meet plant's

safety, customer delivery performance targets and organizational

objectives, including financial/sales goals. Achieved through cost

reduction, inventory reduction and production performance in a safe work

environment.

. Driving safety culture, to date Brazil Rolling 2011 TRCR of 1.75 better

than goal of 3.0. Instituted saw guarding safety standards in all

assembly plants.

. Utilized VSM to define current/future sates and implemented Kaizen

projects within SA FP Organization to establish key metrics for

customer past dues/OTD and drove improvement.

. Customer past dues improved in Glade Springs, VA (90%+ IOEM)/ Jacarei,

Brazil, (80%-94%) segment dependent

Jai S. Singh

page2

. Inventory reduced in international plants from $18.5M to $15.5M

(current), by utilizing pull concepts and aligning production

scheduling, manufacturing with customer demand.

. Scrap reduced in Jacarei Brazil by $300K/month from Jan. to Dec. 2011

levels (5.0% to 1.71%), Poplar Bluff Mo from 26% to 16%YTD by

implementing lean tools such as standard work, daily management, error

proofing, completing root cause analysis with Toyota Problem Solving

techniques, Ishikawa diagrams, and Pareto analysis.

. Used lean concepts such as single piece flow, Kan-Bans and set up

-reduction, to eliminate waste and improve capacity in three assembly

and hose manufacturing area. Headcount reduction 15-20%; Productivity

increase ~15%

EATON CORPORATION, Cleveland, OH 2002-

2010

The $7.0B division is headquartered in the Cleveland, OH area, with over

120 manufacturing facilities globally.

Plant Manager, Reynosa Mexico, 2009-2010

Filtration Plant (Filtration Division/Hydraulics/Industrial Sector)

manufactures diverse ETO (majority of mix)/made to order and build to

stock products. Defined responsibilities of assigned organizational staff

to achieve organizational objectives.

. Developed and implemented short term/long term strategic objectives

visualization by utilizing the dual prong Hoshin process (alignment of

plant directions to organizations), focus and implementation of daily

activities by daily management to achieve the specified goals and meet

profitability objectives.

. Improved safety TRCR rate to below 0.5% from 2.33 % by driving a safe

culture, achieved 1 year without any safety incidents.

. Reduced manufacturing LT/costs for all products ETO, BTO, and BTS to

improve profitability.

. Utilized VSM to define current/future state of achieving increased

levels of OTD. Implemented Kaizen programs throughout the entire value

stream to improve OTD to 92% from 70% in 2009 (plant record).

. Improved Plant Manufacturing 2009-10 Profit by 12% to 47%; by waste

elimination, productivity & cost control.

. Improved DOH from 250 days to 171 days; goal 201 days for 2010 by

utilizing Pull concepts

. Lean tools used such as 5S, SW, SPF, TPM, SURs to improve

productivity15% (~5%in headcount ~ 10% in production efficiencies).

. Reduced cost of non-conformance from (scrap/rework) from $500K in 2009

to $275K in 2010), by coaching the QA organization in concepts such as

PDCA, Ishikawa diagrams/Pareto Analysis for root cause analysis &

elimination.

. Managed plant to exceed decremental targets in a year of sales well

below plan 10%.

. Integral part of facilitating integration of Engineering/CS/S&M and

Mfg. to improve business strategy for growth.

Manager Lean-Six Sigma/Operational Excellence - Industrial Sector 2007-

2009

A support organization for Industrial Sector, Aerospace/Fluid

Power/Truck/Automotive, ($7.0B) focusing on all aspects of manufacturing

sites, addressing improvement initiatives in areas of operating cost

reduction, capacity, quality, and customer service, to increase Eaton's

global competitiveness and drive profitability.

. Trained 150 employees and facilitated Kaizen/BPI projects

(improvement), Total Process Control (process variation reduction) in

various plants to drive improvement in performance metrics.

. Facilitating Lean Culture deployment training in Industrial Sector

Plant Managers. Integrated tool based concepts such as 5S, VSM and

standard work, SUR, TPM, Pull, and Error Proofing to drive operating

performance.

. Defined, facilitated, and implemented Aerospace transition programs in

to Greenfield site in Tijuana Mexico. The team eliminated customer past

dues and reduced cost. The plant met plans for sales and financial

results.

