Continuous Improvement Maintenance Manager

Irshad Saberi

Rochester Hills, MI 248-***-**** ******.******@*******.***

Operations Manager / Production Manager / Manufacturing Manager / Maintenance Manager

Continuous Improvement Manager / Operations Excellence Leader / Master Black Belt

Experienced manufacturing and operations management executive with a comprehensive background in diverse manufacturing sectors. Demonstrated leadership in production, operations, and maintenance management. I am a committed and skilled technical specialist, dedicated to constantly enhancing production methodologies, reducing costs, and increasing equipment efficiency through innovative solutions.

Education:

MS Mechanical Engineering: University of Bridgeport, CT

MBA Management: University of Phoenix 2006

BS Mechanical Engineering: Osmania University, India

Professional Experience:

Manufacturing Consultant

Leader in manufacturing, operations, and consulting with more than five years of experience. Engaged in consulting projects within a range of industries, including automotive, commercial bakery, appliance manufacturing, and general manufacturing/industrial products. Offers a diverse, comprehensive background in operations, covering engineering, manufacturing, supply chain/sourcing, logistics, and strategic planning.

Westlake Pipe and fittings – Maintenance Planner and Process Engineer – Jan 2025- Present

At an injection molding company operating 60 Cincinnati machines, I developed and implemented comprehensive preventative maintenance procedures to improve equipment reliability and minimize unplanned downtime. Using Reliability-Centered Maintenance (RCM) methodology, I established optimal maintenance frequencies based on criticality, failure modes, and machine usage patterns. This included analyzing historical maintenance data, collaborating with technicians to identify common failure points, and standardizing schedules to ensure consistent execution. The result was improved machine performance, extended equipment life, and better alignment with lean manufacturing objectives.

Sterling Heights Assembly Plant (Stellantis)- Repair Manager- March 2024 - Dec 2024

At SHAP (Sterling Heights Assembly Plant), I managed a team of 10–12 skilled repair technicians responsible for diagnosing and correcting issues on RAM trucks in the end-of-line and repair areas. I coordinated daily assignments, prioritized repairs based on production targets, and ensured timely resolution of quality concerns. I supported root cause investigations and implemented corrective actions to minimize repeat defects. Through effective leadership and collaboration, I helped increase the daily number of trucks completed, reduce vehicle rework time, and strengthen team focus on safety, quality, and accountability.

Voestalpine: Master Black Belt Project on Hot Forming Press (Consultant) - Feb 2023 - Dec 2023

As the lead consultant, I championed process engineering and continuous improvement initiatives, tackling project management with a keen focus on team leadership and cost control. I took on the strategic planning and execution of a complex process improvement project aimed at enhancing manufacturing productivity and product innovation within voestalpine’s hot forming process. Through data analysis and business process improvement strategies, I directed a deep dive into the supply chain, initiating a change management approach to address critical quality control issues stemming from manufacturing variability. My leadership in identifying root causes and implementing strategic solutions led to markedly improved operational efficiency and part consistency across production lines, exemplifying operations management excellence.

PLZ Corp Project on Continuous Improvement and OEE Enhancement (Consultant) - March 2022 - Dec 2022

In this project, I embodied the principles of lean management and continuous improvement, overseeing a transformative initiative to boost Operational Equipment Efficiency (OEE) in manufacturing productivity. Leveraging project management skills, I executed strategic planning and process improvement methodologies to overhaul production lines, integrating innovative technology and automation for cost control and efficiency. My team leadership facilitated a culture of operational excellence, elevating OEE by up to 30%, a testament to effective business strategy and operations management in manufacturing environments.

PMG (Sintering/Power Metallurgy) – Maintenance and Facility Manager (Consultant) - March 2021 - Jan 2022

In my role as Maintenance and Facility Manager, I led with a focus on operational excellence and continuous improvement, applying strategic planning and lean management principles to process engineering challenges. My expertise in project management and team leadership drove initiatives to improve OEE, cost control, and equipment reliability. Implementing change management strategies, I spearheaded preventative maintenance programs and root cause analysis, significantly enhancing production planning and manufacturing productivity, demonstrating profound operations management and business process improvement skills.

Group Lean Manager, Constellium Atlanta and Van Buren Manufacturing Plants - Jan 2020 - Feb 2021

As Group Lean Manager, I excelled in strategic planning and continuous improvement, adopting lean management and Toyota Production System methodologies to elevate manufacturing productivity and process efficiency. My role was pivotal in project management, team leadership, and implementing change management strategies across plant engineering operations. By focusing on cost control, process improvement, and root cause analysis, I achieved significant OEE improvements and business process improvements, showcasing my leadership in driving culture change and operational excellence in manufacturing settings

World Class Manufacturing Consultant, Chrysler (FCA) - Feb 2019 – Dec 2019

In my tenure as a World Class Manufacturing Consultant, I epitomized the role of a change agent within Chrysler (FCA), steering comprehensive lean manufacturing initiatives across multiple client sites, including Whirlpool Corporation (7 North American plants) and SGS laboratories (2 locations). My approach was rooted in strategic planning and operations management, focusing on auditing and analyzing plant facilities against the 20 pillars of World Class Manufacturing—10 technical and 10 managerial.

