KALPESH PATEL https://www.linkedin.com/in/kalpesh-patel-2b7ba31a

*** *********** ******, *** ******* PA 15672 Email: advw3f@r.postjobfree.com, Cell: 724-***-****

DIRCTOR MANUFACTURING

VISIONARY, CHARASMATIC, TRANSFORMATIVE CHANGE LEADER

31 years of experience in OPEX, LEAN SIX SIGMA, productivity, quality. CHANGE MANAGEMENT

Site champion for Bullet train - Cost reduction - GE Power / GE ENERGY - $25M Inventories reduce

Increase profit margin from 1% to 9%, 800 % improvement, Champion in Change management

Manage P&L of $ 260 Million / $ 50 Million project management / Automation at PCC

LEAN Culture/SIOP, VISUAL FACTORY, STRATEGY DEVELOPMENT & DEPLOYMENT (Hoshin Kanri)

Multiple site management, Drive employee engagement – Emplify score improved from 54 to 74

Increase throughput 400% in 3 months’ time - LEAN implementation - SIX SIGMA initiative

Education

B.S., INDUSTRIAL ENGINEER - MECH ENG M.S.U 1991 G.P.A - 3.65

M.S. PRODUCTION MANAGEMET - QUALITY M.S.U 1993 G.P.A - 4.00

M.B.A FINANCE - PROJECT MANAGEMENT NEWPORT UNIVERSITY, CA 1995 G.P.A - 3.75

LEAN Manufacturing Alfa-Therm (Italy )

SIX SIGMA Green Belt SRI

SIX SIGMA Black belt GE-PMC RAPID CHANGE MANAGEMENT CHAPION GE

Executive Training & CERTIFICATION

TQM /CHANGE MANAGEMENT / SHINGO MODEL / PROSCI / ADKAR / TPM / TOC

BUSINESS PROCESS RE-ENGINEERING – MBR / MBO / HOSHIN KANRI / SMART GOALS

ISO 9001 / IATF / SAP / ORACLE / MINITAB / SOLID WORKS / TABLEAU / IoT

MANAGERIAL GRID STYLE- STRATEGIC LEADERSHIP STYLE

VISION 2000, VISUAL FACTORY, VISUAL MANAGEMENT, LEAN CULTURE/PDCA/OEE/ KAIZEN

Key Responsible Area - PLANT MANAGEMENT

Productivity improvement, Process Re-Engineering, KAIZAN, KANBAN, VSM, OUTSOURCING

SUPPLY CHAIN MANAGEMENT, PURCHASING, JIT, SAP / ERPII, Strategy initiative & Framework

P&L, Cash Flow, ROI, BUDGETING, Sales & Marketing. ORG. Restructuring & Team building

MRPII, MATERIAL & INVENTORY CONTROL MGT, Vendor management, costing & cost reduction

Plant layout, TIME & METHOD STUDY, System & PROCESS development, VALUE analysis & Eng.

NPI, MULTIPLE COST CENTER MANAGEMENT, PRODUCTION SYSTEM LAUNCH, PULL SYSTEM

ISO-IATF, QUALITY SYSTEM, PFMEA, DFSS, Failure Analysis, A3, 8D, RCA, capacity planning,

Strategy deployment, KPI matrix, Hoshin Kanri, Muda, GEMBA walk, OEE, TPM, 6S, line balancing,

Deploy lean culture, SHINGO MODEL, PDCA, SMED, 6 BIG LOSSES, SMART GOALS, VISUAL FACTORY

CONSULTING EXPERIENCE

KHATAU JANKAR LTD. http://www.khataucapacitors.com/

GUJARAT HEAVY CHEMICALS LTD. http://ghcl.co.in/

BLUE STAR LTD. https://www.bluestarindia.com/index.asp

OSWAL INDUSTRIES (P) LTD. http://www.oswalvalves.com/new/index.html

ADITYA BIRLA GROUP http://www.adityabirlainsulators.com/

GRAPHIC PACKAGING http://www.graphicpkg.com/NA/EN/Pages/Home.aspx

DOOSAN FUEL CELL AMERICA http://www.doosanfuelcell.com/en/

Professional Experience & Accomplishments

HITACHI ENERGY (https://www.hitachienergy.com/ ) PLANT SITE MANAGER 2019 – CONT.

