Sukhcharan (Sukhi) Singh
Accomplished and results driven professional with over 13 years of GE Jet Engine Manufacturing experience in all facets of conventional and nonconventional machining processes, metal removing such as CNC Laser Cutting, CNC Turning, Milling, EDM, Laser Drilling, Water jet, ID/OD Grinding and surface finishing, Joining processes, Welding, Brazing, Bonding, assembly and testing airflow, FPI and dimensional check with CMM of low/high volume of (Jet Engine Components) high pressure turbine nozzles and HPT Blades to meet precision surface finish requirements. Recognized for professionalism, commitment to excellence, and demonstrated ability to communicate and working with senior management and associates. Has an excellent interpersonal skill, able to communicate and collaborate effectively with co-workers at all levels.
MANUFACTURING AND ENGINEERING EXPERTISE
Authority on abrasive flow process in GE Aircraft Engines
Authority on ID/OD and continuous dress creep feed grinding process in GE Aircraft Engines
Authority on dry blast, micro dry blast process in GE Aircraft Engines
Expertise in de-burring engine hardware
Expertise in air cooling hole components; processing
Expertise in surface finishing technologies
Owned Machine Shop Business for three years: Design & Build Tools Dies, Fixtures
Excellent Strategist - Provide solutions that boost productivity and efficiency across the organization. Quickly identify problem areas and implement effective solutions to meet goals.
Exceptional organizational skills - Consistently recognized by colleagues for exceptional talents in needs analysis and problem resolution in fast-paced environments.
Strong sense of responsibility - Solid professional standards; excellent track record of dependability. Maintain focus on achieving results while implementing business solutions to meet a diversity of needs.
Administration and Management - Knowledgeable of business and management principles involved in strategic planning, resource allocation, leadership technique, and coordination of people and resources.
Process Engineer/Quality Control Manager
PLY Gem Building Materials, Dallas, Texas. Jan2017- Present
Manage quality Control department and responsible to to supervise eight quality control technicians and product quality . Monitor production quality issues and have implement corrective actions. Responsible for the development, implementation and documentation of the manufacturing process. Facilitates the manufacture of all products through continuous process improvement. Implements new processes to accommodate new part introduction or increased sales. Reduces material waste, improves quality, increases output and decreases downtime to improve profitability. Initiate, manage & participate in safety, quality, cost & process control improvement projects Identify and analyze manufacturing problems to control and improve manufacturing.
Senior Process Engineer
Arrow Fabricated Tubing, Garland, Texas August 2012 to Nov 2017
Responsible plant wide manufacturing processes such as Return bend ringing operation, bending, hole punching, end closing and brazing manifolds for HVAC industries. Processes included aluminum to aluminum, copper to aluminum and copper to copper tubing. Responsible for the auto and manual helium leak detection testing process for all Pfeiffer and Inficon leak detection equipment.
Lean Manufacturing Engineer
Ruskin Rooftop Systems. Carrollton, Texas September 2010 to August 2012
Responsible to all lean activities in plant to train and facilitate Kaizen events and monitor all cost reduction project. Follow cost reduction projects and implement lean methodology. Work with quality, safety, and Human resources department. Initiate cost reduction teams in the department to meet cost and quality. Improved assembly process implemented new processes for production line. Help to find root cause of quality issues and implement corrective actions goals.
Mfg Engineer/ Production Supervisor:
Welspun Pipes Inc. Little Rock, Arkansas January 2010 to August 2010
Supervising and directing 90 hourly production workers. Set daily production line up and prepare for daily production meeting. Assign jobs to four departments, keep attendance records work on daily production issues. Troubleshoot production equipment and help maintenance personal to fix problems. Interface with QC department and help to find root cause of quality issues and implement corrective actions. Follow cost reduction projects and implement lean methodology. Work with quality, safety, and Human resources department. Initiate cost reduction teams in the department to meet cost and quality goals.
Keith Products Inc. Addison, Texas December 2008-March 2009
Proficiently Designed assembly work cells with new layout using Auto-Cad to improve work flow.
Professionally worked with Quality Department to improve in process inspection.
Completed work instructions for complex assembly operation to reduce rework, scarp and improve quality.
Successfully created and implemented Work Instructions for assembly operations to reduce labor cost and implemented Lean methodology, KAN BAN and 5S on the manufacturing floor to produce HVAC system for Hawker air and Cessna aircraft corporate jets.
Kan Ban implementation improved plant productivity from 72% to 79%.
Lean Manufacturing Engineer:
Solo Cup Company Dallas, Texas June 2005-November 2008
Focused the organization and critical resources on highest priority initiatives based on bottom-line impact and financial targets.
Exposed the areas of opportunity where no current activity was underway, to target initiative development.
Supported tracking against financial plan trained all salaried employees on root cause analysis, problem solving, A3 project process, Kaizen events, 5Ss and all other lean manufacturing methodologies.
Responsible for implementing plant wide lean manufacturing Methodology to improve manufacturing process and reduce cost of disposable food service products and for providing training to all levels of work force in manufacturing production department Facilitate Kaizen, 5s, and continuous improvement projects to reduce scrap, improve cost, quality, machine efficiency (OEE), and machine uptime.
