Manager Management

ATTENTION: HUMAN RESOURCES

RE: Employment Opportunities

Dear Madam / Sir,

Try to imagine your operations running at maximum efficiency and minimum

waste. How ideal would it be to see your employees motivated to succeed by

working collaboratively as a cohesive unit? Furthermore, how ideal would

it be to have someone knowledgeable about the direct impact on the

Operation's P&L before implementing any decision - making processes? My

desire is to provide a clear vision and direction to your working team

through implementation of a plan of strategic action, surpassing company

performance targets. If you are interested in experiencing profitable

growth (high ROI) through innovation, then please read on...

I am confident that by virtue of my education, work experiences, and

interests, I would make a valuable contribution as an effective "Leader"

within your working team. As a leader with a hard work ethic, I am ready

and able to leverage my personality, diverse work experience, and skill-

sets where they matter most - improving efficiency and productivity while

maximizing profitability on your team.

I have completed an Masters Degree in Advanced Manufacturing system, also

Masters degree in marketing Management . My education has provided me with

a high level of proficiency in various analytical techniques and the

ability to diagnose and analyze managerial and operational problems,

develop and evaluate alternative solutions, and recommend and implement

plans of action. Furthermore, statistical and financial statement analysis

reinforces all problem - solving processes.

Currently working as a Operations Manager for Multinational company .I

provide leadership, coordination, and oversight for development and

production. I lead in the financial and budgetary management of all plant

activities, ensuring that operations are effective and efficient - I lead

and motivate employees to work together as a team.

Previously serving in the role of Plant Manager at Southwest United

industries in Canada, I assisted in production forecasting and analysis

to increase productivity and to minimize unit costs. Strong leadership,

communication, and organization ensured production team success and high

morale.

Having worked at GE industrial systems in Canada,I leveraged my analytical

skills to provide operations, market, and financial analysis on the

profitability of the company . Insight on key issues, analysis of actual

performance versus projections and financial reviews for new business

opportunities was key to my success.

With these attributes, I can assist your operations to grow. The next step

in realizing growth would be for us to further discuss my qualifications

and their potential fit. Leadership, analytics, and innovation are key to

realize profitability and growth - skills I possess. I look forward to any

future correspondence from you !

Sincerely,

Govi

EXECUTIVE SUMMARY:

An Operations and Management Specialist, I have been successful at building

high-performance teams and leading sophisticated operations and

manufacturing organizations with P&L responsibility up to $30 million . I

am a strategic visionary with a clear sense of purpose and urgency when

faced with diverse situational challenges during periods of both declining

productivity and rapid growth. I am skilled at establishing operational

excellence within culturally diverse environments through innovative

leadership, translating conceptual models into specific growth strategies,

and planning/executing multi-faceted business development campaigns

designed to improve market share, gross revenue and EBITDA. Key

qualifications include:

. P&L Management & Strategic Business Planning

. Financial Forecasting and Budgeting Analysis

. Capital Expenditure Analysis, Planning & Funding

. Supply Chain Management and Tracking

. Production Planning and Quality Assurance

. Lean Manufacturing /Six sigma

. Supplier Continuous Improvement Programs

. Inventory Planning, Control and Distribution

. Costing, Margin/Profit Improvement & ROI

Professional Experience

Operations Manager

Jan 2012 -Present

Temple Steel Company

Burlington,ON,Canada

Tempel is a leading manufacturer of precision magnetic steel laminations

for the automotive, motor, generator, transformer and lighting industries

.Successfully established Green field project as a State of the art

facility for lamination business for global supply chain with world class

quality .

Responsible for entire factory operations,including Manufacturing,Quality,Mfg Engineering,Tool engineering,Production planning and control,

Purchasing .

. Established a new plant layout aimed at cellular manufacturing and

low cost automation .

. Successful completion of Lean manufacturing projects to reduce

cycle time reduction by 20 %

. Handled extensive workshops on Value Stream mapping, TPM, 6S,Setup

time reduction,Pull System.