Set up Distribution center – NAM – Targeting $600 M gateway in next 3 years - $80 M stock

Consolidation of local business units – 4 in NAM – support 60 FSE and power grid projects

Drive lean in supply chain / improve material flow, reduce lead time & inventories

Create multiple vendor / source and drive cost reduction - CI strategy, activity-based costing

Set up internal supply chain to feed the material to 4 manufacturing lines, JIT – PUL system

Improved plant layout –reduce 40 % non-productive space – put $14 M project - SA

EHS – safety ZERO recordable in 24 months. Drive SRA & mitigation projects

Prepare Plant growth strategy, cost reduction program, Operational excellence goals

P&L - $ 260 M – PGHV services, $ 14 M new Project, DTB, Capacitor & Surge Arrestor

Manage Sales, Engineering, Project services, Product mgt & Commop team to maintain growth, Margin with OTD with excellent customer services, Asset management

OTD improvement from 48% to 92 % in year, productivity improvement 27% in shop

Margin improvement, SAP implementation & lean transformative in PROCESSES

Budgets & variance analysis, strategy deployment, KPI matrix, CHANGE MANGEMENT

Support R&D to drive new product development, NPI introduction thru stage gate process

GBG site improvement – New layout, storage system, R & D facility, repair shop, tear down and test bay, CI project – $ 1.0 Million – cost reduction on expedite freight for fields.

Lead CI projects, VSM- reduce C/T from 165 days to 45 – Takt time 28 days

Service equipment / capital equipment management system & cost center management

PDA, Hoshin Kanri, ORG restructuring, SMART goals, KPI, coaching, counseling, team building

Improve QMS / QA, SAP integration with gauge shop, SBN, real time RCA & CAPA

HR policy, union contracts & negotiation, successor development prog. Bench Mark Mgt.

Lead GEMBA walk, PDCA, visual factory to manage repair shop & services-$3.6M savings

WMS – inventory turnaround from 4.3 to 5.2 - $ 15 M to $ 11.4M, 45 % space improvement

set up NAM parts MARKET PLACE, consolidated 3 parts supply sites, drive Doc. digitalization

Improve cash flow management, release dead inventory $ 2 M, New SCM strategy rollout

Setting up new Distribution center – handle $ 590 M material / year

DTB production increase from 2 breaker / day to 5 breaker / day – LEAN, VSM, layout change

SA & HVC – increase in revenue $ 60 M to $ 130 M - $ 6.7 M capital project

Develop feed factory concept – develop lines in India, China, Vietnam, Bulgaria

MPP (https://www.mppinnovation.com/ ) DIRECTOR LEAN / CI 2017 – 2019

Increase Employee engagement thru 9 Pillar system, Emplify score improved from 54 to 72

Lead MIM project to improve profitability – Medical device plant, LEAN/CI, TOC, Plant moved from Solon OH and struggling to meet BEP after 10 months, increase throughput, reduce scrap and rework, reduce NPI timeline, introduce Work instructions and OEE system- Noblesville Indiana

ISO 13485, QMS, DQ/IQ/OQ/PQ for Metal Injection Molding, Mold flow analysis, FEM Analysis

CB Line balancing, removed bottleneck in cells-TOC-PULL SYSTEM – past due drop down by 350K

Multisite Management Lean/CI, NPI, QUALITY SYSTEM, OEE, Improve productivity and profitability

Change Management - data driven learning organization – competency, PROSCI-ADKAR-model

P&L $48 Million plant financial, EBITA 29.4 %. Strategy deployment, Hoshin Kanri, SMART GOALS,

Manage Engineering, R&D, purchase, HR, accounting, IT, sales, Marketing with strong customer focus.

Adhere company policies, EHS and Govt. regulations, OSHA, Provide Strategic vision to Plant

Coach lean facilitators and drives it across the plants to meet corporate goals and objectives

Supervise and direct the daily activities of multiple departmental functions. Manage KPI Matrix

Improving safety, quality, delivery, throughput / productivity, Die & molds – outsource

Architect & owner of $4.18 M saving by CI projects, $4.3 M NPI products, $5 M transfer products

Drive productivity and cost reduction, Kaizen projects – Value Stream Mapping, Visual factory, scrap reduction 27% - PARETO – FAI, 97 % OTD, PULL SYSTEM, SMED, INTEGRATIVE Improvements, GEMBA, OEE, QRM, TPM, DMAIC, PDCA, Product costing, project costing and ROI management.

