Qualifications

Graduated in Chemical Engineering in 1990 in Annamalai University & obtained Post Graduation in Financial Management in IGNOU, New Delhi

Summary of expertise

-Responsible for Profit and Loss of the company

-Strategic Planning

-Manufacturing / Efficiency improvements/ Non value added eliminations

-Productivity Improvements

-Quality Assurance and six sigma implementation

-Safety and HAZOP studies

-Lean Costing and Activity based costing

-Supply Chain management

-Mechanization/ Automation of factories and Process control of Processes

-Research and development/ Innovation

-Leadership development/ HR

-Risk mitigation

-Benchmarking / Management accounting/ Costing

-Sales and Marketing- Market research and Business developments

-Board collaborations

-CAPEX-Technical & commercial

-VISION/MISSION/Strategies and roadmaps

-Project management-civil /mech /elect / instrumentation

-ERP/ networking/ computerization of factories/ processes/ products / SCM

-Energy Audit and Pollution control

Professional experience and history

Total experience: 30 years plus

Company Name

Designation

From

To

Number of years

Vaigai Industries, Karaikal

Vice President-operations

Jul 2018

Till date

1.5

Naga Limited, Dindugul

Vice President

Mar 2018

Jul 2018

0.5

Standard fireworks Pvt Ltd

Chief Executive Officer

2012

Mar 2018

5.5

Thirumalai Chemicals Ltd, Ranipet

General Manager

2011

2012

2

Vaigai Industries, Karaikal

Vice President-operations

2003

2011

8

SPIC Ltd, Cuddalore

Dy Manager

1993

2003

10

Asian Paints (I) Ltd

Process engineer

1992

1993

1.5

Gharda Chemicals Ltd Mumbai

Management trainee

1990

1992

1.5

Total

30.5 years

Present Assignment

Vaigai Industries Ltd. July 2018 - Present

( A division of Vaighai Chemical Industries)

Working as Vice President-Operations reporting to Director of the group. An Independent charge &is looking after Manufacturing, expansion programs and innovations in Plant management, Product development, market dynamics.

Achievements in Vaigai Industries Ltd.

Manufacturing

Enhanced Production of Potassium chlorate from 600 TPM to 800 TPM by de-bottlenecking the process problems in manufacture of potassium chlorate and thereby brought down the specific consumption of raw materials and utilities

Trouble shooting & debottlenecking of processes and products. Achieved a complete turn around of production processes

Energy cost reduction opportunities was identified and work under progress in a phased manner

Continuously focusing on cost reduction, time cycle reduction, improving process conditions & reliability Management

Responsible for successful operation of production, engineering, quality, safety, logistics, supply chain, purchase, stores and inventory

Quality and Systems

Installed pusher centrifuges and improved the quality levels to worlds best quality potassium chlorate

Designed, erected the conical process cooling tower with unique nozzle design for potassium chlorate process liquors. This most energy efficient/ higher productivity with lesser pollution emissions mass production equipment has brought down many issues in production

Re designed the low cost scrubbers for pollution control with special rasching rings

Ensured that all activities and operations were performed in compliance with local, state and governmental regulations and laws governing business operations

Given training and organized Quality circles for effective brain storming and down the line employee participation in solving recurring day-to-day problems

Quality improvements were made which led to increased, repeated orders in export of potassium chlorate

Project Management

Increased Production from 20 TPD to 33 TPD by installing Lurgi cell technology electrolytic cells and machineries with lowest CAPEX in Potassium chlorate production

Spearheaded the project managementandcompleted in 9months

Prepared project reports for Hydrogen plant,Turbinesand packing automations

Previous Assignment No-1

Naga Limited- Detergents & Minerals division( two businesses)March 2018 –July 2018

Vice President, Dindugul, Tamil Nadu

Manufacturing—Third party manufacturing for Hindustan Unilever Ltd for mega brands like RIN, WHEEL, SURF detergents and Bar and VIM bar

Cost optimization initiatives in all variable cost components

MNC quality systems

Dupont Safety culture

Automation of all Packaging machineries for high speed, accuracy, less manpower for all retail packs

Previous Assignment No-2

CEO- Chief Executive Officer Nov2012 – Mar2018

Standard fireworks Ltd

Sivakasi, Tamil Nadu

Responsibility

Head of Business reporting to BOARD of directors, responsible for Profit and loss

Accountable for Sales/ Production/ P&L/ Costing/ Debtors/ Inventory/ Liaison activities

Transformational leadership from Family run business to Professionally managed entity

Have put in “systems in place” in all departments –Manufacturing, Quality, Inventory and Supply Chain, Purchase, Accounts, Finance, Sales and Marketing

Brought in best industry practices and integrated all the 16 departments by ERP for lean management and quicker decision making processes

Presently working on activity based costing (ABC) and lean management concepts.