. Developed a system and improved OTD from 75 % to 90 %

. Reduced the Inventory from .83 days to 45 days .

. Executed daily tracking procedures for cost-of-poor quality, daily

production output and financial tracking for instrument costs

. Developed plans for managing /retaining talent inside organization and

for improving leadership strength.

. Directly responsible for overall profitability, increase productivity

and capacity utilisation of New Plant.

. Consistently achieved labour productivity improvement goal of 10% year

after year .

. Developed employee empowerment and pay for performance strategies,

solidifying front-line interaction and improving employee morale and

relations .

. Instrumental in achieving the ISO 14001 : 2004 &OHSAS 18001 : 2007

certificate .

. Championed million dollar cost savings through continuous improvement

of processes and lean initiatives enhancing corporate profitability.

. Improved employee utilization 14%, increased service levels 9.8%, and

reduced headcount 23 %by centralizing operations.

. Improved the OME of the critical machines from 30 % to 65 %.

. Performed annual budgeting,including new capital expenditures to

support future expansion operation

. Change Agent : .Transformed a struggling business unit by using KAIZEN

principles that slashed hourly costs by 20 %, boosted on-time

delivery from 53 to 98 %,increased productivity metrics from 43 to 97

% and reduced scrap $ 1.5 million to $ 30,000 - all within 2 years

. Improved employee knowledge of business operations and streamlined

product flow .

. P&L Responsibility: optimization of incoming material costs and

utilization improving COGS,reduction and optimization of

manufacturing overheads .Resource allocation,EBITDA improvement,capital and Revenue budgets.

. Leading the Steel sourcing team and developing and implementing steel

sourcing strategies, inventory management

. Lean transformation and sustenance- Strategy deployment, Breakthrough

improvements in setup times, cycle times, cell development,

Availability improvements, performance improvements, scrap reduction

and developing teams for managing Consecutive 3 year zero PPM award

from key automotive customers

. Tool Engineering- Establishing critical path engineering process to

enable quick, First time right tool developments, Tool manufacturing

localization and Tool supplier development for Large progressive tools

and notching tools.

. Manufacturing Engineering- Developing a team of engineering

professionals to identify high priority areas within the plant that

need low cost automation and manufacturing engineering to improve

productivity, right size operating staff, improve safety and

ergonomics

. Team Builder and coach : Boosted productivity 30 % in a union

operation by listening root causes,forming teams to troubleshoot

problems and fostering strong relationships among salaried and hourly

staff .

. Establishing effective IR policies and processes to ensure a motivated

operating workforce three consecutive years, performance jump from 55%

to sustained 90% levels

. Improved On time deliveries from 75% levels to sustained 95% levels

within 6 months of operation through effective demand planning

methods, capacity planning and supply planning processes

. Reduction in energy consumption- Electricity, production gases and

lubricants

. Quality and Customer Champion :Instituted a CAPA and quality control

process control ( QCPC )

that cut escapes to customers by 45 % in one year and reduced material

review board (MRB ) scrap by $ 1.2 million .

Plant Manager

Nov 2006-Jan

2012

Southwest United Industries,ON, Canada,

Manufacturing Aerospace components(Boeing,Bombardier, Lockheed Martin,Goodrich,Bell ) .

. Responsible for entire factory operations namely production,

production planning, manpower planning, ensure delivery schedules,

material & consumable planning, stores and logistics,, Quality,

Engineering, Procurement.

. Implemented Lean Mfg System, Improved Safety, Quality, Delivery.

. Implemented ERP Software Production Scheduling /MRP /Quality

Management Module

. Actively Participated in the Joint Health and Safety (JH&S) Meetings.

. Provided technical support to manufacturing engineers to

optimize production.

. Experience with Project Management,continuous improvement

and customer satisfaction .

. Significant Contributions in various cost reduction

projects .