Improve profit margin of stator product line from, – 4% to 42 % - $ 3.5 million product portfolio, eliminate the waste, zero defect production line, 4- Design Of Experiments, SIX SIGMA PROJECTS

Annual Operating Plan (AOP), Capital Budget & asset requisition (CAR), performance analysis

Lead tool design, FEA analysis, capital equipment specification and installation, process development, machine procurement, Drive automation, $ 2 million Capex budget – PROJECT MANAGEMENT

IATF, ISO9001(2015) and TS16949 certification, PPAP, DFMS, PFMEA, DFSS, Gap Analysis

Vendor management, capacity analysis & management, Lead time reduction, VA & VE, 8D, RCA, 6S

Responsible for coaching, developing, and maintaining resources – BENCH KNOWLEDGE MANAGEMENT, CI for existing products, drive lean in office (LEAN TRANSFORMATIVE).

GE POWER SR. Business Process Management specialist 2015 – 2017

https://www.ge.com/power

Process Design - $ 150 Million fuel cell power plant project for manufacturability – save $ 1 M / plant increase capacity from 120 PPLT to 650 PPLT. Labor reduction from 283 to 87, reliability improvement from 86% to 94.6% - Manage New Product Introduction (NPI), Multiple cost center

Business strategy, Strategy development & Deployment (Hoshin Kanri), Inventory management

30% improvement in Customer Satisfaction - Improved cycle time, on-time delivery, SOP

Drive systemic improvements at warehouses and parts operations, reduce severe events by 20%, 30% reduction in escapes (focus on warehouse, sourcing, and factories), REDUCE INVENTORY cost reduction $ 25 Million, JIT implementation, 50 % reduction in out of stock.

Improve capture of PS Parts CoPQ -Drive $32M reduction in Parts CoPQ- Target $ 37 M

Identify Parts Critical Process, identify and mitigate risks within those processes

Implement QMS, Improve Quality culture, Lead time reduction, ABC / EOQ / VED / FMS

Develop and execute on Parts Audit Plan and Findings, 100% on time Delivery system

GE TRANSPORTATION LEAN LEADER & Brilliance Factory

http://www.getransportation.com/

LEAN- 5S and Visual Factory in small parts, new layout for better flow and reduce cycle time, VSM for all parts processing, Manage MARKET STORE, OBSOLECENCE parts cost reduction, JIT, SMED

Design semi-automate machine for mineral wash - push rods & Cam follower - save $225000 / year in labor, 100% consistent and improved quality of products, reduce cycle time by 40%, leads to fully automation of process, ROI 200 %. New fixtures for shot blasting machine - machine utilization increased 50%, process cost / part will be reduced 70 %, productivity improvements 30 %

Design fixture for Crown Bolt cleaning & moly application - process 64 bolts at a time instead of 1 bolt process, labor saving 85 %, Inventory turnover improved by 15 %, ABC / EOQ / VED / FMS model

New layout for EVO CAM follower - 48 % improvement in productivity / reduction in cycle time

Overall improvement in SMALL PARTS AREA - 20 % Cycle time reduction - 31 % productivity improvement - 45 % cost reduction, Better Digitalization system will lead to better labor productivity and machine utilization. Cross functional training, Job rotation, Matrix management,

Liner - Mag inspection - new material flow system, change inspection process, cycle time reduction 60 %, improve EHS score, material handling saved 50 %, improved quality reliability, overall, through put increased by 100%, cost reduced by 65%, total saving per year $ 350000, managed 50 CNC’s

OEE—effectiveness improved by 30 % & machine utilization increased by 50% for Small part section.

TPM implementation, Plant maintenance, TOYOTA MANUFACTURING SYSTEM implementation

Coach and train lean leaders to drive companywide KAIZEN EVENTS, PROCESS IMPROVEMENTS.

GE Energy Management Manufacturing Engineering Manager

BERLIN GERMANY PROJECT MANAGER – Project LV5

SOLAR POWER – 4MW POWER CONVERTER, MV4, NAVY products

http://www.geenergyconnections.com/

Lead productivity improvement - Throughput -increase from $ 148 M to $ 440 M, OEE, GEMBA

Design new computerized system to improved manufacturing system – automated work instruction and operator’s sheet & completion report in real time. Workload balancing.

