Operations management professional with *5+ years of experience in Production Management and maintenance management of Manufacturing industries in highly reputed companies with commendable exposure to the business systems like ISO, Lean, Six Sigma, Continuous Improvement, 5S and OHSAS.
A result oriented lean transformation expert.
Strong strategic planner, problem solver and persuasive leader.
Experienced in working as a Head of the department of a cross functional team and demonstrated leadership of major projects in a team environment.
Extensive ERP knowledge in SAP and InforLN 10.4 with full cycle implementation experience.
Experienced in various manufacturing sectors like Petroleum Dispensers, Valves, Medical Equipment, fabrication and powder coating.
Petroleum dispensing units
Production management (Assembly, Machining, Fabrication, Injection molding and powder coating).
Formulating & implementing MFG Strategies for Shop Floor Management.
Service agreement negotiations
Kanban, VSM and SMT.
Program Management and Kaizens.
P & L Management and budgeting.
ERP implementation (SAP and Infor).
Operations cost reduction.
BE – Manufacturing Engineering, Anna University – CBE
Diploma – Mechanical Engineering, SRMV, CBE.
Wittur Elevator Components
Jul’2017 to Till date
Manager – Production and Maintenance
Heading Production and Maintenance department of a German elevator components manufacturing group.
Builds technical capability in manufacturing
Designs and implements Lean processes and systems to enhance operational efficiency
Keeps abreast with relevant manufacturing technology and upgrades operations
Supports Supply chain team to improve supplier capabilities
Develop and facilitate implementation of Lean Conversion Roadmap
Conduct various Kaizen events and follows up on actions to improve the Factory Operations.
Develop Welding, Fabrication and powder painting Capability for new product.
Support Sourcing Team to improve Supplier Technical Capabilities.
Develop and implement Capital Budgets for Business as Usual and Special Projects.
Promote safety through active participation and support of company policies and procedures, in addition to initiating corrective action for recognized unsafe conditions or hazards.
Increased capacity of the plant from 210 units/day to 410 units/day (66%) in the Elevator door without additional capital. Continuous two years won Global Award for best productivity improvement.
Reduced the direct labor cost from 2.8 % to 1.4% by implementing visual manufacturing system and basic daily management technique in all manufacturing area.
Implemented in-house Powder coating, which reduced the cost of 35% and the lead time of 2 days.
Implemented Self-Managed Team in India Operations which drives cultural change at the shop floor level.
Reduced MTTR 310mins to 51 mins by implementing critical spare management system and strengthening the PM.
Implementation of 5S, Single piece flow.
Layout Management with better flow, easy access to the materials & Inventory level management with stocking verification process.
Developed 4 new product on a single year.
Implemented new ERP system without affecting the business.
Won the global level best supplier award from customer.
Danaher Corp., – Gilbarco Veeder Root (US MNC): (Sep 2007- Sep 2012) & (Feb 2012 -Jul 2017)
Manager - Production (Fuel Dispenser Manufacturing) Coimbatore, India
Gilbarco Veeder-Root is part of Fortive Corpn, a Fortune 500 company. Started my career here as line leader and having proved myself, grew up to Manager. Responsibility of Safety, Quality, and Productivity.
Increased the Meter line capacity by 29% which resulted the revenue improvement in that particular line by $1.6 million without additional capital expenditure.
Increased capacity from 30 units/day to 120 units/day in the Fuel Dispenser factory while utilizing 1/4 of the space allowing for manufacturing other products without additional capital expenditure through a focused “100 Mins in 100 days” strategic plan.
Conceptualized & implemented KIT CART for assemblies which increased the assembly flow and flexibility for multi-product in a single line.
Implemented production KANBAN for sub-assemblies in Supermarket - Improved main line productivity by 20% & reduced main line stoppages for sub-assembly shortages by 100%.
Improved First Pass Yield from 2% in 2011 to 94% in 2014
Developed the New production line in 6weeks in the space freed up because of improvements
Nypro – Nypro forbes india (US MNC): Sep 2012-Feb 2014
Sr.Engineer - Production & Lean Six Sigma (40 crores, Medical and Injection mold) Hosur, India
Managed the Manufacturing and planning departments of medical devices. Also led the enterprise wide Lean transformation with significant results.
Streamlined the production to increase the capacity of the DPI line from 1300 units/day to 2200 units/day with 10% less man-hours
Achieved Zero customer complaint from February 2013 (highest customer complaint received area in 2011 and 2012).
20% increase in throughput, and reduced scrap (from 34% to 7.55%).
Improved inventory accuracy (93% accuracy) by continuously addressing the reasons for variance.
Improved the cycle time in 14 molds through lean concept.
Man power reduction in 3 molds through Low cost automation.
Implemented Lean Basics (5S, Standard work, SMED, VM, DM)
Sri Ranganather valves Feb 2006-Aug 2007
Trainee - Production (Valve manufacturing) Coimbatore, India
Worked in the valve machining plant. The work profile was to meet the daily production plan with the right quality.
Lean Six sigma Green belt Certified by KPMG
ISO9001:2015 internal auditor certified by Lloyd’s
OHSAS 18001:2007 Lead auditor certified by LRQA