Sunil Parikh It’s not the View
**** ********** ***** **** ** 44011 It’s the Vision
Dynamic Leader, Operations & Business Management from Product Design and Engineering Executive
Successful and dependable dynamic executive, creative thinker, challenging problem solver & leader in addressing tough challenges of business, management and engineering, Handling complex multiple projects within budget & time, a team builder among smart- dedicated professionals & skilled workers; motivated to excelling the company and the corporate community.
Strategic, Creative & Innovative Thinking with Business Know-how
Managing, Directing, Team Building, Coaching and Mentoring through oral & written communications.
Analytical and Problem Solving with Technical & Quality in-depth Knowledge
Managing New Product Lines, Products, Projects, Process, Programs, Planning & Implementing;
Global Vendor Development and Contracting, Supply Chain Management:
Customer Focus, Lean and Six Sigma Implementation, Change Management & Continuous Improvements.
Total Participation, Risk Management & Networking with P&L, EBITAD
Independent Consultant -Sr. Product Manager, Aug. 2017 -- Present
for Ethicon Endo Surgery, Inc. – Johnson and Johnson company (https://www.ethicon.com/na/)
Managing medical devices New Product Development from Cradle to grave, in the sense from concept to design, development, internal components engineering, prototype, market testing and upgrade, part procurements from vendor and develop the equipment to manufacture, with verification, validation, IQ, PQ and OQ. Through life cycle of the product implementing lean manufacturing, six sigma and CI for the equipments.
Plant Operations Manager, Detroit Chassis Llc. (www.detroitchassis.com/) July 2016-July 2017
Managing all the facet of Tier1 supplier to Ford in Avon OH assembly plant including business management, production & scheduling, people, engineering, quality assurance & continuous improvement, MP&L (Materials management & logistics), product development & process controls and managing safety, environment, health (EHS). Managing all the projects, program and lean installation activities for Avon OH plant manufacturing Tire, Wheel and Drive Axle assemblies with P&L, EBITAD. Hiring, mentoring and training the UAW union personnel. Reducing scrap, down time, over time & increasing productivity, efficiency, OEE & FTT generating profit in short period of time.
Plant Engineering Manager, Armored auto group (www.spectrumbrands.com) Dec. 2014-Jun 2016
Managed all engineering & quality assurance department including product development & process improvements- electrical, PLC, Vision systems, strategic quality VSM and managed safety department (EHS). Managed all the projects, program and lean installation activities for Painesville OH plant for $500 million company manufacturing molding bottles & packaging Armorall, STP & A/c Pro brand products. Company has been sold & acquired by Spectrum Brands Company now plant is moving to Dayton OH.
Sr. Manufacturing Engineer, Beckett Air, Inc (www.beckettair.com) Oct 2011-Nov 2014
Responsible for all engineering management of $25 million, 140 people, non unionized company, manufacturing electro-mechanical assembly of blower wheels, blower housing & fans including motors & controls. In about 6 months of time envisage, bought, installed, full product design & production- 110 T press, coil feed line and streamlined assembly processes for profitability. Training & mentoring, production, maintenance, toolroom and setup personnel towards continuous improvement for establishing lean to reduce cost for various projects. Installed SCM with new & reliable quality vendors & MRO suppliers for optimized cost including energy management.
Independent Consultant- Management & Engineering (http://4asapinc.com) Sept 2009 – Sept 2011
Cost reduction for Medical Device life cycle and risk management, by product and process verification & validation, CNC machining company reducing the waste as part of Lean & Six Sigma for light & heavy material handling, developed creative & innovative molded product line for medical device to be a market leader with FDA regulations.
Designing, testing through installation and in production, of the complete robotic cell systems for beer plant & aluminum extrusion plant in short period of 6 months each, under $ 750K each with ROI of just 8 months.
Casting & forging company, streamlined, bringing in-house CNC machining, implementing ERP system, improved JIT, kaizen, Kanban, productivity, OEE by training, mentoring & transforming owner operated to a professionally managed company within 20 months with 12% increased profitability & 8% increase in sales during the recessions.
Director of Operations, Ohio Gratings, Inc. (http://www.ohogratings.com) April 2008 –Aug 2009
Directing, Managing, Mentoring, Installing Lean & Six sigma, Hiring & Steering the complete operations of 270 people, $60 million, leader in grating manufacturing company with 10 direct reports including 4 production, maintenance, logistics, tooling managers, project & industrial engineers and administration staff. Managed and built a great team among production planning & control, purchasing through sales, customer support and outside service vendor development.
While maintaining the core values of the company achieved a record business of $60 million in ‘08, a 25% increase from ‘07, even in down turn economy with grand profit sharing.
Also prepared the budget & PL for 09 business strategies, reduced consumables cost by 0.25 million by vendor partnership.
Created the awareness of Lean and Change Management up to sustainable implementation of 5S, TPM gamba walk, heijunka, hoshin kari, jidoka & 8 wastes reduction implementing best practices for WCM.
Culture of Best Practices in place, in short tenure of 14 months usually takes 3 to7 years for this size of the company.