Just started working in six sigma quality concepts

Mechanising the manual factories to reduce costs, improve efficiency, reducing cycle time, improving the productivity, quality and safety

Converting the sales distribution channels from B to B, to B to C

Achievements in Standard fireworks

Manufacturing

Managed 40 factories with 10,000 employees. Increased the productivity of employees and capacity utilisation of machineries. When I joined, the carton per employee was 1.1. Now it is improved to 2.5. It is done thro cycle time reduction of processes, Time and motion study, calculation of Standard time vs actual time and identifying and bridging the gaps

Machine utilisation from 56% to 70% by line balancing. These are multi step processes. Line balancing is a difficult job. Idle time is reduced. Most of the places, batch processes are converted into continuous processes to reduce change over time

For the same production level, the employee content is reduced by 20%

Wastage minimisation in men/materials/machines and methods are taken up. Input / outputs are benchmarked and working on tougher targets to reduce cost and improve yield and efficiencies

Process re engineering

Reduced employees without compromising productivity, quality and safety by re-design of factory layouts, cycle time reduction and processes

Increased production from 7 lac units to 8.8 lac units with the same infrastructure within 1.5 years

Established and improved Plant Performance & Yield monitoring in process plants

Continuously focusing on cost reduction, time cycle reduction, improving process conditions & reliability Management

Minimized process steps and identified alternative batch routes to minimize batch time, cost and material consumption

Quality / Product developments and innovations

Developed 7 new products in fireworks. Out of which one of them has become a blockbuster product bringing volumes and increased bottom lines ( Name : Mechanised bullet cracker)

Now working on eco friendly fireworks. Normally fireworks are inorganic based oxidisers/fuels and binding agents which liberates SOx and NOx. Now I am turning towards organic chemistry. Using organic intermediates, developing fireworks which liberates CO2, water vapour and inert Nitrogen only are being developed. Once fully developed, planning to apply for patents. But the challenge is –30% expensive than conventional products. This is being addressed

Mechanisations of factories are being taken by me for all the products. Developing and buying machines, integrating with the process to improve reliable production and improved productivity, sustainable quality and improved safety. Three major projects have been completed by me. Gross profit improved from 6% to 30%

Joined hands with Central Institute of Tool design, Hyderabad, developed fully mechanised, pneumatically operated high speed flower pot making machine. Patents applied.

Set up world class R&D laboratory for research a) New products developments b) Competitors analysis c) Quality improvements and d) Improving the product attributes.

Travelled to China and Germany many times on technology missions

Cost optimisations

Reduced fixed costs from Rs 65 crores to Rs 40 crores by well planned approach. Activity based costing is adopted. Non value added costs are removed. Value added costs are retained. More investments are pumped in for value creations and additions. Customer will not pay for our inefficiency is my theory

Converted monthly workers as piece rate workers. Job based pay is implemented.

Buy or make decisions have given some leverage in our costing

Lean approach is being tried now

Due to governmental pressures of pollution and licensing issues, our sales dropped, but due to internal cost control, the gross profitability is maintained. Also profit per unit of product has increased by 13.5%. Breakeven point has been brought down

Reduced manpower from 11000 employees to 5000 employees for the same level of production

Systems and Practices

Standard Fireworks Company is family owned company. My role is transformational leadership, bringing systems and putting systems in place.

Brought ERP computerisation, integrated the complete supply chain and integrated the production, quality, safety, inventory and supply chain, production planning, maintenance, purchase, accounts, finance and banking. This has improved the availability of quality data within shorter period. The quality of decision making is improved. Decisions are taken based on facts and figures instead of intuitions and emotions

Brought in best business practices in distribution, manufacturing, quality and supply chain. This has helped to use all the resources optimally

Finance

Handling all current assets and current liabilities properly and minimise the interest outgo’s

Preparing CMAs and obtaining term loans for green field projects and expansions. Presentations, liaisons withbank officials and financial institutions

Cycle time reduction from cash to cash ( working capital reduction). When I joined it was 210 days and it has been brought to 94 days ( Ours is a seasonal business)

Business developments/ Sales and Marketing

Handling 4500 dealers across India along with my sales manager

B to B business

Understanding the market dynamics and making out market specific plans with respect to product positioning, pricing, discount schemes etc

Pricing and marketing is done based on supply- demand positions

Both volumes games and value added high priced premium products are handled by me with appropriate strategies

Despite tougher market conditions due to regulatory issues, profitability was maintained by appropriate product mix

Converted “ Push sales” to “Pull sales” by adapting affordability, visibility, quality and availability.