My methodology was characterized by a deep dive into process engineering and continuous improvement practices, where I executed thorough gap analyses to identify business process improvements and align manufacturing productivity with lean principles. This encompassed a holistic view of plant engineering operations, cost control mechanisms, and production planning efficiencies, underpinned by a strong project management and team leadership ethos.

The application of strategy and business analysis facilitated culture change and change management across organizations, enhancing customer service and business development through the implementation of strategic interventions in safety, quality, throughput, and profitability. I leveraged WCM tools and problem-solving techniques to elevate operational standards, fostering a leadership culture that empowered stakeholders to engage with strategic planning and business strategy. My role was crucial in developing leadership competencies, ensuring the sustainability of operational excellence and manufacturing productivity through the adept application of WCM principles, thereby driving significant improvements in KPIs and operational metrics.

By articulating your experience in this manner, you not only demonstrate your expertise in specific areas but also align your resume with industry-relevant terminology and concepts, which can help in attracting the attention of recruiters and hiring managers looking for candidates with a strong background in manufacturing and operations management.

Head of Operations, Maintenance, Manufacturing Engineering and Lean Programs, CraftMark Bakery July ’17 – Feb’ 19

Formulate business strategy with others in the executive team, Design policies that align with overall strategy, Implement efficient processes and standards, Evaluate risk and lead quality assurance efforts. Oversee expenses and budgeting to help the organization optimize costs and benefits. Mentor and motivate teams to achieve productivity and engagement. Report on operational performance and suggest improvements Initiated maintenance methodology to identify autonomous and technical maintenance teams and maintenance procedures. Built lean manufacturing structure ground up in a rapidly growing commercial bakery with six production lines. Managed continuous improvement, autonomous and preventive /technical maintenance, and sanitation departments. Defined, facilitated and implemented the CI2 (Continuous Improvement Initiative) to achieve business objectives for safety, quality, delivery, cost and an action-based culture. Collaborated with the leadership team to identify ways to accelerate the culture change necessary to support CI2 as the norm.

●Identified losses using lean manufacturing strategy. Targeted 65% of $7M identified losses with 32 projects with ROI > 2.

●Executed Autonomous Maintenance program utilizing factory wide operators to improve Machine OEE. Developed nine Level III and four Level IV operators. Autonomous teams eliminated breakdowns totaling an average of 3 hours/ day, resulting zero breakdowns by rigorous AM and PM of 8 hours per week of cleaning, sanitizing and maintenance activity.

●Reduced scrap due to quality rejects and machine performance from 2017 to 2018 by 40%.

●Formalized the Lean Management Audit System with tiered daily audits, Gemba walks, standard work observation with compliance increasing from 60% to 95%

●Instituted cultural engagement and accountability by establishing key metrics to monitor lean implementation. Developed organizational expansion and sustainment strategy. Initiated human error tracking and root cause analysis to improve quality with error proofing.

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Chrysler (FCA) – Maintenance and Production Manager / World Class Manufacturing Jan ’01 – Jun ’17

Senior Manufacturing Manager/Lean - World Class Manufacturing, Jun ’15 – Jun ’17

Worked closely with the Plant Manager to develop and implement lean manufacturing methodology. Led 10 technical and 10 managerial pillars, including Safety, Cost Deployment, Focused Improvement, Workplace Organization, Quality Control, Logistics, Professional Maintenance and People Development. Proficient in 250 reactive and proactive tools used for inductive and deductive reasoning to solve problems. Instituted solutions across the plant to eliminate loss and waste, improved productivity and throughput.

●Prioritized perimeter losses and waste for improvement activities by department and area

●Attacked 10M losses in BIW & Paint using Model Area approach - eliminated breakdowns in Sealer System and Aperture Line

●Attacked 7M in Quality Machine using PPAs in Powder and Color Booths

●Created WCM online Learning Management System at SHAP for all technical and managerial pillars – benchmark at FCA.

●Established Plant Manager and Center Manager regimens for Green Rooms (Safety & Environmental activities), Blue Rooms (Project/ problem solving), Orange Rooms (OEE via AM & PM) to visualize status and facilitate involvement in activities.

●Developed succession plans and training program with PD (HR) to improve technical and skill radar charts for specialists and leads.

