Strategy & Operation Leader with fortune 50 listed company

Amir Raza

Cell # +1-519-***-****, Email: ****.*****@*****.*** Address: Milton Ontario, Canada

Synopsis

I have over 19+ years of experience with the global fortune 50 listed Multi National Organization like DuPont and ICI with a focus on Manufacturing HSE, Project Management, and organizational development. Areas of Specialization;

Business transformation, change management, leadership, and organizational strategy.

Process Safety Management & Risk Management

HSE strategy at the global level

Training & Coaching

Project Management

Plant Operation Management

Lean & KAIZAN manufacturing

P & L Management

Work Experience

Regional Leader Business, Project & HSE Management Emerging Market

E I DuPont April 2013 to June 2015

There were four folds to this position

1.Global HSE Audit program & Audit Team Leader. Carry out HSE audit globally at DuPont sites. Prepare annual audit plan and prepare the team.

2.Global Process Safety Leader Chemical Business. This was the global position looking after DuPont Process Safety & Risk Assessment activity.

3.HSE Management – Regional Leader

Lead DuPont’s Environment, Health & Safety and Sustainability program and establish new policies and procedures.

Manage and coach DuPont’s management to ensure compliance in all areas of EHS and Sustainability. Enhance/drive channel performance

Participate, facilitate and review all Root Cause Analysis done in accordance with the Incident Analysis Reporting process.

Define, monitor and manage critical KPI’s for eight manufacturing sites and 500+ people

Manage Safety Competency Leaders like PSM Leader, Employee Safety, Contractor Safety, and Electrical Safety

4.Sustainable Solution Business & Project Leader

oDrive, DuPont Sustainable Solution Business in Emerging Market.

oDevelop Solution Architecture for Client in the area of Safety, PSM and sustainability

oManage multiple projects of US$ 100million+ in managing at DuPont Client sites e.g. Oil & Gas, and Chemical base industries.

o Prepare project scope for assessing & implementing Process Safety, Employee safety & Mechanical Integrity at the DuPont Client sites

e. Manage a team of Engineering, MIQA, PSM consultants to make sure that the project delivered as per the scope and profitability maintained as per the DuPont bottom line

Global Strategy Leader for Operation & Supply Chain Excellence

E I DuPont October 2011 to August 2013

This was the global position. I was responsible to work with DuPont Global Leadership to.

Understand the market and develop the Road Map for emerging and develop markets.

Analyze the global marketplace, the OEM's, the competitors and customer buying behaviors to develop the growth strategies in terms of manufacturing capability & supply Chain for a sustainable growth

Restructure & streamline the Supply Chain to enhance the bottom line productivity.

Plant / Operation Manager

E I DuPont June 2004 to Oct 2011

This was the P&L position to manage the manufacturing site with a turnover of US$150million and with employee strength of 110.

Created the environment of employee engagement and trust.

Lead change initiatives project for the plant to better utilize the facility.

Lead fixed and variable cost reduction efforts

Drive efficiency improvement in cost control, inventory management, waste reduction, product quality, and complete and on-time delivery.

Drive customer-driven approach in the supply chain function to full fill both in & outside customer expectations and requirements, and achieve a competitive advantage.

Manage 20 direct reports and over 90 hourly employees. Oversee Manufacturing, Materials Management, Budgeting and Forecasting, HSE, and Quality Control to meet Divisional and Corporate strategic goals. Administer operating budget of approximately $20 million between the two facilities.