Planned and implemented audit system to monitor and sustain the gains achieved by lean manufacturing activities.
Cost reduction projects initiated and completed worth $ 2.5 million in 2007 and 1.2 Million in 2008.
Victor Equipment Company (A Thermadyne Holding Company) Denton, Texas August 2000-July 2004
Managed to move all High-Pressure Regulators and Cutting Torches Assembly line to Mexico Plant.
Opened new facility, designed plant for better Material flow (AutoCAD 2000), responsible for equipment layout and utilities, consolidated Abilene Manufacturing Plant to Denton Facility.
Effectively implemented Lean Manufacturing Technology to improve process, material flow and to save space to consolidate Abilene plant.
Managed all remodeling projects and electrical power requirement.
Initiated and wrote specifications for five Capital projects to purchase new production Equipment.
Introduced and conducted Lean Manufacturing Training for supervisors and engineers.
Significant contributor to $2.5 million Profit Team project in 2001.Completed many cost reduction projects in last three years.
Stanley Mechanics Tools (Mac Tools, Inc.) Sabina, OH/Dallas, TX April 1994-May 2000
Managed all manufacturing processes, ID/OD, Centerless and surface grinding of all sockets and wrenches including turning cell, milling and drilling, broaching, and assembly line for all types of sockets with estimated annual revenues of $80 million.
Worked 0n Fadell CNC milling center made edited the CNC program to improve cycle time.
Directed and supported production of 60 million consumer sockets and 20 million professional sockets on an annual basis; a $25 million, 250,000 sq ft production facility.
Developed and implemented Warm Forge/Hot Forge processes and tooling as well as labor standards for 40 various processional hand sockets, performed time study and work instructions.
Modified, changed and standardized the routing system.
Worked with Q.C. engineer to write corrective/preventive actions on deviated hardware and customer complaints, then executed action plan.
Supervision of Production Manufacturing Teams
Supported production lines, ran by 150 manufacturing staff including Manufacturing Engineer, Machine Operations and Supervisors, QC inspectors, Millwright, Engineers, Toolmakers, Lead and Set-up personnel.
Coordinated departmental needs with heads of 16 internal departments including Marketing, Finance, Purchasing, Heat Treat, Chrome Plating, Packaging and Shipping.
Managed budgets ranging to $650,000.
Participated in three multiple, concurrent manufacturing teams comprised of Product Engineer, Manager of Marketing, Shop Supervisor, Tool Engineer, Manufacturing Engineer, Production Planner, Equipment Engineer, and Buyer.
Manufacturing Reengineering/Significant Cost Savings
Implemented new metal cutting inserts and drill bit testing.
Evaluated and implemented machining of professional hand sockets which cut costs 20% and increased production capacity 13% due to longer tool life; $125,000 in annual savings.
Initiated redesign of professional Hex drivers to eliminate setscrew and Hex Bit holding pin which included assembling the project team.
New design Suggested and implemented (submitted for invention disclosure) that provided 25% more torque and pulls force, 30% longer cyclic life; saved $700,000 annually in labor, material, warranty, and inventory cost.
Rearranged sockets manufacturing plant into machining cells which reduced WIP 52% and increased productivity 19%.
Integration of Kaizen Teams
Initiated Kaizen teams to improve process flow and to reduce set-up, scrap and rework.
Implemented lean manufacturing concept of Kaizen in the impact socket department, resulting in a 75% reduction in lead time, 46% reduction in space, a 26% reduction in labor, change over reduced 80%, with a 15% increase in productivity
Advanced Manufacturing Engineer:
GE Aircraft Engines Cincinnati, Ohio April 1979-September 1993
Provided manufacturing engineering services to support the Airfoils, Rotating Parts, Structure, and Fan Blade, High Pressure Turbine Blades sections, employing 4000 staff and generating production volumes of $500 million annually.
Reported to the Manager of Manufacturing Technology, who oversaw a staff of 1200, an 8 million sq ft facility valued in excess of $1.2 billion.
EDUCATION and TRAININGS
B.S in Mechanical Engineering:
University in India-Patana School of Engineering Patana, Bihar 1984
A.S. Degree in Mechanical Engineering:
Cincinnati Technical College Cincinnati, Ohio 1977
Completed a wide range of Professional Training coursework through Stanley Mechanic Tools and GE including:
Training in Lean Manufacturing Techniques - Management and Planning
Project Management Training Design of Experiments Training MBF Training
Kaizen (Waste Reduction, Muda) In Production Line Problem Solving Training
Facilitator Training Process Development Process (PDP) Course
Statistical Process Control Course Quality Circle Leader Training
Value Process Engineering Total Quality Program
Value stream Mapping
Windows Microsoft Office, AUTO CAD
Tactics of Lean Innovation Training
Active participation in SME Blast Finishing
PATENTS AND HONORS
Submitted an Invention Disclosure on the AWAG process Opening of TBC Coated Holes GEAE
Managerial Award from Airfoils for a new process, developed to open up HPT Vane Trailing Edge Holes GEAE
Received three Engineering Achievement Awards GEAE. Processes seminar Discussion Group