Plant Manager Project

Shaiwal Kapoor

New Hyde Park, NY *****

347-***-**** Email: *********@*****.***

SUMMARY

A proactive, hands-on manufacturing leader with progressive experience managing manufacturing operations and processes for diverse industries. Expertise in production, planning, material management, project management, safety programs, quality improvement, and cost reduction initiatives using Lean Six Sigma methodologies. Strong organization and communication skills which facilitate success in attaining commitment and teamwork. Responsive to the needs of diverse staff by providing coaching, mentoring, and team building skills.

EXPERIENCE

Alan Baird Industries, Ho-Ho-Kus, NJ (2019 – Present)

Specialty high volume wire and cable manufacturer with a strong focus on medical robotic surgery application and other high performance precision mechanical components requiring custom design.

Director of Manufacturing Operations

Responsible for multi-facility manufacturing operations and accountable for Production, Manufacturing Engineering, Supply Chain, Facility Management, Maintenance, and Shipping/Receiving/Warehouse. Lead a team of 10 direct reports and 150 hourly employees generating annual revenue of 75M+.

Strategized to support 80% increase in volume while added only 25% additional headcount through process improvements including automation, streamlining processes, improving plant layout, and implementing lean six sigma principles.

Ensured safe work environment through development and execution of facility EHS compliance to local and OSHA standards.

Developed and drive positive cultural change in manufacturing operations via clear operational goals on relevant KPI’s including material, overhead, overtime, labor productivity, fill rates.

Developed a culture and environment through implementing Continuous Improvement and Operational Excellence techniques to deliver “best in class” results in the areas of Employee Relations, COGS, Quality, Customer Service and Plant Operating Costs.

Partnered with NPI and Design Engineering teams to launch new products – on time (98%), on cost, and on quality.

Laborie (Formerly Cogentix Medical), Orangeburg, NY (2017 – 2019)

Division of global medical device company that designs, manufactures, repairs and markets flexible endoscopes and hardware accessories for use in various medical specialties including urology.

Manufacturing Manager

Responsible for day-to-day micro electro-mechanical assembly operations, manufacturing engineering, facilities/equipment maintenance, safety programs. Revenue totaled $20 million; team consisted of 25 personnel.

Exceeded on-time shipment and first pass acceptance rates from the established goals of 95%.

Achieved zero findings during ISO 13485 medical device manufacturing regulatory audits two years straight.

Implemented CAPA for manufacturing tools/equipment process controls and traceability requirements for over 650 production tools/equipment.

Provided support and guidance to manufacturing engineering to resolve technical process issues, address supplier non-conformance, and document medical manufacturing regulatory requirements.

Reduced the number of non-conforming material backlog through manufacturing engineering evaluation and process rework from 225 to less than 50 during a span of 15 months.

Reconfigured and consolidated production floor to streamline and simplify production flow and space utilization and to accommodate newly launched product.

First responder to facility safety related issues; one OSHA recordable incident during two years.

Kimber Manufacturing, Yonkers, NY (2014 – 2017)

Leading premium firearm designer and manufacture for military, law enforcement, and firearm sports consumer market.

Manufacturing Integration Manager

Support and advance cross-functional new product development initiatives critical in meeting organization’s strategic goals and objectives; over 100 new product line extensions and 3 major new platforms were introduced contributing 20% to company’s total revenue during the year 2015 and 60% during year 2016.

Streamlined NPD, post design validation, and production ramp-up processes that reduced new products launch timeline by over 50%.

Implemented weekly cross functional project status meetings to ensure high level of engagement, communication, and accountability toward meeting new products introduction goals.

Led continuous improvement initiative task force on new products to reduce manufacturability cost, improve quality, and increase through-put to support customer expectations.

Essilor of America -21st Century Optics, Long Island City, NY (2012 – 2014)

The world’s leading ophthalmic optics company, Essilor designs, manufactures and markets a wide range of eyeglass lenses to improve and protect eyesight.

General Manager (2013 – 2014)

Responsible for overall business operations of $18 million in sales with a team of 70 personnel.

Initiated Lean Six Sigma process improvement and cost reduction projects to streamline processes that resulted in an annual saving of $967K.

Partnered with Sales and Marketing to promote brand products, customer retention programs, customer win backs and adding new accounts resulting in increased sales of $50K per day.

Enforced stricter credit policies and eliminated “no question asked” returns resulting in a savings of $1.5K per day; defective returns analyzed and feedback provided to manufacturing process owners.

Consolidated couriers to deliver multiple times throughout the day resulting in quicker turn-around, shipping errors reduced by 80%, and realized an annual savings of $33K.

Introduced performance driven culture that promoted employee empowerment, accountability, and involvement; employees not seen as tools but rather as business associates.

Process Manager (2012 – 2013)

Developed a team of 8 technicians at anti-reflective coating center to become a self-directed work team; responsibilities included production, planning, materials management, purchasing, and machine maintenance.

Project Manager to upgrade and automate anti-reflective coating capabilities with a budget of $350K; production capacity increased by 25% without adding headcount; anti-reflective market penetration increased by 30% on premium products.

Performed plant wide value stream mapping to accurately allocate headcount on work centers, improve production flow across different work centers, and revised employee work schedules based on incoming volume.

Improved plant productivity by 10%, breakage by 15% and turn-around time by 15%.

Developed key process indicators (KPIs) as part of process control, corporate reporting, and for department performance measurements.

