Manager Project

NAREN VISSA

Citizenship: USA

*** *** **** ****, **************, Bangaluru 560080, India

**********@*****.*** skype:naren.vissa1 Cell: 91-900******* Home: 91-080-********

MANAGEMENT PROFILE

Since 1988, when I started at Teledyne Portland Forge, I have devoted myself to learning, implementing, mentoring,

and training others in the Toyota Production System (Lean Manufacturing).

My interest in TPS was first sparked by a few lines in a book on Production Control, while at Purdue U niversity

working on my Master’s degree in Industrial Engineering.

Later, I had the opportunity to learn TPS from the TSSC and BAMA Plant Development Core Group. Since then, I have

been involved in building two forge plants using continuous flow productio n and SMED system, a few machining

and assembly cells using Standardized Work principles, and various transformation projects in existing plants,

mostly in Tier 1 Suppliers’ facilities. These projects included designing Kanban systems, SMED applications,

material presentation at assembly lines, and the use of the tugger systems for milk runs.

Prior to my move to the US, I graduated from Madras University with degrees in Mechanical Engineering and

Production Engineering. I worked in HAL starting as a Management Trainee and later worked in my family’s

industry, Vishnu Forge.

CORE COMPETENCIES

** Visionary Leadership

** Lean Manufacturing Concepts

** Lean Training Materials Development

** Internal Consulting/Mentoring

** Application and Development

** Process Implementation

** Problem Identification and Resolution

** Training and Mentoring

KEYWORD SUMMARY

Lean Manufacturing, Lean Concepts, Toyota Production System, Hoshin Planning, Seven Quality Control Tools, Seven

Management Toolsstrategic planning, business development, productivity, profitability, increase market share, mentor,

leader, teacher, trainer, coach, leadership, supervision, internal consulting, Internal Consultant, Lean materials

development, process implementation, problem solving, conflict re solution.

PROFESSIONAL EXSPERIENCE

Bruker Nano Surfaces Corporation, Santa Barbara, CA, May 2012 – November 2012

Lean Manufacturing Consultant for multiple locations (On Contract)

Creating shopfloor focus in the Value Stream Managers and promoting the pr oblem solving tools to sustain the new

production flow cells. Mentoring Value Stream Managers, Manufacturing Engineers, Warehouse Manager and his staff.

Hands-on on the shop floor with the assemblers, test enginee rs, and the materials personnel to remove wastes from the

processes and achieve improvements.

Achievements:

Santa Barbara, CA Location:

** flow cells for assembling Atomic Force Microscope scanners and heads, involving the use of manual soldering,

glueing processes.

** flow cell creation for the final assembly, test, and calibration of AFM systems.

** flow cell creation for the materials receiving function. Reduction of materials receiving floor area by 80%. Reducing

the time required to unload parts at the dock to locating them in storage racks in the warehouse by 70%.

Camarillo, CA Location:

Achievements:

** flow cell for assembling probes used with the AFM’s walk distance reduced by 70%.

Continued...

** flow cell creation for the materials shipping function. Reduction in floor area by 77%. Reduce the walk by 49%.

SHINEYU ENGINEERING TECHNOLOGIES PRIVATE LIMITED – Bangalore, India, 2008 – present

Investor and Consultant

Lean consulting for in-house foundry one-piece flow line from melting aluminum to fettling and finishing castings,

machining and finishing cell including leak testing, liner assembly and export packaging. Consulting for outside

customers on pick-up truck rear axle assembly plant from machining components to final assembly of axles. Plant

manufacturing heavy truck axles from components to final assembly.

AMERICAN AXLE & MANUFACTURING, INC. – Detroit, MI, 1999-2008

Senior Lean Manufacturing Manager

Shop floor activities to create Material Flow and Standardized Work. Kaizen activities to improve quality.

Responsible for ensuring lean implementation in new programs and mentoring Lean Managers at all sites. Currently

involved with ‘Advanced Program’ teams, working on new designing new Plants in China and Poland, and designing

assembly lines for new products to be introduced in Braz il and Mexico facitlites.

Lean Deployment Manager ’99 – ‘04

Responsible for developing, implementing, and training Lean Manufacturing concepts and processes to facilities in the

U.S., Mexico, Brazil, and the U.K. Utilize Seven Management Tools for Hoshin P lanning and Seven Quality Control

Tools to improve productivity and profitability. Manage deployment of Lean training materials including value -stream

mapping, Lean measurements and model cells, standardized work and plant layouts for Engineers, Program Ma nagers,

and Plant Managers, and comprehensive problem identification and resolution. Manage production preparation process.

