Engineer Manufacturing

Syed A. Zaidi

***** ***** **.

Huntley, IL *****

Home: 847-***-**** Cell: 847-***-**** Email: ********@*****.***

Summary:

Manufacturing professional with demonstrated ability in value creation, process and Quality improvement, cost

reduction, project management, team building, and new product launch. Skilled in coaching and application of

lean methodologies (Toyota Production System, Demand Flow, Constraint Management, Nissan Production

Way, Fiat’s World Class Manufacturing, Honeywell’s PCPX) A3, SPC, VA/VE, DFM/DFA, APQP, NPL, TQM,

QFD, JIT, target costing, process mapping and problem solving.

Experience:

Consulting & Contract Projects (2001 through Present)

9/2011 – 12/23/2011, Hamilton Sundstrand

Project Engineer

Researched MIL-STD and Hamilton Internal documents along-with Customer Specification to develop Acceptance

Test procedures within ITAR specifications for a Japanese Defense aircraft mounted gear box and air turbine starter.

3/2011 – 8/11/2011, BVR Technologies

Manufacturing Engineer

Provided support to aerospace and medical equipment manufacturer through identifying process improvement

opportunities utilizing Honeywell’s PCPX process based on APQP, six sigma and Lean Manufacturing. Developed

Process Instructions for assembly of Resolver and Searchlight actuators. Involved in analysis and improvement of

aerospace Actuators for Boeing, Air Buss, and Defense Helicopter applications.

11/2010 – 2/11/2011, Oshkosh Defense, Oshkosh, WI

Industrial Engineer

Provided Value analysis services on US Military’s Family of Medium Tactical Vehicles (FMTV). Participated in

auditing and provided recommendations for process improvement in Main assembly, Frame assembly, Engine

dressing, Cab build, Axel assembly, Modules and sub assemblies.

7/2010 – 9/10/2010, Caterpillar, IL

Project Engineer

Consulted with team designing a new manufacturing facility in the US with Lean focus to build Heavy Construction

and Mining equipment (Excavators) currently made in their Japanese operation for the US and South American

markets.

10/2009 – 6/2010, Rockwell Automation, Sumner, IA

Manufacturing Engineer

Coordinated transfer of several Motor Starter and Elevator Panel product lines to international operations.

Work involved generating work instructions with detailed process photographs and video clips; creating country of

origin equipment list for equipment transfer to another countries; provided training to foreign operation manufacturing,

quality engineers and manufacturing operators, creating process maps, engineered standards, failures mode and effect,

and control charts. Provided and generated equipment maintenance record as well as preventive and schedule

maintenance frequency with critical spare parts information.

2/2009 – 9/2009, Lenox, Marshalltown, IA

Manufacturing Engineer

Established Engineered Standards for new heating Furnace assembly line in a union environment using Maynard’s

computer MOST system. Identified and made changes to work instruction to eliminate waste and improve

productivity.

5/2008 – 12/2008, CNH, Racine, WI

Manufacturing Engineer

Participated in implementing Workplace Organization and Logistics pillars of Fiat’s World Class Manufacturing

initiative. This involved performing value stream mapping of Final Drive Line of Magnum transmission and

restructuring line that resulted in space reduction of 3000 square feet and allowed company to accommodate new B-13

transmission avoiding $450,000 new building cost. Participated in designing process and performing value stream

map of this New Product Launch. Conducted operator training in WCM tools and practices at Range and Speed, Final

Drive Line and Main Line.

2/2008 - 5/2008, Terex, Waverly, IA

Industrial Engineer

Mapped and expanding Kanban process and conducted Kaizen events on assembly and sub assembly areas resulting in

eliminating shortages and wait times. Mapped Value Stream, identified and reduced process waste. Standardized work

and created visual aids. Streamlining supermarket replenishment process along with third party, in-house, stores where

two bin systems is used as signal.

