Bhavesh K. Shah

+1-815-***-****, +31-639******

Doylestown, PA adbt9p@r.postjobfree.com

PROFESSIONAL SUMMARY

Assertive, innovative Supply Chain Manager, Program Manager, Continuous Improvement Project Leader and Manufacturing Supervisor with 19+ years success driving global optimization initiatives and enterprise-wide reengineering projects to achieve operational excellence/profitability for Johnson Controls and Caterpillar Inc. Forward-thinker and “go to” strategist, continually producing inventive ideas in logistics, manufacturing, supply chain, assembly, quality control and safety. Broad strengths in strategic & tactical planning, business process reengineering, teambuilding, problem resolution, change management and client relations. Knowledgeable in Six Sigma, lean manufacturing, ISO-9000, Kaizen, ERP and process standardization/cost reduction methods. Continually recognized and promoted for exemplary quality and dedication, going well beyond job scope. Hold MS in Industrial Engineering and Management and a BE in Production Engineering.

Versatile leader with “big picture” vision and a keen ability to stay on top of all the details. Consistent success in developing/modifying systems and processes to streamline operations, drive growth, motivate/energize staff and enhance profit performance.

Focused problem solver, devising solutions that fully support the bottom line and long-range goals. Catalyst for continuous improvement who readily adapts to evolving business and technology challenges.

Natural leadership style, inspiring confidence and integrating “best practices” with staff talents to create a high-energy and loyal workforce with maximized synergy.

KEY COMPETENCIES

International Implementations Project Management (YCA / PMA)

Lean Manufacturing Implementation ERP, MRP, WMS

M&A/Divestiture Cost Reduction Methods

Process Standardization Lean Six Sigma Green Belt (DMEDI/DMAIC)

ISO-9000/QS-9000/MQ/Class A KAIZEN/RIW/5S/VSM/CI

Automated Matl Handling System (IQ/OQ/PQ) Supply Chain Modeling, TCO

APQP/ FMEA/ PPAP/ NPI Make/Buy Study, Budget

PROFESSIONAL EXPERIENCE

JOHNSON CONTROLS INC (TYCO INC), Enschede, Netherlands 07/2018 – Present

Continuous Improvement Program Manager 1+ years 10 months

Logistics and Distribution division employs over 2,000 and supports JCI’s distributors as well as end customers

Promoted to lead JCMS continuous improvement system deployment, conduct training and promote best business practices across global operation. Conduct network foot print analysis. Develop business case for consolidation, sourcing or expansion

Key Project Accomplishments:

CI System Deployment and Initiatives: As a business partner led teams at different locations across Europe. Coach and train on key principles of lean methodology as well as CI culture to sustain improvements over years. Led the team that won Chairman’s Merit Award. One of the highest acknowledgement of achievements. Implement CI project to conduct freight rate shopping using software ProShip. Resulting in €700K savings per year.

JOHNSON CONTROLS INC (TYCO INC), Lansdale, PA 11/2014 – 06/2018

SR SUPPLY CHAIN MANAGER 4 years 10 months

Fire Suppression Products division employs over 10,000 and leader in fire protection and security industry

Changed industry to broaden experience and have exposure to highly regulated product requirements. As company evolving from holding company to strategic company, lead collaborative efforts for future foot print and supply chain optimization. Led critical Foot Print Consolidation as well as Supply Chain Optimization efforts in China, Europe, Middle East and US.

Key Project Accomplishments:

Supply Chain Optimization: Led collaboration across crossfunctional team to standardize and optimize supply chain for various products. Team size varied from 6 members to 22 members. Followed Total Cost of Ownership model in SC to show need for investment in new site/equipment vs strategic placement of inventory in various regions. Analysis included End to End (E2E) demand and supply analysis, Make/Buy considerations, options compared on strategy, timeline, cost and risk assessment. Various VA/VE projects. Savings ranged from 300K to 1.2M in annual operating cost. Sites involved were in US, EME and Asia (China). Led multi-function team to upgrade China Certification Center for Fire (CCCF) & Tianjin Fire Research Institute (TFRI) certification for pressurized fire suppression product systems. 2yr effort to setup complex supply chain between US and China. Collaborate with local advisor, engineering team in US and operations in China to successfully pass documentation and testing requirements.

Foot Print Reduction: Led multiple manufacturing and distribution foot print analysis and consolidation projects across US and Europe. Conducted SC as well as P&L analysis to develop business case. Implemented consolidation efforts. Project duration were 12mo to 18mo. Savings ranged from 1M to 1.5M. Closure of Mansfield, TX facility and relocating manufacturing to Marinette, WI as well as Port Arthur, TX.

CATERPILLAR LOGISTICS SERVICE, LLC, Downers Grove & Morton, IL 06/2008 – 11/2014

IMPLEMENTATION PROGRAM MANAGER 6 years 5 months

Logistics Division employs staff of 12,000 and maintains a global presence to support vehicle assembly plants & dealers.

Promoted to Logistics Division to preside over business-critical projects and act as strategic thinker in planning future developments. In the last 2 years, have led 3rd party logistics efforts for companies such as Manitowoc, Baker Hughes in UAE, Mazda and AutoZone in Brazil.