Plant operations management – production, quality, cost reduction, on-time delivery, maintenance

Meet compliance of Federal, state and local agencies – EHS, OHSA – EPA – LABOR, managed SCM

Outsource sub assembly, Copper Bus bars, cabinets, Refrigeration units, Breakers

Set up production line in Berlin Germany, 3P, layout, resource planning, project management

Save $ 1M in Cost Of Poor Quality by eliminated rework - supplier quality plan- Six Sigma project

Labor reduction from 1250 Hr. to 250 Hr. / unit - Time study & Line balancing - reduce Takt time

Lean implementation / CI – GEMBA WALK/OEE / IDEAS are free / TPM / 5S / KPI/TOC / IoT

Production increase from 3 units/ week to 10 units /week - increase capability to 20 units/week

Develop new fixtures and Process Improvement to reduce Breakages in assembly line - 10 % saving

Increase Quality Assurance index to 93 % & targeting to 100 % index. Audited by First Solar

COST OPTIMISATION PROJECT / TAKT TIME reduction / capability study for LV5 line/ TIME STUDY

PRODUCTIVITY IMPROVEMENT, Product approval and validation, optimize space utilization

Direct & monitor Process improvements, new process development for LV5 CONVERTOR

Advance Product Quality Planning - MV4 convertor, Design validation – QA & QMS development

BOM, MRP-II, Material Flow management for final assembly line, KAIZEN, KANBAN

Root Cause Analysis, 8D, Problem Solving, ECR & MRB in-charge, improve process capability Cpk

SOP / work instruction, Job instruction, line balancing, optimization, Audit reports

layout for assembly line and new product development, Saved $20 Mil. Inventory before obsolescence

VSM, cost reduction, cycle time reduction, vendor development and approval

Hackney Ladish Inc (USA) Manufacturing Manager 2014 - 2015

Precision Castparts Corporation – WYMAN GORDAN FORGING DIV. Metal forming,

forging, stamping, casting, CNC machining, http://www.hackneyladish.com/

HTTP://WWW.PCCFORGEDPRODUCTS.COM/BRANDS/WYMAN_GORDON/

Design & Implementation of Overall Equipment Effectiveness (OEE), 5S, Kaizen, TQM, TPM, TMS

Day to day management of Plant manufacturing operations – sheet metal, fabrication, metal forming, assemble and testing, resource planning, labor management, Cycle count & inventory management

Team development / Change Management – PROSCI / ADKAR / SHINGO MODEL/ SMART GOALS

EHS-OSHA head for plant / 150 employees / Supply chain Management / labor management/HR

Capital project Management- $ 1 Million for operation improvement & $ 1 Mill Die & Mold purchase

PROCESS CAPABILITY STUDY / lead time reduction - SMED Implementation / NPI / NPD

AUTOMATION of production processes, reduced scrap from 35% to 5.2%, MFG cost reduction.

Continuous Process improvement, SIX SIGMA -DMAIC-- 5S, 8D, A3, RCA, SAP – ERP II- REPORT MANAGEMENT SYSTEM (MIS), productivity improvement 15 %, WIP reduction 8.2 %

ISO 9001, QUALITY AUDITS, SOP, Quality Assurance, PPAP approval, Process validation

Production planning and control, Statistical Process Control, MATERIAL ACCOUNTABILITY

PROCESS DESIGN, Process control & reliability, Technical sales, Customer complaint resolving

Total Preventive Maintenance system, M/C reliability and productivity management.

DESIGNING OF TOOLS, DIES, JIGS, FIXTURES, GO NO-GO GAUGES, process improvement, Q. Assurance

Problem solving, layout planning, process and equipment’s upgrading, automation

SRI Balaji Inc (USA) https://norrispharma.com/ Operation Manager 2004 – 2014

Pharmaceutical bulk drug and food processing, LEAN & Management consultant

Meet financial goals – production, cost, budgets, manpower planning, forecasting, business development, CI improvement, cost reduction, OTD, quality – Strategy deployment, HOSHIN KANRI

$20 Million P&L In charge - responsible for profitability, Quality, OTD, OSHA, SAFETY,

Capital Project management, overall plant efficiency management & improvements, reports

Prepare proposal for technical/ process improvement & implementation, waste elimination

Value Stream Mapping / Supply chain management / purchasing & price negotiations,

Process capability study, reliability study, analysis and improvement, Clean room ISO 4 / Class 10

QS 14000 / ISO 9000, TQM and QUALITY ASSURANCE SYSTEM. GMP, DQ, IQ, OQ, PQ validation

Strategic planning, Business policy & forecasting & strategic decision, sales planning, BUDGETING

Product design, development, product lifecycle test, Product launching, positioning strategy.

Market research, survey and analysis, Market identification & developing marketing strategy.

Sensitivity analysis, Value based pricing strategy, MANAGEMENT ACCOUNTING, RATIO ANALYSIS

Drive lean manufacturing, coordinate, initiate, train, support & direct "Lean Team" to investigate and implement efficiency improvement throughout organization.