3/2007 - 2/2008 CNH, Wichita, KS

Manufacturing Engineer

Assisted Case New Holland in process improvement and cost reduction with New Cab Launch. Established engineered

standards, Process routing for Cab & Frame weldments. Identified and resolved process challenges using A3 problem

solving process. Developed Process map and identified Value and non- value adding activities. layout eliminated or

reduced non-value added activities. Standards were set using MTM-B.

4/2006 - 3/2007 CNH, Grand Island, NE

Lean Manufacturing Consultant

Assisted Case New Holland in their lean manufacturing initiative. Participated in Value Stream Mapping and

implementation of improvement in New Gen Cab Assembly process that resulted in elimination of overtime and 25%

improvement in productivity with the same number of human resources. Participated in the evaluation of Engineering

Change process with the objective of identifying process changes for reducing total time.

6/2004 - 3/2006 CalsonicKansei, Shelbyville, TN

Industrial Engineer

Provides Industrial engineering and New Product and Process support at this Nissan subsidiary. Participated in

application of Nissan Production Way (NWP) and Improvement Diagnostic System. Coordinated Value Stream

Mapping and Production reconfiguration activities in the Thermal division. Participated in budget and manning

requirement development for current fiscal year. Managed Man-Man system based Routing, Work Standards, and

Management reports. Worked with senior Japanese manager to apply CKJ corporate based efficiency tracking and

improvement methodologies.

2/2004 - 6/2004 Watlow, Richmond, IL

Value Engineer

Conducted Value engineering study of Thermocouple product line. Visited machined parts suppliers to get their

feedback with respect to tolerance and material issues. Recommended engineering and material changes to reduce cost;

process changes to eliminate and/or combine operations. Implementation of recommendations resulted in 20 %

reduction in cost, 30 % lead-time reduction.

2001 - 2/04 Independent Consultant, Norristown, PA

Assisted clients reduce costs and improve operating performance through application of value engineering to design

and manufacturing processes and optimizing value chain. Projects completed:

• Facilitated rebalancing of Cockpit, Engine, and Rear Suspension assembly lines at Automodular Assemblies using

GM IMET standard data and Key Process Characteristics. Due to reduction in volume and model mix at assembly

plant, client balanced manpower to accommodate unit cost while shipping the needed sequenced assemblies. This

was accomplished through process mapping, redistributing sequences and tooling.

• Led Kaizen and Production reconfiguration activities along-with Value Stream Mapping in a Thermal division of a

Japanese company. Assisted in launching of new product lines, pre-launch Value Stream analysis and generating

Design Standard times and routings. One such activity on Condenser line resulted in excess of 25 % unit cost

reduction. Also, participated in budget and manning requirement. Maintained Standards and Routings using Man-

Man system.

Identified numerous operational issues, reengineered processes, and implemented changes resulting in reduced

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cycle time, waste, and costs. Improvement in Fog Lamp Assembly line increased productivity 30 % while reducing

the unit cost by 40%. Cell was designed to adjust to varying customer requirement.

Conducted workshop for Rowan University for operator/mechanics at an Injection Molding facility in process

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improvement. Program consisted of training in lean manufacturing concepts, understanding process, mold repair

and changeover, understanding variation, and team building. Facilitated the team in analysis of problems such as,

Short Shots, Flashing, Sink Marks, Material Discoloration, Stripped Thread, Pulled Lugs, Long Gates and

implementing solutions to overcome the problems resulting in improved throughput.

Assisted several clients experiencing financial issues understand cost and revenue drivers through operation

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analysis, and helped them institute budgetary controls to ensure profitability.

1994 - 2000 Teleflex Incorporated, Limerick, PA

Corporate Quality & Productivity Specialist/Director

Developed and directed implementation of Toyota Production System practices at operations in North America,

Europe, and Asia that reduced operating costs by 30% and working capital from 32 to 20 percent of sales.