Key Project Accomplishments:

M&A and Divestiture Project: Supplied leadership and oversight of 42 cross-functional team members preparing the 3rd party logistics business to stand up independently and be sold. Utilized background in change management, disciplined preparation and communication to guarantee project advanced smoothly, divesting processes/systems from parent firm. Enabled sale of company at high value in 15 months.

New Warehouse Implementation Projects:

Ocean Freight Consolidation-Deconsolidation Center: Led team comprised of IT system administrators, the Ocean Transportation Group, DHL, CEVA and other freight forwarders to set up this key client center, projected to realize $4.5MM savings in supply chain network optimization due to consolidation of ocean containers and a reduction in the overall # of containers. Stepped up to complete operation on time, despite challenges of creating a system where none had existed and ensuring the client’s global location requirements were supported.

Husky Injection Molding (New operation start-up): Rose to challenge of establishing, transferring inventory and starting operation of a 55,000 sq. ft. facility with 1,100 IB and 2,600 OB lines per day in a 4-month timeline. Produced outstanding results, completing the project a month ahead of schedule, by executing a disciplined plan and empowering team members to put their best effort forward.

AutoZone in Brazil (New client operation start-up): AutoZone was opening stores in Brazil and selected Caterpillar Logistics to provide a warehousing and supply chain solution that would support a replenishment of stores inventory. Managed global team and overcame time differences/language barriers to implement on time, supporting the 1st store opening.

Mazda Motors: Set up and transferred material for this existing client to a new 375,000 sq.ft facility. Completed project 2 months earlier than original timeline and 6% under budget. Ensured a nearly perfect move by developing a strategic “ramp down/ramp up” plan and constantly communicating.

CVG to CAO Cab Transition: Headed diverse team of product engineers, purchasing, logistics and operations on project to change a large loader cab assembly operation from one supplier to another. Produced 7% cost reduction (NPC) in labor rate, process improvement and transportation.

Core and Common Warehouse Processes:

Developed a material flow Value Stream Map (VSM) for fabrication, assembly and warehouse processes and identified quality/cost savings in material flow and warehousing. Increased location accuracy to 95%, emergency order fill to 98% and reduced IB to storage time 50% and overtime 40%.

Change agent among management, 3PL and union workers, making key communication changes as well as understanding areas of resistance that needed to be addressed.

CATERPILLAR INC., Joliet, IL 07/2000 – 05/2008

(First 4yrs contract through Axis Inc) 7 years 10 months

Heavy mining & construction equipment manufacturer with 100,000 employees and plants in North America, Europe and Asia

MANUFACTURING ENGINEERING SUPERVISOR (10/2006 – 05/2008)

Promoted to oversee team of 11 manufacturing engineers, consultants and onsite/offsite technical support service engineers managing various Value Streams for hydraulic system division.

Key Accomplishments:

Project Leader, Continuous Manufacturing Improvement (CMI) Team:

Exceeded expectations by improving lead-time for high volume parts from 8 days to 3 days. Initially faced situation of long lead times due to high inventory that was difficult to manage, causing the operation to waste time locating parts. Delivered results by streamlining the operation, segregating product groups by demand and establishing a replenishment strategy/trigger points for high and low volume areas, reducing on the floor inventory by 60%. Also set up a kitting operation/supermarket for the assembly area, increasing on-the-floor material availability to 98%.

Empowered manufacturing engineers, improving engagement from 63% to 87%. Achieved accountability by setting realistic but challenging goals and checkpoints to measure progress.

Conducted Value Stream Transformation (VST) workshops to educate team on how to reduce waste and overall lead-time. Dropped lead-times for hydraulic component assembly from 4 days to 1.5 days.

SR. PROJECT SPECIALIST/MANUFACTURING ENGINEER (07/2000 to 09/2006)

Engaged to lead the company’s CMI (Continuous Manufacturing Improvement) Team, manage Six Sigma Projects to improve production processes and facilitate planning to increase safety and supplier management.

CMI Team Project Leader Accomplishments:

Leveraged expertise in VSM/Discrete Event Simulation to reengineer hydraulic component assembly processes, slashing rework 38%, realizing $150K in safety-related savings and increasing throughput 8%.

Developed detailed VSM and made constraint processes more efficient by eliminating waste. Achieved a dramatic 50% reduction in set-up time by introducing a single minute exchange of die technique.

Six Sigma Project Accomplishments:

Hydraulic Component Fabrication and Assembly Improvements: Measured TAKT time and worked to optimize critical constraint operations. Balanced load on machines as well as dedicating machines by size of parts. By introducing this rigidity, ensured improved execution and increased throughput by 10%.

Hydraulic Cylinder Area Transformation: Took initiative to streamline the fabrication and assembly area, increasing daily throughput from 245 cylinders to 305 cylinders. Performed a detailed analysis of processes and material movement (VSM), installed new equipment and automated the material handling system.

Lean Manufacturing Implementation: Introduced use of Lean Manufacturing concepts in the Hydraulic Cylinder area, reducing in-process inventory from $933K to $279K & improving delivery from 60% to 100%.

EDUCATION & TRAINING

Oklahoma State University, Stillwater, OK

M.S., Industrial Engineering And Management, 2000

University of Mumbai, Mumbai, India

B.E., Production Engineering, 1997

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