Tuhin Majumdar, P.Eng
ac3i22@r.postjobfree.com, **** Maplewood Cir. Naperville, IL. 60563 Mobile: 331-***-****
STRATEGIC OPERATIONS LEADER
Change champion with the ability to apply LEAN/Continuous Improvement & Six Sigma based methodologies to drive profitability in complex, high speed, high automation, multi-billion-dollar manufacturing, Supply Chain and Operations based environments. Known for developing cultures of accountability, responsibility & root cause problem solving. Record of leading turnarounds, expansions and modifications while improving margins, service levels, safety, quality, and reducing costs. Performed over 150 major training sessions (Kaizens, Equipment Strategy workshops, Formalized Problem Solving & etc.)
Six Sigma Black Belt
Process Improvement
Change Management
World Class Manufacturing
LEAN Manufacturing
Logistics Optimization
Continuous Improvement
Operational Excellence
Supply Chain Management
Professional Engineer
Strategic Planning
Warehouse Management
SELECT ACCOMPLISHMENTS
Sara Lee/ Hillshire Brands - Transformed a baking facility with 30 months of negative variances (over a 9 month time period) to being a profit center for the past 2.5 years (last year’s savings target was $4.6M and actual was $9.2M)
Sara Lee/Hillshire Brands – Consistently exceeded cost savings targets for 4 plus years
Ulta – Developed Supply Chain plan for new Warehouse in a 6 month time frame (original plan required up to 12 months )
PwC – Developed a turnaround plan for major client (National Grid) to recover over $500 Million in “Accounts Receivable –Accruals”
Gap Inc. - Optimized two supply chain models (China and Western Europe) to better meet market needs and reduce cost by 25%
Canada Post Corp. – Developed logistics plan for 2 major customers (Elections Canada and Elections Quebec) to: Reduce time to deployment (50%), Stream line delivery and recovery model to reduce costs (30%) and improve on time service commitments (20%)
Work Experience
Aug 2016 – Present – External Contract - Director, Business Process Improvement
Working with 3 world class food manufacturers (FL, CO and OH locations)– One in the poultry business, one in sauces and specialty items and the last in Quick Service Food Preparation
Responsible for “Financial Effectiveness” and “Gap Management” to help improve cost of operations and reduction of “Negative Variances”
Direct teams to help 47 manufacturing facilities meet and exceed their “Cost Savings” targets
Poultry Client: Develop and execute an analytical plan to use “AgriStats” based data to help facilities attain
oTop 25 standards
oMove up facilities from Top 25 to top 10 with a final goal of top 5 classification
oEnsure that all facilities with “Negative Financial Variances” have attainable recovery plans to help mitigate the losses (6, 9, 12 and 18-month recovery plans)
oApply various Lean and 6 Sigma based tools to stabilize their business processes
Sauces and Specialty Client, Develop a “Daily Management System” to
oImprove data analytics
oDevelop better cadence of “Root Cause” based problem solving
oBuild a culture that drives towards predictive anomalies with proactive solutions and away from the current reactive and corrective based culture
oIntroduce the 6 Sigma DMAIC culture into Supply Chain Operations
Quick Service Food Preparation Facility
oDevelop a financial model to offset 10 years of negative variances
oOptimize their “Supply Chain” process to improve service and reduce cost of operations and improve service standards
oDrive data based analysis with emphasis on “Root Cause Problem Solving” to work on eliminating “Common Cause” anomalies
oHelp develop a more robust “Forecasting Model” to reduce the variation between projected customer demand and actual sales orders
Well versed in USDA, FDA, SQF and HACCP based policies and procedures as they relate to food manufacturing across the USA
Feb 2012 – July 2016 Tyson Foods, Prepared Foods Division (formerly: Sara Lee-Hillshire Brands) Senior Manager, Operations Excellence, Springdale, AR (Remote)
Responsible for 7 facilities and 12 direct reports with the main focus being on identifying and implementing action plans to reduce and/or eliminate waste
Develop yearly diagnostics plans to help each facility identify improvement opportunities to help drive down the cost of operations ($700 M budget for 7 facilities, and 4 plus years of uncovering over $11 M/annum of savings)
Develop and Lead Business Process Improvements across the entire Supply Chain network to identify opportunities and remove “Waste” to help improve service standards and reduce costs
Developed process models to sustain improvements through data analytics and proper metrics
Used various tools from both Lean and Six Sigma based practices to help develop process improvement through ownership and accountability
Work with cross functional teams to understand what customers “Deemed as value and what was deemed and non-value added”
Applied emerging trends with respect to: automation, hardware and software based tools to help improve business processes and compete in a mature market segment
Strong skill set in the ability to coach guide and mentor team members and direct reports to improve decision making processes that have a positive impact on the business line
Role was eliminated after 2 years under the Tyson acquisition of Hillshire Brands Company business plan
Feb 2011 – Jan 2012, Price Waterhouse Coopers
Senior Associate Advisory, Supply Chain, Chicago, IL
Worked with several major clients (BP USA & National Grid) to help optimize their supply chain networks to reduce cost and meet dynamic customer demands
Provide data analytics structure to clients to allow for better predictions of future customer demands and ability to meet those requirements
Streamline processes by identifying areas of “Waste, Non-Value or Redundancies” to help improve the business unit
Work cross functionally to identify “The true needs of the customer” and develop action plans to meet them
Pipeline of future engagements did not materialize and the group was dismantled in Jan 2012
June 2010 – Jan 2011, Ulta Inc.