Managing change from traditional manufacturing practices to lean concepts required educating and selling lean

concepts to senior and middle managers besides manufacturing personals on the shop floor. Provided training and

implementation support in JIT(Kaizen of flow); TPM (Kaizen of physical environment); TQC(Kaizen of support

systems); and Team building(Kaizen of interpersonal skills).

Facilitated turn around of an aerospace operation experiencing delivery and quality issues. Mapped all processes and

identified issues in machining and assembly processes. Justified and implemented equipment and process changes

along with culture that rewarded quality and customer satisfaction.

Streamlined an automotive operation that was experiencing negative margins and 51% working Capital.

Implementation of lean practices resulted in increased sales and 5% operating margin. Working Capital was reduced to

50% within 6 months.

Assisted medical subsidiary Rusch Ag. in reduction of lead times (from 3 months to 15 days), 20 % reduction in cost,

and first time yield (from 30 to 90 %) in Catheter and medical devices manufacturing in Germany, Ireland, UK,

France, and Malaysia

1983 - 1994 Independent Consultant, Beavercreek, OH

Assisted clients reduce costs and improve operating performance through application of value engineering to design

and manufacturing processes and optimizing value chain. Projects completed:

• Audited performance measurement program at Cummins engine facility. Developed work standards using

stopwatch and time and motion studies. Improved work measurement system. Recommended and installed

changes to line set sequences resulting in elimination of bottlenecks and 15% increase in line output.

• Contributed to material cost reduction program at Mack Truck. Application of value methodology identified key

areas for cost reduction. Simplification of major component design resulted in 14 % material cost reduction

through reduction in components and complexity. Interfaced with suppliers for cost reduction.

• Facilitated implementation of synchronous projects at Bedford Foundry resulting in improved throughput from 314

to 450 transmissions housing per shift. Key factor was reduction in set up time from 20 to 1 hour.

• Conducted operation analysis of various Proctor and Gamble facilities in US. Recommended upgrading of

packaging lines, materials handling and warehousing systems that were implemented by client.

• Participated in value analysis of clutch process and design at GM Delco Moraine. Recommendations in both

material and process changes resulted in 20% cost reduction; contributed to concurrent engineering on ABS brake

system.

• Conducted operation analysis of various Proctor and Gamble facilities in US through Belcan Engineering.

Recommended upgrading of packaging lines, material handling and warehousing systems that were implemented

by client

• Participated in process redesign through Kintech Services at GE appliance for dishwasher line. Applied

constrained theory and simplified manufacturing process.

1979 - 1982 Didier Taylor Refractory, South Shore, KY

Staff Engineer

Developed and implemented work standard. Directed equipment overhauls and rebuilds projects. Developed and

implemented reliable maintenance system that reduced machine downtime by 95%. Coordinated feasibility studies

with an outside consultant for manufacturing, warehousing and distribution facility and equipment. Justified, procured

and installed material handling systems. Developed, implemented and maintained work schedule to ensure operating

efficiency and due date performance.

1977 - 1979 McDonnell Douglas, St. Louis, MO

Manufacturing Engineer

Participated in the GAO led program of value analysis of Harpoon missile that resulted in reduced machining costs,

improved process definition, and improved manufacturing planning and schedule control. Developed standards and

operation procedures for missile assembly.

1970 - 1977 Lee Craft Manufacturing, Long Island, NY

Production and Material Control Manager

Performed time studies, layout analysis, process plans and manufacturing cost estimates.

Conducted flow analysis, identified bottleneck operations, and implemented changes.

Managed manufacturing operations and inventory.

Education:

BS Mechanical Engineering, Engineering University, Lahore, Pakistan

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MS Industrial Engineering, Century University, Los Angeles, CA

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Graduate studies at Brooklyn Polytechnic, Washington University, and University of Cincinnati

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Certified in:

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o MTM

o Change management

o Leadership

o Lean manufacturing (Value Stream Optimization)

o Negotiation

o Value Engineering

o Honeywell’s PCPX(Six Sigma & APQP) process.

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