Manager Manufacturing
Resume:
KHAJA ANSARI
*** ***** ***, ******, ** *****
************@*****.***
OBJECTIVE Operations/Lean Director
BACKGROUND SUMMARY
Lean Enterprise manager with experience in high volume/high mix low volume
machining, injection molding, sheet metal, welding, assembly, medical
device companies in precision manufacturing environments.
Major focus is translating marketing plans into specific products,
processes and facility requirements within time and cost constraints. A
hands-on manager with demonstrated strength in plant operations, project
start up, problem solving and lean enterprise strategy development with
implementation in a teamwork environment.
Hoshin Planning PPAP/ APQP Hazardous waste
disposal/EPA
Policy Deployment SPC/Six Sigma Capital equipment
management
Process improvement ISO 9000 Toyota Production System
PROFESSIONAL EXPERIENCE
Precision Components Ltd., CA Jan.
2007-Present
Operations Management:
Assisting this start-up company started by my son to make precision parts;
support various areas of operations and business to help launch the
business and get it off the ground. The focused areas are-business
development, creating infrastructure by creating systems and procedures
-manufacturing systems, quality management system, Supply chain management
system, Customer focus system, Strategic planning and deployment. Made this
organization highly profitable by focusing on employees, customers,
leadership development, lean processes, and establishing lean daily
management system for sustenance.
JDSU, Santa Rosa, CA
$1B leading provider of broadband test and measurement solutions and
optical products.
Lean Manufacturing Manager
Jan. 2005-Oct. 2006
Initially joined as operations manager for a TI product produced by the
firm; assumed responsibility for Lean Integration after a downsizing effort
had been initiated. Major responsibilities included:
(1) Integration of the operations from six buildings into only one building
(with lean flow layout)
(2) Establishing the foundation for a lean and six sigma enterprise by:
(a) Defining the value by specific product
(b) Value stream mapping
(c) Ensuring value flow without interruptions
(d) Trigger flow at the pull of the customer
(e) Continuous improvement.
Reason for leaving: Major lay-off; cash flow problems/TI contract lost.
Altek, Spokane, WA
$30M contract manufacturer/provider of precision Machining (FMS), molding
and water cooler assembly services
Vice President Operations
2001-Jan. 2005
Reported to the President of the division; directly responsible for P&L for
all manufacturing operations of the company (total head count
responsibility for 220 in the areas of manufacturing, engineering,
purchasing, quality, HR, maintenance and supply chain management).
Responsible for driving manufacturing strategy across all the business
units and plant facilities; goal was increased productivity, streamlining
of NPI, cost reduction, inventory reduction and total cycle time reduction.
Focus initially was on quality and inventory improvement by driving further
implementation of lean manufacturing concepts and improved Six Sigma (6S).
. Achieved a cost reduction of $2M by identifying performance categories
that linked with the business vision and strategy (Hoshin planning
process).
. Established measurable time-based goals, ensured company wide acceptance
of measures.
. Analyzed performance data to close an unfavorable gap; applied lean and
six sigma tools (5S, visual control, standardized work, VSM, cellular
manufacturing, Poka-Yoke, SMED, problem solving, kaizen, Hijunka, Jidoka-
DMADV, DMAIC, SIPOC, CTQ, SPC, FMEA, and root cause analysis).
KHAJA ANSARI,
Page 2
. Achieved ISO 9000 accreditation in only six months; planned to achieve
Malcolm Baldridge award and Shingo prize in the future.
Reason for leaving: Voluntary quit; accepted offer to relocate to So. CA
received from JDSU (see above).
Flextronics, Bothel, WA
$1B manufacturer of electronic enclosures
Manufacturing Manager 2000-
2001
Responsible for all aspects of manufacturing information management (from
order taking through detail scheduling to delivery), physical
transformation (raw materials to finished product in the hands of the
customer), goal management and performance management (regular customer
feed back, tracking actual performance, feed back to relevant subsystem,
taking corrective actions if performance is out of target).
. Managed a $2M budget with a four person direct reporting staff and 100
hourly employees.
. Effectively re-engineered 24 hour multi-shift 7 day/wk. manufacturing
operations (24/7).
. Implemented a line leveling program for continuous flow production; this
effort increased labor
efficiency by 11%.
Reason for leaving: Major layoff (plant closed; operations transferred to
two out-of-state facilities).
HAYES BRAKE, LLC, Mequon, WI 1998-
2000
$50M manufacturer of brakes
Manufacturing Engineering Manager
Responsible for planning, organization, direction and control of process
engineering, tool designs, industrial engineering, CNC programmers,
continuous improvement, new product (NPI) launch and lean manufacturing.