Manager, Industrial Engineering Projects, Bolingbrook, IL
Responsible for identifying the location of a new Distribution Center (DC) in the South Eastern US to handle customer growth
Upon project approval was to lead the team on building the new DC
Project cancelled and the team was eliminated by new CEO
Aug 2008 – May 2010, Gap Inc.
Senior Industrial Engineer, Supply Chain Engineering, Erlanger, KY
Responsible for delivering various optimization projects (Air Freight reduction, Trailer load optimization, Reduction of SKU inventory slots, SKU slot rotation and Random pallet storage)
Develop time and pay standards to allow for “Performance based pay” – 12% efficiency with 7% less staff
Updated European delivery model to focus on emerging markets and readjust mature markets (downsized DC in UK, develop proposal for new DC on mainland Europe and develop delivery model for Italy and Turkey)
Updated delivery model for Hong Kong and mainland China (segregated HK market from mainland and set up a new DC in Guangzhou to feed mainland)
Consistently monitor and update US inbound volumes (PO’s) to match customer demand models from “Point of Sales” data
March 2006 – May 2008, Canada Post Corporation (CPC)
Manager, Engineering, Ottawa, ON, Canada
Worked as an “Internal Consultant” to help work groups identify performance and financial “Gaps”
Developed and implemented plans to overcome the “Gaps”
Coached, guided and mentored internal teams on “Identifying Waste” by using tools such as: 5S, A3 (formalized problem solving), Visual Management, and Gemba
June 2004 – Feb 2006, CPC
Senior Engineer, R & D, Ottawa, ON, Canada
Responsible for a team to develop “rebuilt/repurposed” mail processing equipment to be incorporated into postal operations (both mail and parcel operations)
Led the national “Asset Recovery” team that would evaluate all “idle” assets and develop a plan to: scrap, store or repair and place into operation
Sep 2002 – May 2004, CPC
Work Methods & Standards Engineer, Ottawa, ON, Canada
Develop time standards for various mail operations by using MAYNARD Basic MOST standards
Led “Pilot Project” to test a prototype letter carrier case (RM 2000) to help reduce work load on manual sorters and improve sort accuracy
Aug 1999 – Aug 2002, CPC
Process Engineer, Ottawa, ON, Canada
Provide support to develop national courier “Hub and Spoke” model to allow for optimized courier services across the country
Developed “Hybrid delivery and pick up” model to allow for better coverage to meet customer demands
Education and Professional Designations
1996 - Concordia University (Montreal, Qc, Canada), BSc Physics
1999 - Concordia University, B.Eng., Industrial Engineering
2001 – Lean Certification (LEI approved certification at Canada Post Corp.)
2002 – Toyota Production System (TPS approved certification at Canada Post Corp.)
2003 – P.Eng, Professional Engineering Designation, PEO (Ontario)
2005 – Lean Sigma Certification (LSS approved certification at Canada Post Corp.)
2011 – Lean in Health Care, University of Michigan
2013 – 6 Sigma Black Belt, University of Wisconsin - Milwaukee