NAFTA Lead for Autonomous & Professional Maintenance – WCM, Junior Auditor, May ’12 – Jun ’15

Led the implementation of World Class Manufacturing (WCM) for Autonomous Maintenance across 31 Assembly, Stamping and Powertrain manufacturing facilities for FCA for 37 Plants.

●Developed the AM Pillar strategy to achieve zero accidents, zero breakdowns and zero defects related to machines for all NAFTA plants

●Drove pillar activities and initiatives on the WCM Central Team to create knowledge-based standards, documents and processes

●Coached, guided and directed plant Pillar Leads for WCM audits and expansion reviews and succession development and effectively measure results tied to activities that eliminate the plant's waste and losses. Developed 42 new specialists in AM across NATA

●Improved AM in 29 plants from Score 1 to Score 3. Score 3 is awarded when a 50% reduction is achieved in losses from AM breakdowns

●Introduced and implemented the orange room concept across FCA plants to visualize and track AM/PM activities

●Created 100 day plans for plants to achieve AM/PM goals, later benchmarked by all other regions of FCA

●Created online course content for the WCMA to teach methodology and criteria for AM and PM

●Conducted WCM Audits as Junior auditor, expansion audits, workshops, benchmarking trips -TOFAS, EMEA and CNH plants

Maintenance Manager / Professional Maintenance & Early Equipment Manager, Nov ’10 – May ’12

●Developed vision and business goals for equipment and machine maintenance during production and new equipment design

●Led Professional Maintenance KPI improvement - MTBF, OEE and MTTR, in model and expansion areas of JNAP

●Coached skilled trades, management and union leadership in lean principles for TPM strategy for equipment management at JNAP, increased people engaged in PM by 300%

●Recognized challenges and eliminated hurdles to the progress of PM pillar activity. Achieved PM deployment according to route map, improved PM from Score 1 to Score 2

●Machines properly maintained using PM principles expanded by 600%

●Launched five new machine systems with 90% OEE to target of 85% with 1-week vertical startup and zero breakdowns

Production Manager & Maintenance Manager, Mar ’05 – Nov ’10

Managed department of five salaried and 24 hourly employees to complete Preventive, Predictive & Breakdown maintenance in Assembly and Paint areas within budget. Developed a lean knowledgeable team and provided technical leadership to operate and maintain pumps, power systems, free conveyor systems, painting robots. Integrated launch and new equipment flawlessly into manufacturing lines and maintenance cycles.

●Saved $700,000 in three Assembly projects using Statistics, DOE and Shainin strategies to solve problems.

●Built strong working relationships with other departments (LEPC, MOA, AME, PVE, IT Group) and eliminated many lingering throughput issues. Improved throughput in paint shop by 12 % and quality scrap by 5% in one year

●Implemented a robust system to ensure all backup machinery are periodically rotated and maintained. Developed best practices and benchmarked initiatives to improve capacity and throughput efficiencies.

Maintenance Supervisor, Feb ’02 – Mar ’05

●Supervised six skilled trades employees to ensure equipment ran without breakdowns. Reduced reactive mode maintenance from 40 hrs. per week to 20 hrs. per week. Reduced start up downtime by 10%

Process Quality Engineer, Jan ’01 – Jan ’02

●WTAP built AN & DR trucks was responsible for improving and maintain the quality in Electrical and Fluid fill areas and support production to meet throughput and quality goals. Improved Electrical FTC by 10% and eliminated Brake Fill, Power Steering, AC and Trans fill issues with volume and repeatability.

Early Carrier

Project Manager, MeriLAB Inc. Feb ’98 – Dec ’00

Expertise in following areas:

• 5S/ 4M/ 5T/ 5Why

• JIT

• Six Sigma Black Belt/ TRIZ

• Bottle Neck Analysis (TOC OLE, OEE & SMED)

• Quality Maintenance

• DOE

• Shainin Red-X tools

• Environment & energy management

• Muri/ Mura/ Muda

• SOP/SMP

• Error/Mistake proofing

• Safety Mgt system using Heinrich Pyramid

• Kaizen/ A3 reports

• JIDOKA

• Visual management

• Maintenance - TPM, TBM, CBM & RCM

• DFM/DFA

• MECE

• Value Stream Mapping

• Safety & Quality Risk assessment

• VA/VE

• D/PFMEA

• Early equipment management

• Quality assurance – TS16949 & ISO9001

Computer Skills:

• AutoCAD 2000/ SolidWorks

• Microsoft Office Suite/Visio/ Project

• Ladder /RS Logic/Control Logics

• Visual Basic/VBA

• Minitab/ Weibull analysis

• Microsoft Forms/PowerApps

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