. Drive Root Cause corrective action investigation to prevent defects

.Promoted quality achievement and performance improvement throughout

the Organization .

. Improved Productivity By Implementation of TPM .

. strong work experience and / knowledge in ISO 9000/AS 9100, NADCAP,

FMEA, Control Plan, QFD, DOE, Problem Solving Techniques (8D, 5-why,

Drills Deep), QC Tools, Poke-yoke, Kaizen, SPC, Metrology, MSA, GR&R,

Continuous Improvement, GD&T, Blue print, 5S, JIT, Six-Sigma, & Lean

Mfg.

Operations Leader

Dec 2005-Nov 2006

GE INDUSTRIAL SYSTEMS -General Electric Canada inc., Peterborough ON,Canada

Manufacturing Locomotive Motors .

Directed production, planning, inventory control, quality, maintenance, and

engineering functions.

. Production improvements; increased production efficiency from 65% to

85% within one year through good manufacturing practices and cell

manufacturing. Developed and maintained performance measurements for

key cost elements to ensure annual performance improvements.

. CNC MACHINE SHOP; Train personnel, extensive experience in set-up and

operation of CNC machines, providing day-to-day technical supervision

of all machinists. Preventive maintenance of the machines. involving

in the fixture designs.

. Operations management; pioneered streamlined processes and

standardized operating procedures. Reduced components and finished

goods inventory by 12%.

. Relationship management; maintained positive relations with union

leaders, employees, outside vendors and suppliers, executive

management, customers and industry colleagues.

. Revitalized customer service; by upgrading customer return

responsiveness from a 12 days to a consistent response time of 3 days.

. Safety management; led all safety programs as Health and Safety member

of the Safety Committee. Instrumental in achieving the Health and

Safety Excellence Award.

. Lean Manufacturing; implemented the Lean Mfg system to reduce the

Lead time, Improved the safety,Quality, Delivery .

Senior Manager -Operations

1994-2005

TI DIAMOND CHAIN LIMITED ., Hyderabad,India ( Automotive Industry )

Manufactures Automotive Drive chains, primarily to automotive industry .

. Increased unit production 35% through TPM Implementation.

. Achieved annual cost reductions in excess $30,000 per year.

. Implemented cellular manufacturing, reducing lead-time by 16%.

. Implemented TQM program which reduced defects per unit from 3% to

0.5%.

. Personally cultivated business relationship with several major

domestic and international OEM clients.

. Accomplished quality assurance TS 16949 Certification on initial

application.

. Implemented just-in-time material delivery and sequence part delivery

to reduce inventory.

. Implemented continuous improvements to manufacturing operations to

accommodate growth.

. Championed active use of ERP software for manufacturing enterprises,

integrating manufacturing into cross-departmental functions.

. Doubled inventory turnover from 12 to 24 by creating cellular

manufacturing.

. Transformed quality mind set from detection to prevention.

. Radically improved customer delivery times and product quality by

forging regular communications and better understanding between

marketing and production personnel.

. Created customer satisfaction initiative program to identify areas of

concern, implemented recommendations, significantly improved customer

satisfaction from 65% to 85%.

Asst Manager -Production

1990 - 1994

Ashok Leyland Limited, Uppal, Hyderabad, India ( Automotive Industry )

Manufactures Automobile Castings

. Revitalized production competencies by revamping plant layout, saving

$60,000 a year and driving 12% manpower reduction.

. New product development

. Material handling system developed for loading the components.

. Mistake-proofing mechanism implemented to prevent customer complaints.

. Implemented 5S System, Poke Yoke Program on the shop floor that

contributed to better output, improved work environment, and longer

life for the equipment.

. Enhancing technical systems & timely technological up gradation

activities, creating low cost and high productivity improvement

Education & Professional Development

M.S. (Advanced Manufacturing Systems) M.B.A. (Marketing)

Bachelor of Mechanical Engineering

Certificate Course in TOTAL Quality Management

Certification course in Six Sigma and Lean Manufacturing

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