Brand management

Revenue maximisation, Operations re-engineering and team development

Liaison with Banks and Governmental agencies

CARE rating- every two years, obtained one notch up in financial management especially for term loans and cash credit loans

Got credit rated by CARE credit rated agency and decreased the CC loan interest rates by 200 basis points

Working with MSME and department of industrial policy and promotion for various governmental clearances

Regulatory compliances

PESO ( dept of explosives) rules and regulations compliance level was 60% level, improved to 95% level

Projects

Built four cost effective massive mechanised factories for bullet crackers production, magic mud processing, fuse production, paper tube making units

In house engineering was done for mechanical and process control instrumentations and controls

Previous Assignment No-3

Thirumalai Chemicals Ltd 2011-2012

Joined as Dy General Manager (Production and Maintenance)

and elevated as General Manager-Manufacturing

Responsibility for Rs.900 crores turnover multiproduct, petrochemical complex in the following functions.

Production & productivity improvement

Quality & Systems improvement

Mechanical, Electrical, Instruments and Civil Maintenance (Breakdown, preventive, predictive and condition based monitoring) of all plants and machinery

Energy Management - Thermal and Electrical

Technical and Engineering services

R&D and Pilot Plant scale up studies

Safety, Health and environment

Supply chain management which includes purchase, stores and all current assets

Personnel and administration

Accounts, Logistics and Taxation

Trouble shooting & debottlenecking of processes and products

Energy conservation & utilization

Process development & design

Achievements in Thirumalai Chemicals

Manufacturing

Increased Productivity by 13.5% by reducing downtime and reactor availability

By effective energy audit, identified losses, brought down energy consumptions consistently for 12 months in a row by systemic process in thermal and electrical energy consumptions

Reduced wastages by 8% in O-xylene consumptions due to handling and transportation losses

Optimal temperature was maintained in reactors for higher productivity and longevity of high value catalysts. Record created in companys history

The above activities done successfully has increased profitability by 6.5%

Responsible for minimisation of energy thro energy audits- Thermal and electrical

Maintained the business sustainability, continual improvements, company values and achieve the level of optimal customer satisfaction

Developed new process conditions based on R&D, design, development and quality testing.

Attended many workshops in management subjects, engineering and energy

High energy consumption pumps switched to low energy pumps based on flow and head of process liquor pumps- savings Rs 1 cr per year

Process Design, development and performance improvements- was my focus areas.

Process design, sizing, scaling up process plants from R&D and Pilot Plant models

Developed process flow, P & I diagrams, mass and energy balances

Audited Performance of all the plants with respect to usage of 3M (Men, Machine & Materials) and submitted report on variance observed with respect to standards fixed

Handled the fully automated ‘Distributed Control System Plant’ in energy conservation scheme in ‘Distillation Columns’ and ‘Heat Transfer Equipment’s’

Continuously focusing on cost reduction, time cycle reduction, improving process conditions & reliability Management

Maintenance

Given training for effective Preventive / Condition based maintenance of plants and machineries.

Continuously implemented Process modification & revamping studies to achieve increased productivity, energy cost reduction & safety.

Implemented productivity based maintenance schedules and activity based costing for both product and production management.

Created a database of Life cycle cost of machinery spares and accordingly replacement decisions taken to bring down the overall maintenance cost.

Materials Management

Capital Equipments& Machineries and routine raw materials vendor development and finalization of vendors after techno-commercial discussion. Introduced vendor rating process

Designed, developed and implemented Advanced material management system

Continuously maintaining Inventory control using FSN and ABC analysis

Vendor development & rating, material purchases & standardization and EOQ done on continual basis

Established industrial material codification, material issue system and industrial material business processes

Re-designed Warehouse based on stores issue and stock utilization.

Systems

Performed the skill gap analysis for all employees from managers to supervisors and formulated the training plan.

ISO 9000 and ISO 14000 systems continued with improvements

ISO 50,000 initiated

Previous Assignment No-4

Vaigai Industries Ltd 2003 to 2011

( A division of Vaighai Chemical Industries)

Joined as General Manager in 2003 and then elevated as Vice President-Operations reporting to Managing Director of the group. An Independent charge & profit centre SBU head. Was looking after Manufacturing, Sales and Marketing, accounting, expansion programs and innovations in Plant management, Product development, market dynamics.

Achievements in Vaigai Industries Ltd.

Profit centre Head

Profit and loss accountability. Consistent record of delivering extra ordinary results in growth in revenues, operational performance and profitability.