Training the personnel in the field of metal flow, heat transfer, quality systems like SPC and RCA reduced the customer complains by 30% & improved customer confidence, resulted in increased business.
Strategically planned to control the destiny, laid out the plans from scratch, and installed the heavy-duty coil slitting line with $650K to be productive in less than 18 weeks.
Sr. Engineering Manager / VP Mfg. & Sales, WMI, Inc. Frankfort, KY (http://www.wmii.com) Jul 2003 – Mar 2008
Managing total plant & all departments with managers, engineers & production personnel plus 96 shop floor personnel in two shifts & performing all the management, EHS & engineering functions including, budgeting, P&L, EBITA, business & plant developments, 5S, Lean manufacturing, Six Sigma principals, manage engineers & for the Tire 1 & Tire 2, QS 9000 & TS 16949 metal stamping & tooling company, one of the major suppliers to Honda, GM, Toyota Ford & Chrysler.
Added 5 new accounts, cost improved by 12% with 99% JIT, and 8% addition to EBITAD & improved P&L.
Managed quality department, including, APQP, PPAP, CAR, PPM, CI, and was management auditor. Also brought TS 16949 certification to the plant from ISO. Training and mentoring the personnel & Applying Continuous Improvement, Lean Manufacturing & Six Sigma principals for cost reduction & productivity improvements.
Project Automation Manager, Midland Steel Products Company (http://www.mspco.com) Oct. 2001-Jun. 2003
As an automation and project manager, leader & one of the team members of the upper management of $100 million, unionized tire one, QS 9000, heavy truck (class 8, 7 & 6) and bus, International, Mack, Navistar, Peterbuilt, Volvo, Paccar, Kenworth, Caterpillar’s chassis manufacturing only company in North America, & metal stamping company for automotives, in my short tenure of 20 months, successfully completed few major QDC, automation and heat treat projects along with minor projects, trouble shooting & improvements of the existing progressive tools, projection welding, assembly and inspection machines.
Project Engineer, /Project Manager, Elyria Foundry, (http://www.elyriafoundry.com/) June 1995-Oct. 2001
In the middle management position of a $40 million, jobbing ISO 9000, 90 years old second largest in the world, non-union foundry manufacturing gray & ductile iron castings from 50 lbs. to 50 Ton. Starting as a team member, shortly reaching to the team leader, conceiving various new projects from improving product design, the tooling to creating the totally new semi automatic production plant making a successful productive & profitable facility.
Working closely with suppliers, vendors, purchasing and our own maintenance departments of 31 people for completing the numerous projects ranging from thousands to couple of millions of dollars. Implemented Preventive & Predictive CMMS
Sand being one of the major inputs in the foundry industry, Reclamation & reuse of the same by buying the used equipments, Rebuilding & installing within the budget & time schedule in as low as $ 85,000 (Normally the project would have been $ 500,000), successfully saved $ 600,000 yearly. Develop & implement Kanban warehousing & logistics system.
Founder, President and CEO, Sarjan Engineers and Designers, India. Sep 1986-May 1995
A company involved in Industrial Designing and Manufacturing activities.
Consultation in the field of Product Design from aesthetic, ergonomics and functional aspects. Design & manufactured Medical Devices, & Special requirement for platelet storage, hospital equipments for state governed & private hospitals.
Manufacturing fiberglass turbine fan blades manually laying & molding operations with special tooling first one in Gujarat
Design TV sets & enclosures for Telecommunication Industry and other electromechanical sub-assemblies. Manufactured all thermoplastics & thermosetting injection, blow molded & extruded parts. Designed, Manufactured & installed the Pressure Vessels, Stirrers, Heat Exchangers, Piping and complete systems as per process needs for Chemical, Pharmaceutical and fertilizer industries. Packaging Design bottles, caps and closures, POS displays, considering safety, transportation, consumer attraction & attentions
Ventured in the business $ 800,000 investment carrying no self-Finance but convincing the Indian Federal & Gujarat State Government for loan & grants that paid up within first 4 years (Instead of 7 years) & achieving targeted goal of 4 times the sell in the 6th year and economically developed the community. The only manufacturer & market leader for some of the very intricate import substitute metal & plastic parts for electronics and automotive industries in India.
Industrial Designer and Design Manager Associated Electronics Research Foundation, New Delhi, India. 1984-1986
A Research and Design Department of one of the largest consumer electronics firm manufacturing Televisions, Washing Machines, Room Coolers and Home Appliances under Dyanora-National and Salora-National, brand names in collaboration with Matsushita Electronics, Japan. Design & Development of different Television models, Long Distance Telephone Calls Metering Systems, packaging, internal components, Printed Circuit Boards (PCB) and graphics for products & packaging.
Drafting & developing engineering drawings & documents and setting standards for production & quality assurance.
Vendor Development & Developing ancillary units for regular components supply.
UL approval for home electronics appliances.
MS [Industrial. Design], BS [Mechanical. Engineering]
MBA [Marketing & Finance], Lean-Six Sigma Champion [Master Black Belt Equivalent]