Management Continuous Improvement

Pannagesh Vaidya

* ****** **** **, *******, ON, L6B 0P4

Ph.: 647-***-****, Email: ********@*****.***

Executive Profile:

Committed to cost-effective management of resources and quality performance. Management Consulting Professional with varied consulting experience for different industries. Engagement experience includes Operational Excellence, Operational strategy planning; Strategy development and implementation; vendor development; quality systems, customer loyalty / satisfaction measurement. Hands-on experience in business case creation (cost/benefit analysis), operations strategy formulation as well as transformation road-map development; performance management system; strategy development and implementation.

Experience Summary:

Over 35 years of experience in Industrial Engineering, Production Engineering areas including but not limited to Manufacturing, Textile, Continuous Process and Plastic industries.

Core Competence:

Handled all functions related to cost reduction and Contract negotiation

Managed Production, Operations Management Strategy, Project planning & Execution

Time and Resource management

Human Resources,Staff Development, Negotiation with unions

Mentored and coached employees to increase in productivity

Vendor development,negotiations rate & relationship management

Education:

Master of Engineering (M. Eng) –Production (Mechanical)

Membership:

Institution of Engineers (I.I.E)

Charter Engineer

Institution of Industrial Engineer (I.I.I.E)

Professional Experience:

Company Name: (Hindustan Dorr Oliver (HDO), Sriram Multitech (SRM),

Designation: Management Consultant (Jan 09 – Dec 13)

Reporting: President

Key Accountabilities:

Cost reduction

Manpower assessment and Restructuring

Method improvement and simplification

Productivity improvement and Implementation of suggestion made by me

Achievements:

HDO - Productivity increase by 12%, reduction of material wastage from 5.1% to 1.6%

SRM - Organizational Restructuring and Change, as per their technical knowledge and usability and work functioning

Bluplast – Formation of Incentive scheme and implementation, resulting increase productivity by 22%

Company Name: Alidhra Group

Designation: Management Executive (April 07 – Jan 2009)

Reporting: To Board of Directors and Managing Director

Key Accountabilities:

Project management: Accountable to ensure that we achieve right qualitative production at schedule time. Enhancement and delivery of product(s) by adapting methodology of production management. Assessment of work flow.

Develops and implements supply chain plans that may affect the production, distribution, and inventory of finished products in order to enhance product

Continuous improvement. Provide work performance appraisal on all staff members with a mind to continuous development.

Managed project deadlines and communication thus deviations if any

1.Worked closely with different units located at different location.

2.Worked closely with Production, Quality control to achieve Quality production, Purchase, Sales and marketing.

3.Recruitment of different position.

4.Inventory control ang Logistics.

Achievements:

Increased productivity by 24% by changing plan layout

Managed and implemented store layout in line with industry best practices by getting technology

Achieved customer (internal and external) confidence by implementing by giving qualitative machines and reduce waiting delivery period from 3 months to 15 days.

Received recognizations from various lines of business and executive management.

Provided excellent customer and internal support resulting in higher profits and repeat business.

Company Name: Sintex Industries

Designation: Management Consultant (April 03 – April 07)

Reporting: President

Key Accountabilities:

Cost reduction

Manpower assessment and Restructuring

Method improvement and simplification

Reported on Production controls and processes

Achievements:

Saved approximately $ 10 million/year by Reducing Manpower, Change Management, Material change, Process change, Atomization, Line balancing with optimum Manpower utilization.

Net increase in productivity by 20%

Company Name: Trumac Industries

Designation: Manager Industrial Engineering (Aug 99 – April 03)

Reporting: President

Key Accountabilities:

Method improvement- through translating technical specifications from parent company Truetzler-Germany

Provided cost estimates by carrying out cost analysis

Managed product management team of more than 9 people

Derived and established standard time for each process

Implementation of ISO 9000 ( Management representative)

Achievements:

Eliminated the non value added activities resulting reduction of cost by 8%

Department wise efficiency increased by 12%

Product cycle time reduce from 4% to 75%

Reduced outside job work/ subcontracting work and started manufacturing in house, resulted in saving of $20 million

Company Name: APS Star industries Ltd.

Designation: General Manager (Aug 91 – Aug 99)

Reporting: President

Key Accountabilities:

Implementation of ISO 9000

Managed a team of 4 managers, 15 engineers and 8 assistant for achieving production target

Production planning and control

Negotiation with unions for their wages

Technical training to staff and workman

Product costing

Estimation of cycle time / operation time

Achievements:

Timely delivery of product to customers by implementing project management techniques

Rejection ratio reduce from 5.1 to 2.5 %

Productivity increase by 11%

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