Manufacturing

Enhanced Production of Potassium chlorate by 12% by de-bottlenecking the process problems in manufacture of potassium chlorate and thereby brought down the specific consumption of raw materials and utilities

Trouble shooting & debottlenecking of processes and products. Achieved a complete turn around of production processes

Energy cost reduction by 25% was achieved in a phased manner

Process development & design In Namakkal rice bran plant was done and the highest production was achieved in bran processing with lowest solvent losses ever

Continuously focusing on cost reduction, time cycle reduction, improving process conditions & reliability Management

Responsible for successful operation of production, engineering, quality, safety, logistics, supply chain, purchase, stores and inventory

Quality and Systems

Swedish Potassium chlorate quality is the best in the world. Improved the quality to Swedish standards which fetched export orders from all over the globe. Exported to 30 countries & this was not heard off in the company’s history prior to that.

Designed, erected the conical process cooling tower with unique nozzle design for potassium chlorate process liquors. This most energy efficient/ higher productivity with lesser pollution emissions mass production equipment has brought down many issues in production

Re designed the low cost scrubbers for pollution control with special rasching rings

Ensured that all activities and operations were performed in compliance with local, state and governmental regulations and laws governing business operations.

Given training and organized Quality circles for effective brain storming and down the line employee participation in solving recurring day-to-day problems.

Quality improvements were made which led to increased, repeated orders in export of potassium chlorate.

Project management

Increased Production from 9 TPD to 12 TPD and then to 21 TPD with 3 cell houses with lowest CAPEX in Potassium chlorate production

Spearheaded the project management of power plant at the lowest CAPEX/Mega watt ratio

Engineered, erected and commissioned 3.6 MW Rolls-Royce gas based engine - power plant within 7 months from the zero date

Stabilized and optimized the power plant operation within 2 months of commissioning and achieved peak load

Prepared the DPR for rice bran edible oil refinery with appropriate processes, drawings, costing and viability report. But it did not pass thro

Research & Development

Sourced spares from OEMS for power plant and other global vendors and trails tested. Costs were reduced.

Advanced process studies conducted for electro chemical products and coordinating with IIT Chennai for advanced research

Delivered on customized product management to enhance the value to the customer and improve Customer relationship management.

SPIC, Cuddalore

Dy Manager/Sr.Engineer 1993-2003

Achievements in SPIC, Cuddalore

Design and Engineering

Technology evaluation

Detailed project report

Provided technical and operational support to the process development in high volume Bio chemical fermentation processes and subsequent high end recovery Westfalia and Alfa laval machines

Process design, sizing, scaling up process plants from R&D and Pilot Plant scale up models& economics.

Developed process flow, P & I diagrams, mass and energy balances

Based on Basic Engineering package from collaborators, Designed and done detailed Engineering for Penicillin manufacturing

For technology trails and detailed engineering, had gone to Portugal for technology absorption

Projects

Design & specifications of all equipments& machineries

Procurement & inspection

Erected & Commissioned Penicillin - G Manufacturing Plant of capacity to handle 600 TPA.

Planned and done Erection sequence & scheduling the Bill of Materials as per Piping Isometrics for Equipment & Piping erection

Prepared Pre-commissioning checklists & Execution for chemical projects

Commissioned fully automated (DCS) Penicillin-GK recovery plant and Solvent recovery Distillation columns

Production

Day to day production activities

Trouble shooted and performed root cause analysis and provided optimised solutions for production line issues related to yield, quality and throughput in multi product manufacturing facility

Quality and Sytems

Environment & Pollution control

Safety & Hazard analysis

Technical evaluation for acquisitions & strategic tie-ups

Short duration exposure in cGMP/ FDA regulated environment

Established Statistical Process Control for Advanced process control systems in Penicillin Manufacturing using DCS

Asian Paints, Cuddalore

Process engineer- Shift in charge 1992 to 1993

Gharda Chemicals, Mumbai

Trainee Engineer 1991 to 1992

References

1.Mr.DilipDhanasingh- Director and Member of the BOARD, Standard fireworks Pvt Ltd., Ph no.:+91-984**-*****

2.Mr.DhanpatrajDhariwal- Former CEO of Thirumalai Chemicals Ltd. and former President-Birla Copper Ltd., Ph no.:+91-992**-*****

3.Mr.Neethimohan- Chairman and Managing Director-Vaighai group of companies,

Ph no.: +91-944**-*****

M.S.Saravanan

No3,Kannadiar street

Karaikal,

Puducherry state

INDIA

Email - addqfv@r.postjobfree.com

Mobile: +91-754**-*****

Date of Birth : 21.05.1968

Passport no. : S8432292

Linkedin : https://www.linkedin.com/in/saravanan-m-s-3b545a154/

Contact this candidate