PROCESS IMPROVEMENT / OPERATIONAL EXCELLENCE LEADER

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Mohammad Saeed

***** ******* **. * ¢ Fishers, IN 46037 ï ¢ 317-***-**** ï ¢ **************@********.***

PROCESS IMPROVEMENT / OPERATIONAL EXCELLENCE LEADER

Specializing in Six Sigma, Kaizen, Lean Manufacturing, & Supplier Development Initiatives

ï § Six Sigma Black Belt and Certified Lean Expert with extensive experience in manufacturing and engineering operations and a holistic approach to continuous improvement.

ï § Expert problem-solver who facilitates change and innovation. Exemplary record of innovating Six Sigma, lean manufacturing, and supplier development strategies that turned around under-performing operations and led to multimillion-dollar profit, quality, and productivity gains.

ï § Respected project manager whose international career leading complex engineering projects and multinational teams has been distinguished by awarded recognition and pacesetting results. Successful in deploying lean production systems, facilitating major Kaizen improvement events, managing Six Sigma Black/Green belts, and supervising large, cross-functional teams.

EXPERTISE

Quality Initiatives General Management

ï § Six Sigma Program Planning (DMAIC & DFSS)

ï § Kaizen Initiatives & Lean Manufacturing Strategies (5S, JIT, SMED, OEE, VSM, Kanban)

ï § Process Innovation and Business Reengineering

ï § Strategy Maps / Balanced Scorecards

ï § ISO9002 / QSA9000 / TS 16949

ï § Quality Control (APQP, PPAP, PF, FMEA, CP, CMM, SPC, NPT, DVP&S, CAPA, FTA, 5Whys, DQR, GD&T) ï § Multi-Site Operations (Local and International)

ï § Forecasting/Trend Analysis

ï § Large-Scale Project Management

ï § Supervision & Labor Relations

ï § Cost- & Waste-Reduction Strategies

ï § Strategic Planning & Sourcing

ï § Process Benchmarking

EXPERIENCE

ZF STEERING SYSTEMS LLC Florence, KY

Supplier Development Leader, Supply Chain Management, 2010 to Present

Oversee localization projects for one of the largest automotive suppliers worldwide, traveling internationally (e.g., Europe, Far East) to identify, develop, and execute plans for improving commercial success through design innovation and improvements to margins and revenue. Results:

ï § Used lean manufacturing methods to determine accurate labor requirements, increasing production efficiency from 75% to 95% and first-time capability (FTC) from 85% to 98%.

ï § Prepared company’s 2010-2011 strategic plan that included cost-benefit analysis for establishing manufacturing facilities in the U.S. and Europe for high-pressure die casting components.

ï § Restored profitability in 2010 by reducing cost base and implementing strategic price increases.

ï § Completed parametric calculations for die design, identifying critical parameters that enabled a reduction in rejects from 15% to less than 5%.

ï § Adeptly managed QA and QC teams that achieved 99.95% audit compliance and annual savings of $350K in Cost of Quality (COQ) rework.

MANCOR Anderson, IN

Continuous Process Improvement Manager/Quality Manager, 2009 to 2010 (downsized)

Oversaw quality control activities for initiatives such as new product launches; process reengineering; ISO 9001/TS 16949 documentation; and audits during transition period for facility. Results:

ï § Supported quality system for all facilities. Achieved 100% of first-time PPAP submissions approved.

ï § Implemented machine accuracy and probing technologies, improving productivity by 60% ($1.3M).

ï § Introduced accurate, non-contact, fully automated measurement of surface roughness in turning operations. Propelled a record-setting 25% reduction in setup time (savings of $1.1M).

ï § Conducted SPC training in both English and Spanish across all levels of the organization. Elevated machining process from Cpk 1.1 to Cpk 1.39 (an all-time high).

Mohammad Saeed Phone: 317-***-**** ï ¢ Page 2

DIEBOLD CORPORATION Lexington, NC / GDX CORPORATION Wabash, IN

Lean Consultant/Improvement Manager, 2006 to 2009 (consulting assignments: projects completed)

Provided consulting and project oversight of demand-planning, forecasting, and change initiatives, including lean manufacturing system implementation (Toyota Production System), Kaizen events, cell formation, 5S, Kanban, standard work, Poke-Yoke, and SMED. Supervised up to 20 staff. Results:

ï § Coauthored and installed Diebold’s lean manufacturing system, incorporating features of Toyota Production System. Enabled accurate tracking and more effective planning and decision-making.

ï § Developed phased rollout plans, train-the-trainer programs, and how-to videos corresponding to new lean manufacturing system. Led to Diebold winning the “Shingo Prize for Operational Excellence.”

ï § Implemented plans for every Diebold part and fine-tuned just-in-time (JIT) delivery to better serve an evolving supply chain. Improved inventory turns from 4.4 to 7.3 ($12.2M gains).

ï § Designed alternative layouts and manufacturing strategies for door sealants. Provided innovative solution package projected to save GDX more than $21M annually.

EATON CORPORATION Petersburg, IL

Operational Excellence & Operations Transformation Manager, 2005 to 2006 (plant closed)

Supervised quality engineer, health and safety engineer, and their staff in implementing, monitoring, and controlling the deployment of Eaton Quality Systems and Eaton Business Systems. Results:

ï § Aligned business systems with lean manufacturing approaches and Six Sigma. Achieved standardization, process improvements, operational excellence, and significant culture change.

ï § Injected “voice of the customer” (VOC) into various processes. Rectified issues related to warranty claims, returns, production-line rejects, test failures, and supplier defects.

HERAEUS ELECTRO-NITE CO Peru, IN / METALDYNE (former Chrysler plant) New Castle, IN

Quality Manager/Quality Engineer, 2003 to 2005 (consulting assignments: projects completed)

Retained by both companies to lead yearlong quality initiatives. Results:

ï § Developed and implemented systems and procedures for disposition of discrepant material. Prepared PPAP documentation and customer correspondence.

ï § Used statistical techniques to identify production issues that minimized waste and reduced scrap.

Early Career:

Six Sigma Black Belt, Lear Corporation, 2001 to 2003

Quality/Product Supervisor, DaimlerChrylser, 2000 to 2001

Engineering Manager, SPX Corp, 1998 to 2000

Sr. Project Manager, Calsonic North America, 1995 to 1998

Sr. Liaison Engineer/Six Sigma Black Belt, Allied Signal (Mexicali, Mexico), 1990 to 1995

EDUCATION & CREDENTIALS

TRI STATE UNIVERSITY Angola, IN

Bachelor of Science in Mechanical Engineering (BSME), Minor in Mathematics

COLUMBUS PARAPROFESSIONAL Columbus, OH

Associate of Science in Electrical Engineering, Minor in Computer Science

Certifications & Training:

Certified Lean Black Belt (Six Sigma) ï ¢ Certified Lean Expert (TPS) ï ¢ Manager of Quality/Organizational Excellence Certification ï ¢ High Pressure Die Casting Supplier Development Program ï ¢ NAFTA Leadership Development Program ï ¢ Quality Improvement Associate Certification ï ¢ Quality Systems Auditor ï ¢ EME Management Practices ï ¢ FLEX-Preparing Others to Succeed

Foreign Languages: Spanish, Arabic, Hindi

Computers: Baan IV, Pro/E, AutoCAD, Minitab, MS Word/Excel/PowerPoint/Access/Visio, Windows

Affiliations: SME, SQE, AMA, IIE

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