Made key contributions to the development of Continuous Improvement, Process Improvement and Safety Programs to meet aggressive, on-site process and operational needs. Improved Material Usage Efficiency, Service Levels, and Safety Measurements

Ensured global collaboration and participation in DuPont Integrated Operations initiatives as well as country and regional collaborations

Manager Technical Service and HSE

Akzo Nobel Corporation (formerly ICI – Imperial Chemical Ltd) December 1995 to June 2004

Responsibilities

Organization: ICI is now part of the Akzo Nobel Corporation

Responsibility:. Following are the different positions & levels I have worked at;

Manager Technical Services & HSE

Production & Process Safety Manager

Supply Chain & Engineering Manager

Planning & Project Engineer

General Dynamics Houston, TX June 1991 to July 1994

An Aerospace company based in Houston USA

I had joined as a management Trainee and served the company as a

Planning & Project Engineer

Design Engineer

Education & Certifications

Bachelor of Science in Electrical / Electronic Engineering

Six Sigma Green Belt

Skills

Manufacturing, P&L management Business Management, Project Management, Safety Management, Process Safety, People Management

Selected Achievements

Selected Achievement at DuPont & AKZO NOBEL (ex ICI) in

1.Operations & Production Management

a.Effective S&OP process with forecast accuracy >90%.

b.Efficiency improvements that captured 7% earnings increase within one year (from 12.5% to 25.5%).

c.Developed and implemented the supply chain & distribution procedure/process for Furnace & High Speed Diesel Oil from one end of the country to the other end.

d.Enhanced the Customer Satisfaction level to 95%

e.Increase the Customer Delivery Metrics from 89% to 98%

f.Improved production processes to achieve a 46 % increase in factory output within one year with no additional headcount; developed plan to generate additional 100% increase over a two-year period.

g.Reduced IDS (inventory Day sale) to <80 days

h.22% reduction in procurement cost.

i.Implementation of standardized plant materials management processes, including cycle counting and timely & accurate material transactions.

j.Implementation of standardized RIP (Raw and In-Progress) processes, including input-output models, slow moving inventory reduction, & inventory segmentation.

k.Identification & implementation of a FG (Finished Goods) model to maximize plant loading while minimizing inventory impact using Six Sigma & Lean methodology.

l.Championed Kaizen team-building, training, and projects; led teams investigating methods to achieve scrap reduction, yield improvement, and purchasing localization, triggering annual cost savings of US$5M and reducing finished goods inventory from 7 to 3 days.

2.HSE Management

a.Received the respected OSHA (Occupational Safety & Health Administration) certification

b.Reduce the LTA close to Zero

c.Out of eight, six sites have received DuPont Global Board of Directors’ Award for five years continuously.

d.Zero carryover of PHA/PSM audit findings

e.All the sites in the Global get the 2nd party Audit done on every two years basis.

f.Close all the audit finding. 89% closing

3.Leadership Management

a.Led dramatic improvements in employee working & dormitory conditions that slashed turnover rates from 100%+ to less than 20% annually, & reduced employment costs by 25%.

b.Developed strategy & plan for the integration of DuPont new acquisition. 100% completion within the project time.

c.Ensured seamless continuity of management at the end of tenure by identifying & training a successor.

d.Developed the road map for emerging market

e.Instituted successful turnaround strategies that transformed business from US$1.5M loss into US$5M profit.

4.Projects Management

a.One-time commissioning of one of the largest ICI Project (PTA/Polyester Plant) valued at US $690million. Received Chief Executive Special Award for the on time and within budget completion of projects.

b.Plant Expansion project values US$175M

5.Six Sigma & Lean Manufacturing Project

a.Reduced the finish product inventory IDS (inventory day sale) from >400 days to <90 days

b.Reduced the changeover time from 22hours to <8hours

c.Managed seven direct report Green-belts with oversight to insure the Lean Six Sigma Deployment at two of the manufacturing sites met all strategic goals. Developed project plans to support the overall divisional goals, including annual hard dollar savings of $1 million.

d.Directly led LSS Kaizen project to improve batch yield. Overall yield improved from 97.5% to 98.5%, with hard dollar savings of $600,000 annually.

International / Global Experience

USA / Canada, UK, Japan, Singapore, Pakistan, Belgium, Saudi Arabia,

Activities & Interest

Golf, Teaching, active member of IEEE, member of International Chemical Organization

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