Quality Engineer

SHYAM KRISHNA 316-***-****

**** * ********** ** *******, KS 67226 *********@*****.***

ENGINEERING EXECUTIVE VALUE STREAM/LEAN/PLANT/QUALITY MANAGER. PROCESS DEVELOPMENT

OBJECTIVE:

Accomplished, detail-driven and talented business technology leader with 8 years’ of experience and proven ability to successfully

design, direct and support engineering projects.

PROFILE SUMMARY:

• Eight years of Lean/Operational Excellence experience in a manufacturing environment. Six years of Continuous

Improvement experience at National Plastics Color, Inc (Plastic Extrusion).and two years of Research Engineering

experience at Wichita State University, Wichita, Kansas.

• Successfully planned and executed Lean/Continuous Improvement Programs across a business unit of over 62 people and

acted as Site Primary Problem Solver with over 100 people, improving overall productivity by 22%, increasing employee

engagement by 25% and increasing EBIT for Business Unit by 10%.

• Investigated valuation differences between predicted P&L and risk management system reported weekly to CEO.

• Successfully carried out more than 18 Lean Six Sigma projects across all functions.

• Hold a Master’s Degree in Industrial Engineering and a Bachelor’s degree in Mechanical Engineering.

• Hold’s Green Card: Permanent resident in USA.

EDUCATION:

M.S in Industrial Engineering Wichita State University, KS GPA 3.6 Aug 2007

B. S in Mechanical Engineering Cochin University of Science and Technology, India GPA 3.7 July 2004

CERTIFICATIONS:

• Six Sigma Green Belt, Certified by the American Society for Quality Engineers (ASQ).

• DOT 49 CFR 172.704, Certified by the Fort Hays State University and ISI environment Services

PROFESSIONAL EXPERIENCE

GENERAL/OPERATIONS MANAGER – National Plastics Color Recycling, Inc., Goddard, KS-67052 01/2012 – PRESENT

Accountability for P&L management for all departments responsible for complete fulfillment of customer orders, including:

Production, Engineering, Quality, Planning and Scheduling, Purchasing, Warehousing, and Customer Service.

Developed 5 Year Strategic Transformation Plan for Engineering, Quality, EHS, Operations, Service center and Logistics

department laying the roadmap to become a World Class Manufacturing focusing on Safety, Quality, Cost, Productivity and

Human Development.

Created robust engineering plans to change plant flow and process efficiency.

Planned and built the Quality Assurance department and demonstrated true cost of quality.

Championed reengineering effort to transform entire plant from traditional batch-and-queue to lean methodology.

Redesigned Production layout based on DFSS for strand cut extruders increasing flow and reducing distance traveled by

employee and product.

Communicated need for change by listening to employee's concerns and gaining their commitment.

Reduced inventory, WIP by 38% through pull production implementation and reduced operating expenses using Total

Preventive Maintenance and improvements in 5S.

Developed ideas to compress production line work space which significantly reduced ergonomic loads.

Transform traditional production plant into lean focused factory. Integrated: assembly, test, quality, engineering, and planning,

reduced variable manufacturing costs by 13%.

Established Global Strategy release criteria to effectively manage multiple company projects

Designed and set up application monitoring systems to proactively alert proper staff of production problems

Improved the organizational capability by training/mentoring all employees and reducing non-value added work/ task by 28% in

6 months.

Performed a Make vs. Buy analysis on an existing product line resulting in the product line being brought in house providing

greater manufacturing flexibility and $156,000 in savings/year.

Lead implementation of TPM for 11 extruders in the plant, resulting in down time reduction of 35%.

References available upon request

Transformed the production methodology from a push system to a pull system utilizing cellular manufacturing and implemented

Kanban inventory systems with suppliers and customers resulting in

92% productivity rating, up from 78%.

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74% throughput increase while maintaining staff levels.

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13% reduction in overtime.

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1.8% hourly absenteeism rate, down from 4.4% two years ago and 2.8% one year ago.

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10% increase in manufacturing floor space by improving value stream.

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24% increase in margins, from 10% to 34%.

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Improved aesthetics, safety and productivity.

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COLOR AND PLASTICS DEVELOPMENT ENGINEER – (Liquid Color/Paint/IT) National Plastics Color, Inc, Valley Center, KS

10/2009 – 12/2011

Facilitated quality circle teams to eliminate variation and strive for zero defects. This resulted in a dramatic improvement in

internal customer and end-user satisfaction assembly lines "increased previous yield from 90% to 96%.

Reduced indirect labor costs by 18%, by improving quality during machine startups increased productivity by 22% by reducing

the number of machine purges required. Achieved production quality targets (99.9%) first time quality through improvements to

standardized work, standard operating procedures and urgent reactions to quality targets, quality metrics/ indicators.

Designed and built flexible work zones to accommodate wide variety of takt times, incorporated quality-at-the-source test

methods and poka-yoke devices, resulting in smooth design transfer and rapid production ramp-up.

Lead internal Problem Solving Kaizen event reducing resin wastage issues saving 3.5 hours in cycle time and over $0.08/lbs

savings for a plant which produces 30,000,000 lbs annually.

Championed customer focused quality initiatives to ensure end-user approval.

Installed and automated six production lines with limited resources’ and minimal installation costs.

Reduced project lifecycle by 35% by improving development process.

Rebuild extrusion lines and trouble shot programs to attain optimum production capabilities

Lead internal Scrap Reduction program reducing over 30% saving and over $46,000 in scrap handling cost and reducing

nonconformance by 40%

Facilitated the design of cascading communication, governance and KPI’s development, maintenance and alignment across

the business unit.

Reduced production cost by installing energy efficient equipment and power factor correction.

Worked with the city in cutting down costs on water usage by installing automatic controls for water treatment

Overall system and Network Administration, Hardware & software trouble shooting for the two plants in North America.

Manage and administrate Hardware and Network related problems around hundred Users.

Managed Complex $100,000 Virtualization system implementation which improved the performance by 80%.

Boosted morale and reduced turnover 75% by improving communications between contractors and permanent team.

Changes included regular meetings and creation of new workflows.

PROCESS DEVELOPMENT ENGINEER – National Plastics Color, Inc., Valley Center, KS-67147 12/2007– 10/2009

100% on-time delivery reliability in 9 months, up from 0% the prior 15 months.

Created Value Stream Maps (VSM) for resin flow and usage across the facility.

Coordinated and restructured the maintenance team to utilize effectively reducing downtime on machinery by implementing

predictive maintenance techniques.

Pioneered in complexity management, Value Engineering and Analysis (VAVE)

Eliminated non-valued activities to improve utilization, reduce work in process inventory and queue length

Installed new computerized weighing system which can batch colors for production automatically, that reduced WIP by 18%

Improved process flow and material handling systems to reduce lead time of components.

Developed master production schedules using access database scripting applying forecasting, capacity management and

scheduling techniques.

Responsible for Statistical Quality Control, Standard Operating Procedures (SOP).

5S program effectively instituted, dramatically improving shop floor aesthetics.

RESEARCH ENGINEER – Wichita State University, Bombardier Lear Jet, Wichita, KS 08/2005 – 11/2007

Constructed Advanced Virtual Reality (VR) models of aircraft assembly to train and certify workers.

Carried out prototype and pilot studies to justify cost savings in terms of training expenses by using VR

References available upon request

Showed efficiency improvement over 25% in using VR.

Applied lean techniques for interior process for Lear jet model 40 45.

Improved the process by implementing standard work and documenting the same.

Reduced cycle time by 6.2% by providing as-is Value Stream Map (VSM).

References available upon request

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