Conduct concept development training for individuals and groups. Mentoring individuals.

Key Achievements:

** Lean “U” shaped assembly cells for third members and front axles with minimal automation and one -piece flow.

** Performed site support visits and training at U.S. and international locations.

** Identified need and spearheaded training and refocusing within organization.

** Successfully improved manufacturing operations through numerous Lean applications, including converting prop

shaft assembly lines into one-piece flow cells, with savings in floor space (40% less), manpower (40% less), and

work-in-process (99% less).

** Improved overall layout of the axle assembly plant (third member assembly delivers to the main assembly line one

piece at a time).

** Created new forge plant design incorporating a quick changeover response to pull system with in -line sawing for

warm and hot forging.

** Wrote articles and analyses for newsletter, “The Desire to Integrate Processes through Unmanned Automation,”

“Reflections on Advanced Programs,” “Lean Critique of Assembly Lines,” and “OEE Thought Process.”

DURGAM INDUSTRIES – Lansing and New Boston, MI, 1992 -1999

General Manager, Durgam Forge (10/98 -6/99)

Developed business plan and operating budgets for non-union facility that manufactures parts for Toyota Camry, Honda

Civic, Caterpillar, Holland Hitch, military mar kets, and subassemblies of GM pick-up trucks. Spearheaded Kaizen

activities. Provided comprehensive training of Lean Manufacturing concepts, including Pull System, TPM, SMED,

JIDOKA, problem solving, and manufacturing cells. Supervised, motivated, and deve loped personnel.

TPS Coordinator, Federal Forge Subsidiary (10/92 -9/98)

Directed activities of Lean Manufacturing Office for union facility, including Process Engineering and Quality

Assurance. Established goals for management team. Worked closely with Toyota Supplier Support Center to develop

and implement improvement plans based on JIT manufacturing tools and techniques. Coordinated QS9000 certification

efforts.

Key Achievements:

** Drove inventory turnovers from 10 to over 34 annually.

** Facilitated transition toward Lean Manufacturing by participating in union contract negotiations.

** Effectively represented Company in BAMA Core Group Activities and workshops.

** Displayed commitment to Lean Manufacturing by accepting roles of Manufacturing Manager an d Plant Support

Manager during re-engineering efforts.

** Acknowledged for outstanding service through promotion from Engineering Manager, responsible for Die Design

and Die Shop.

TELEDYNE PORTLAND FORGE – Portland, IN and Lebanon, KY, 1988 -1992

Project Manager (4/88-9/92)

Development Engineer (4/88-12/88)

Served in concurrent positions, managing design, development, and execution of Green Field plan t for JIT production

with manufacturing cells capable of rapid changeovers. Developed implement ation budgets; selected process equipment

and suppliers. Screened, hired, and trained employees and managers to establish strong, focused teams.

Key Achievements:

** Applied SMED methods to reduce upsetter set-up time from 2-8 hours to 30 minutes.

** Eliminated unnecessary storage and handling of punched tapes by implementing DNC network for CNC machines to

download files directly from CAD stations.

VISHNU FORGE - BANGALORE, INDIA

Manager (1/74 – 9/85)

** Managed closed die and open die forging operation, with 350 employees.

** Developed forging methods for seamless rings and half rings

** Introduced EDM for manufacturing forging dies.

** Introduced job costing system for tracking product costing and estimation

HINDUSTAN AERONAUTICS LTD. - BANGALORE, INDIA

Chief Supervisor Sheet Metal Shop (11/ 70 – 1/ 74 )

** Managed a sheet metal parts and sub-assembly shop with rubber press forming, stretch wrap forming, routing,

blanking, hand forming, spot welding, and riveting technologies.

Management Trainee (Technical) (5/ 69 – 11/ 70)

** Responsibility: Acquire skills and knowledge for managing an Aeronautical Industry.

** Class room training in aeronautics and flight instruments, and Operations Management.

** In-plant training in production control, tool and die design, manufacturing technologies.

EDUCATION

Master of Science in Industrial Engineering (M.S.)

PURDUE UNIVERSITY – West Lafayette, IN

Master of Science in Production Engineering (M.Sc.)

Bachelor in Mechanical Engineering (B.E.)

MADRAS UNIVERSITY – Madras, India

Additional Training and Certification:

Toyota Production System Training (TSSC and BAMA)

Kaizen Conference in Nagoya, Japan

QS9000 Certification

German Level 2 - 1968

Spanish Level 2 - 2001

AutoCad Level 1 – 2005

Harris Lean Systems Seminars – Creating Flow; Making Materials Flow; Creating A Leveled Schedule

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