Sigmund Cohn Corporation, Mount Vernon, NY (2009 – 2011)

Manufacturer of metal fabricated products for medical, automobile, electronics, jewelry, and temperature sensing industries.

Manufacturing Manager

Managed all aspects of production, material planning, including supervisor and 25 hourly personnel.

Improved on-time delivery performance from 85% to 96% through improved process flow and eliminating non-value adding activities.

Developed strategic stock levels and reduced lead times by 35% on made to order products.

Consolidated spooling and packing operations through new layout to reduce headcount requirement by 20%.

Led a project to implement production routers to comply with traceability, product costing, tracking movement of jobs, and to document process instructions.

Established key performance indicators to measure and improve manufacturing capabilities and costs.

Tiffany & Company, Pelham/Mount Vernon Manufacturing Facilities, NY (2004 – 2009)

Retailer, designer, manufacturer, and distributor of fine jewelry, timepieces, silverware, china, crystal, stationary, fragrance and accessories.

Manufacturing Manager

Instrumental in the start-up and leading a high-end jewelry manufacturing operation with 50 employees and administer $8 million budget. Provided direction to manufacturing, materials management, quality control, manufacturing engineering, facility maintenance, shipping/receiving, human resources, and safety functions.

Exceeded profit plan by 30%, productivity improved 5% year over year, first pass quality improved by 22%, on-time delivery target exceeded goal and averaged above 95%.

Led cross functional project teams on Lean Manufacturing initiatives to reduce WIP, improve quality, reduced cycle time, process standardization, and development of key process performance measurements. This resulted in an annual cost saving of 250K.

Increased inventory turns from 3 to 10 per year through implementation of just-in-time methods, kanban systems, and improving production flow.

Implemented cross-training program to eliminate process bottlenecks resulting from demand/product fluctuations. This resulted in an improved in-house manufacturing capability and strategic reduction on outsourcing needs.

Chaired and reorganized Safety Committee overseeing safety program at NY Manufacturing locations. Reduced OSHA recordable incident rate by 30%.

Standard Motor Products Inc. Long Island City Manufacturing Facility, NY (1999 – 2004)

Manufacturer and distributor of replacement engine management and temperature control parts for motor vehicles.

Production Manager (2001 – 2004)

Managed all facets of the manufacture of automobile ignition coils, including production, manufacturing engineering, scheduling, and facility maintenance. Led a production workforce of 40 employees with the operational ($2.6m) and capital ($75K) budgets.

Improved on-time delivery of customer orders to 98% through improved material planning, scheduling, and reducing machine downtimes.

Conducted product flow analysis, and established maintenance, time study, and cost reduction procedures.

Reduced scrap and rework by 30% of total production volume; reduced downtime on key operations from 15 hours per week to less than 4 hours per week average.

Reorganized plant layout that generated an annual savings of $150,000 through reduced labor and material handling costs.

Developed and implemented effective work safety programs consistent with OSHA regulations, HAZMAT, emergency planning, and general safety requirements.

Manufacturing Engineer (1999 – 2001)

Led a project to phase out an existing product line and outsource its manufacturing operation to Mexico.

Coordinated introduction of new products and product lines from design stage to full manufacturing stage on –time and in a budget conscious manner.

Coordinated activities for maintenance personnel including training and support. Developed maintenance schedules and instructions for manufacturing tools/equipment.

Created and implemented a SPC system for critical manufacturing operations that resulted in a 20% reduction in scrap rate and 10% increased productivity.

Schick Technologies, Long Island City, NY (1998 – 1999)

Designer, manufacturer, and distributor of digital radiography equipment.

Industrial Engineer

Introduced new digital imaging products from design stage to full manufacturing stage. Provided support on existing processes to improve process repeatability, improved process and product yields, reduced cycle time, and increased production throughput.

Responsible for maintaining item master, BOM and work center routing. Performed product cost evaluation, conducted time and motion study, developed process flows and floor layout.

Project leader to help increase warehouse storage capacity and decrease material handling costs by 25% through floor layout changes and improved storage methods.

Advanced Technological Solutions, Inc. (Formerly IBM Manufacturing Facility) Brooklyn, NY (1993 – 1998)

Formerly an IBM manufacturing facility provided manufacturing repair and reclamation services on electro-mechanical assemblies of IBM POS terminals, laptops, monitors, and various other IBM electronic products.

Manufacturing Engineer

Project coordinator of multimillion-dollar contracts from IBM and Pitney Bowes. Prepared cost estimates and developed repair, refurbish, and reclamation processes of electronic and electro-mechanical assemblies.

Core team member in achieving ISO9002 Certification by developing and implementing Engineering and Manufacturing process guidelines.

Trained and certified manufacturing operators on manufacturing processes to insure achievements for productivity, quality, and cost targets.

COMPUTER SKILLS

Microsoft Office, Microsoft Project, Visio, Labor Time Management Systems (ADP Workforce, Paylocity, Insperity Timestar, Paychex), MRP Systems (JD Edwards, Fourth Shift, Vision Star, Microsoft Dynamics NAV, MAPICS)

EDUCATION AND TRAINING

Master of Science in Management (Operations). Polytechnic University, Brooklyn NY

Baccalaureate Degree in Electro-Mechanical Engineering Technology. The City College of New York, School of Engineering

Lean Six Sigma Certification (Green Belt)

Management Development Program – Tiffany & Company

Leadership and Team Building Skills for Project Management

Coaching Conversations

Numerous other company sponsored courses

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