. Managed a $5M budget with a staff of 10+ hourly employees.
. Established plans/programs to effectively manage new products through all
stages to commercial production.
. Successfully phased in 3 new products; increased sales by $5M.
. Supervised design reviews to ensure sound manufacturing and assembly
(DFM/DFA/FMEA).
. Implemented a line-leveling program; increased production and reduced
labor costs by 10%.
. Reduced project turnaround time by 30% through use of standards and
better scheduling.
Reason for leaving: Major layoff (downsizing to address major cash flow
problems).
COPELAND CORPORATION, Sidney, OH 1997 to 1998
$10 B manufacturer of compressors (subsidiary of Emerson Electric Co.)
Senior Advanced Manufacturing Engineer
Responsible for overall planning, organization and implementation of a
machine shop. Provided expertise to top management concerning resources
planning, operation planning, component fabrication/modular process design,
tooling and continuous improvement:
. With an investment of $4M, established a machine shop for machining of
scrolls and components for compressors with a capacity of 120K
compressors per year.
. Increased sales by $3M.
. Established new product (NPI) release procedures.
. Established documentation review procedures for improved schedules and
information control.
Reason for leaving: Voluntary quit (declined transfer offer to Bangkok);
accepted offer received from Hayes.
DRESSER MANUFACTURING DIVISION, Bradford, PA 1995 to 1997
$4 B manufacturer of gas valves and couplings
Senior Manufacturing Engineer
Responsible for ensuring that most efficient manufacturing equipment,
process, tooling, product flow and factory layout was utilized to produce
high quality products at the lowest cost, in the shortest possible lead
time on a consistent basis:
. Implemented processes to provide effective maintenance to existing
product and services.
. Phased in three new products from concept to commercial production, which
increased sales by $2 million.
. Established corrective action plan resulting in 15% increase in
manufacturing efficiency.
Reason for leaving: Voluntary quit; concerns about stability/growth;
accepted offer received from Copeland.
KHAJA ANSARI
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TECUMSEH PRODUCTS, LTD., Hyderabad, India 1982 to 1995
$5 B manufacturer of compressors
Director of Operations
P&L responsibility; provided leadership for the activities of broad
functional areas in manufacturing, engineering, QA, purchasing and
production planning/control:
. Analyzed the operation, made a business case and established strategies
and support proposals
. Managed a $20M budget with a staff of 20 management direct reports and
300 hourly employees
. Identified a Change paradigm: Established and implemented a framework
for organizational change in areas of technology, processes, and people
by (1) Establishing a sense of urgency (2) Creating a guiding coalition
(3) Developing a vision and strategy (4) Communicating a change vision
(5) Empowering broad based action and eliminating obstacles (6) Creating
a short term win (7) Consolidating gains and producing more change (8)
Anchoring new approaches in the culture.
. Led lean manufacturing: Design and implemented lean methodology to
achieve specific measurable results by focusing initially on
manufacturing performance and then extended the concept for lean
enterprise. This I could do it by creating a lean implementation
document which includes all material and process definition, facility
preparation, lean communication, team assignments, milestone definition's
and a copy of lean methodologies milestones and supporting documentation.
This implementation involved wide spectrum of participants. It was
mandatory that the team members assigned to implementation project
receive training in methodologies and concepts in lean manufacturing
prior to commencing their implementation activities. The process against
these activities and milestones was monitored. As a leader, I had the
responsibility to provide guidance and leadership to the organization to
complete the milestone tasks. Achieved a saving of $7M
. ISO 9000: Established resources and procedures to translate customer
needs into delivery of satisfactory products within a one-year period;
achieved a major reduction in rejection rates (down to 1% with reduced
variance and improved consistency in quality).
. Global sourcing: Reduced the cost of the product by 15% by outsourcing
to China, Taiwan and Mexico.
. Policy deployment: Ensured that every member of the organization pulled
in the same direction toward clearly defined measurable and time-based
delegated goals.
. Intellectual capital Development: Responsible for own personal
intellectual capital development and actively contribute toward the
development of other team members in the organization
Reason for leaving: Opportunity to immigrate to USA
EDUCATION
B.S. Mechanical Engineering (BSME), University of Osmania, India
Received training in world class manufacturing with Honda, Daikin and
Mazak
REFERENCES
Available upon request
Courses Taught
. Lean Manufacturing
. Lean sigma
. Change Management
. Hoshin Planning Process
. Leadership Development
. Performance Appraisal and Feedback
. Team development
. Organizational development
Contact this candidate