RAJUL AMIN

*** ****** *****, ************, ** ***88 860-***-**** (C) ac4fog@r.postjobfree.com

EXECUTIVE PROFILE

A hands-on manager with an exemplary record of leading (union & non-union) manufacturing operations for global companies. Recognized for turning around plants losing revenue to profitability and for starting up new, profitable plant operations. Ability to envision new, innovative products and orchestrate product development from concept to market launch. Creative “think out-of-the box mentality,” and problem solver, with ability to inspire people. Strong business & financial acumen. Excellent project management skills. Experienced in managing multi-plant operations, operational due diligence and acquisition integration. Academic credentials include an MBA and MS in Engineering.

PROFESSIONAL EXPERIENCE

TE Connectivity, Sensor Solutions, Hampton, VA

Director of North American Operations April 2016 – June 2017

Responsible for leading a multi plant North American manufacturing operations for sensor solutions group serving industrial, medical, defense, aerospace, and automotive markets.

Responsible for managing day to day operation of 8 manufacturing plants in North America with 650 employees.

Drive implementation of TE operating principles, policies and procedures.

Drive cultural shift in across all sites towards a KPI and performance driven organization. Drove inventory down by 21%. Eliminated $1.6MM in exempt labor cost. Created pipelines to achieve conversion cost savings (5%) and materials cost savings (3.5%) target. Foster a customer–centric culture in the organization.

As a part of leadership team, develop and execute a plan for manufacturing footprint strategy for North American operation to create scalability and efficiency. Opened a site in Mexico and announced closures of two sites in NA.

PPG Industries, (Formerly AXSON US), Ferndale, MI

Director of Manufacturing 2012– March 2016

Responsible for leading a multi plant US manufacturing operation including a contract manufacturing operation for paint sealers, mastics, and adhesives serving automotive, aerospace, construction, and aerospace markets.

Developed and implemented manufacturing strategies for US operations.

Participated in the evaluation of potential acquisition candidates and conducted due diligence for an acquired company.

Led consolidation and business integration efforts to improve efficiency and responsiveness.

Improved the relationship between Axson and the toll manufacturer.

Prepared and executed manufacturing plans to support a 40% increase in business over a year along with plant closures and a merger. Met increasing demands without additional capital investment.

ROGERS CORPORATION, Rogers, CT 2004 – 2011

A publicly traded global manufacturer of high performance materials with annual sales of $400+ million serving telecommunications, medical, industrial, consumer, aerospace, and defense markets.

Division Project Manager (2011)

Led a team for a newly acquired technology that involved building a new line and setting up a manufacturing operation including business processes in China, reported to Division Vice President. Managed new business development and product management functions for the composite products.

Manufacturing Operations Manager (2004 – 2011)

Tasked with improving: Plant responsiveness to customer demand, employee morale, and process capability. Accountable for day-to-day operations of a unionized plant that manufactures non-woven materials and high frequency dielectric papers, supporting up to $48 million in business. Markets served: Lithographic printing products, medical products & microwave circuit laminates for microwave & radio frequency (RF) solutions. Led up to a team of 104 employees, reported to General Manager.

Managed a FDA registered Class I medical device contract manufacturing and ITAR controlled plant.

Developed & implemented operational business plans/policies and collaborated in division’s 3- year strategic plan.

RAJUL AMIN Page 2

Led effort to build safety awareness and to implement a plan to achieve OSHA VPP compliance by 2011. Drove safety programs to improve safety culture of the site resulting in 100% employee participation in safety activities and achieved a year without a loss time incident. Empowered industrial staff to lead safety improvement teams.

Improved on-time delivery to request by 30% and divisional profits by 37% within the first 12 months and achieved OTD to request performance of 100% for 11 straight months while maintaining FG inventory to 3 to 4 weeks.

Managed site operations P&L. Actively involved in Supply Chain initiatives to improve raw material inventory turn by 18% within 12 months and to develop strategic 2nd source for all critical raw materials. Managed worldwide FG inventory for the business.

Drove process improvement through Six Sigma projects to improve process consistency/capability and reduce cost of quality. Efforts resulted in the yield improvement by 75%. Foster a data driven problem solving organization.

Conducted capacity analysis and implemented plans to meet customer demand and new product launches.

Participated in 2006 and 2009 3-year labor contract negotiations that resulted in successful ratification.

SAINT-GOBAIN 1992-2004

Operations Manager, Surface Finishing Products Division, Reynosa, Mexico (1999 – 2004)

Challenged with: Rebuilding plant after accidental fire caused a 50% loss of the manufacturing facility, expanding site manufacturing facility to relocate manufacturing line from US, streamlining manufacturing operation and turning around the operation to profitability. Directed the site to comply with corporate EH&S, OSHA and Mexican regulations. Led up to 8 direct and 155 indirect employees (union and non-union), reported to World Business Manager. Responsible for a $4 million operating and capital budget.

Led $16 million project to rebuild manufacturing facility and facility expansion to relocate additional production lines. Managed activities to re-qualify products and bring them quickly to the marketplace within budget; successfully launched critical product line within 10 months.

Took plant from a $4.8 million loss in 2001 to profitability in 2003. Strengthened budget controls and accountability; executed aggressive cost cutting measures to maintain financial health of business; achieved 18% cost reduction.

Spearheaded efforts to reduce cost of quality, improve process consistency, and improve productivity. Implemented manufacturing performance metrics. Reduced waste by 32%, resulting in $650K in annual savings.

Achieved ISO 9001-2000 certification without non-conformance.

Coached and developed employees resulting in 50% reduction in technical staff.

Coordinated efforts to ensure plant readiness to launch new products (niche markets) that generated $1.9 million in new business, which salvaged sales after the fire.

Provided leadership & expertise in design & development of accessory for product line extensions.

Drove Value Stream Mapping to identify non-value-added process steps activities, which reduced manufacturing

Senior Product Engineer, AVOS Business Unit, Worcester, MA (1996-1999)

Participated in strategy development as part of a start-up business unit team; analyzed and identified customer needs to direct product development effort/strategy; conducted portable power tools market study to identify potential strategic OEM partner

Managed vendors for out-sourced products; coordinated activities for global launch of product line; performed material control function for the export market.

Project Manager, Precision Bonded Abrasives, Worcester, MA (1994-1996)

Led development and implementation of a $7.2 million plan to modernize and consolidate vitrified grinding wheel truing operation; within 80% of budget. Oversaw transfer of technology to and from manufacturing plants worldwide.

Project Engineer, Precision Bonded Abrasives, Worcester, MA (1992-1994)

EDUCATION

MBA with Concentration in Marketing and Finance, BOSTON UNIVERSITY, Boston, MA

MS, Manufacturing Engineering, BOSTON UNIVERSITY, Boston, MA

BS, Mechanical Engineering, GUJARAT UNIVERSITY, India

Professional Development: Numerous seminars including Six-Sigma Champion’s Training, Lean Six-sigma Green Belt Training, KT Problem Solving & Decision Making, Value Stream Mapping, and Demand flow

Contact this candidate