Nagpur- Alloys & Investment Casting General Manager Manufacturing 1999 – 2004

Alloys & engineering casting, FORGING, ENGINEERING INDUSTRY, metal forming http://www.nagpurfoundries.com/ http://www.munishforge.com/

$ 200 Million in sales, manage P&L A/c for Plant & new Projects

TURN around loss making unit in 5 million profitable units in year time, 35 mil. -Turnovers.

50 % production improvement by ERP II and lean implementation, productivity improvement.

34% cost reduction, EBQ, WASTE management, Quality management. ABC Costing.

Sales realization increase by 23% - value addition to product, NPI development.

Takeover SPECIALITY Casting unit in six months - production Increase from 50 to 250 tons

Manage foundry – Cupola furnaces, Arc furnace, Induction furnaces – cast up to 350 Kgs

Processing Iron Ore (smelting) / Blast furnaces – Pig iron / Wrought Iron – make Ingots – Hot and Cold rolled steel, Die casting, investment casting, sand casting, Machining,

A.M. Todd. MI General Manager Operations 1998 – 1999

Essential oils, Flavors and menthol manufacturing

https://www.wildflavors.com/NA-EN/products/mint-oils-extracts/

Responsible for $ 125 Million P&L & Global Supply Chain management, OUTSOURCING--RM

Set $50 Mil. Capital project to manufacture Menthol and perfumery plant from designing process & equipment to production, contributing 60% of sales out of all other plants.

Machines commissioned - Refrigeration plant up to -45 deg.C, Boiler, Distillation columns,

500 KVA D.G. set, VCB transformer, MCC, PCC, Dryer, process tanks

PROJECT MANAGEMENT, VENDOR MANAGEMENT, PROCESS VALIDATION / FDA approval

Management representative for ISO 9001, QUALITY ASSURANCE / MANAGEMENT

Develop Cold process to separate Mentha oil to get 99.6% pure menthol crystal.

Manage 1000 Acre contract farming to get continuous supply at right price, cost reduction in procurement 12%, quality improvement 23%, Yield improvement 20%, remove filtration process, reduce talk time / cycle time. Global Supply Chain management – all over world

Samson Group (Alfa-Therm Italy) Production Planning & SPC Manager 1995 – 1998

SOFT / RIGID PVC FILM, Vinyl flooring, Calendared leather cloth - Foamed & UnFoamed, laminated products, printed films, Cushion Flooring, car seats

http://www.royalhouse.co.in/ & http://www.alfatherm.it/en/

Layout planning, ERP – Implementation for 8 continuous process, 600 types product and 750 labors. Facilitating in Global Supply chain, inventory management, value stream mapping

Established Production Planning & control department with TQM and quality assurance system.

Inventory control & reduction - from 94 tons to 23 tons. JIT method.

Product design and development based on market survey.

Production increased from 20 tons to 360 tons per month.

Cost reduction and energy audit. Strategic decision to start combined cycle POWER plant

ELMEX Controls Unit Manager 1994 – 1995

Electrical connectors, auxiliary and snap switches for ABB. Interface modules for power, telecommunication industry http://www.elmexcontrols.co.in/Default.aspx

Process development and productivity improvements, development of TQM culture.

R&D, Technical Product Development for ABB, SIEMENS.

Re-engineering the process, methods, value analysis & engineering.

Activity based costing for cost reduction and cost competitiveness.

Production, Export, Technical Product Development, Administration. Material Management.

Indian Dyestuff Industries Ltd Project Engineer 1991- 1993

CHEMICAL & DYES, DRUGS, scynocloric acid. phalic anhydrid

Maintenance and operations of -BOILERS, GENERATORS, STEAM DISTRIBUTION, REFRIGERATION AND AIR CONDITIONING PLANT, BRINE PLANT, SOFT WATER PLANT, EFFLUENT TREATMENT PLANT, ICE PLANT, AIR-COMPRESSORS, REACTORS - glass lined, rubber lined, tile lined etc.

FILTER PRESS - HYDRAULIC, MEMBRANE DRYERS - Vanulate, fan dryer. Spray dryer etc.

BLOWERS, COOLING TOWERS, PUMPS. TPM, MTBF, RELIABILITY ENGINEERING, PM

Commissioned 2 Mil. CYNOCHLORIC PLANT – Production increase from 3 to 6 ton/day-PROEJCT MGT

PRODUCTION PLANNING & CONTROL for batch processes as well as for continuous process plant.

Introduced yield measurement and costing method.

Identified 10 Mill. Non-moving inventory- INVENTORY CONTROL & MANAGEMENT

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