. Increase sales to $2.1M/mo. from $600K, customer backlog improved ~$7M

to $3M in Filtration Organization.

Program Manager Operational Excellence - Power Components and Systems

Operations (PCSO), 2005-2007

Support organization working in all aspects of PCSO global manufacturing

($2.0B).

. Optimized production on critical rate limiting operations in the

Horseheads Vacuum Interrupter facility by 15% in a three month time

frame. Instituted processes to sustain improvements.

. Developed and implemented consolidation of the Mira Loma facility to

achieve annual cost reduction $2.0M.

. Initiated operational programs at the Juarez Facility to improve ATS

throughput. Increased monthly sales from $600K to $1.2M. Coordinated

with marketing, sales, IT and engineering to put sustainable processes

in place. Sales have stabilized at a steady state of ~$1.2M.

. Defined and managed programs at the Arecibo feeder facilities to

improve capacity utilization, operating cost.

Jai S. Singh

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. Achieved increases in utilization from 50% to 70% in the molding area.

. Defined and implemented a die maintenance system in the punch press

area. Reduced overtime/DPPM.

. Selected as a key team member for the Caribbean Initiative for PCSO,

initiated in 2007.

Rationalization Program Manager 7/02~8/05

Responsible for outsourcing/manufacturing rationalization programs within

the Electrical Group to drive cost savings and improve CFROIC, consistent

with Eaton's long term manufacturing vision.

. Evaluated potential options for increasing product line

profitability/completed Business Cases Analysis to determine project

feasibility, and presented business cases to senior EE management to

drive LT focus on core competencies.

. Identified, initiated, and program managed various outsourcing programs

to implementation with a global supply chain, savings over $5.0M (based

on material, labor and variable overhead comparisons only).

. Developed supply base to support manufacturing operations in developing

countries.

EMERSON, St. Louis MO 1998-

2002

Operations Director, Greenfield Manufacturing JV, Monterrey MX, 2001-2002

Appointed to position of operations director to salvage operations in

struggling Greenfield JV. Member of manufacturing facility's leadership

team, focusing on optimizing initial production, eliminating operating

losses, improving cash flow and profitability of the manufacturing

facility. The role required working in all aspects of the business

including, operations, quality assurance, finance and sales.

. Team increased operational capacity by 50%; sales load from $3.0M to

$5.5M, and reduced internal scrap from 13.8% to 3.7% during the course

of 1-year.

. Optimized production output from 10 units/hr to 35 units/hr; and of a

second line from 50 units/hr to 80 units/hour.

. Increased sales load for business unit by $1.1M dollars annually.

. Established continuous improvement review process for internal

scrap/customer returns reduction.

. Defined, and implemented focused scrap reduction process to define and

eliminate root causes, 10% reduction.

Corporate Strategic Sourcing Manager, Ferrous castings - machining, St.

Louis, MO 1999-2001

Corporate Strategic Sourcing Manager, Non Ferrous castings - machining St.

Louis, MO 1998-1999

. Proposed, developed and implemented global commodity strategies for

ferrous/non-ferrous machined castings.

. Developed/instituted a system for understanding cost components/market

drivers for raw materials of commodities.

. Based on system negotiated multi-year contracts (3) with suppliers.

Savings $12.5M on annual spend $160M.

. Developed LCC sources/implemented programs for sourcing finished

machined components/sub assemblies.

. Resulting savings of 28% ($840K on $3.0M in spend).

. Developed LCC sources for tooling/implemented savings of 20% ($1.6M on

tool spend of $8.0M/for 2yr period).

. Outsourced internally manufactured components to external supply base.

Savings of 8.0% ($128K on $1.6M).

Prior experience with CUMMINS ENGINE COMPANY, Columbus, IN, in Management

and Engineering positions and with EMI COMPANY, Erie, PA, a wholly owned

subsidiary of Hitachi Metals of America, in Quality and Metallurgy

positions.

EDUCATION: Master of Science degree in Manufacturing Management,

Kettering University, Flint, MI

BSE degree, Materials and Metallurgical

Engineering, University of Pittsburgh, Pittsburgh, PA

ADDITIONAL: Certified Lean Trainer and Six Sigma Trained

Multilingual: Fluent in Hindi,

Spanish/Portuguese to varying degrees

Contact this candidate