Manager Project

DHARMENDRA KHANOLKAR

** *** ******* **. ******* Park, CA 91320 **********.*********@*****.*** 248-***-****

SUMMARY OF STRENGTHS

More than 17 years of experience

In-depth knowledge of engineering plastics, chemicals and specialty materials

Demonstrated ability to drive profitable growth through new business development, strategic planning, product positioning and technical marketing

Track record of winning contract negotiations and effective customer relationship management

Proven leadership with high level of initiative, maturity, motivation, tenacity, energy and innovative out of the box thought process

Global negotiating expertise, market assessment and analysis, brand development

Successful record of managing P&L and marketing of domestic and international programs supporting product engineering and operations

CORE COMPETENCIES

Visionary Leadership

Key Partnership Development (OEMs & supply chain partners)

Efficient Organizational Structuring

Global Strategic Alliances

Tactical Market Planning

Risk Management

Leading International Teams

Global experience

High degree of professionalism

Crisis Management

High level of integrity and drive

Fluent in English & several native Indian languages

Working knowledge of Spanish, Portuguese and Japanese

EDUCATION AND CREDENTIALS

Six Sigma Green Belt Training PROGRESSIVE MOULDED PRODUCTS, Toronto, Canada

Bachelor of Science, Mechanical Engineering UNIVERSITY OF PUNE, Pune, India

MS (Adv, Mfg, Eng, & Robotics) WORCESTER POLYTECHNIC INSTITUTE, Worcester, Massachusetts

Professional Associations

PROJECT MANAGEMENT INSTITUTE (2006 – Present)

Professional Networking Groups

LinkenIn.com; Xing.com

PROFESSIONAL EXPERIENCE

KDL PRECISION MOLDING CORP., Pacoima, CA 08/2009 – 08/2011

Operations Manager / Director, New Business Development

For the initial 1.5 years, I managed the day to day operations of the plant.

I currently manage the Sales and New Business Development activities for KDL Precision Molding and Custom Silicone Technologies (A KDL spin-off)

Key Achievements

Established a primary focal customer service contact for all customers which led to the elimination of inconsistent responses to customers

Initiated and established a regular production meeting of all area supervisors to define and establish production and delivery priorities

Worked diligently on creating an environment of teamwork and trust within the organization

Facilitated and hired key manufacturing and quality personnel.

Established job descriptions for all departments and established goals and objectives for each department working closely with the respective department managers.

Initiated and established cross-functional team MRB meetings. Worked closely with the teams to do root cause analysis of quality rejects

Facilitated and drove the creating of clear work guidance documents for individual parts for operators so that they had a clear understanding of the acceptance / rejection criterion

Improved processing efficiency in the plant by about 20% in the molding departments and identified the trimming are as the bottleneck and hired additional personnel to minimize the bottleneck.

Worked closely with the cross functional teams to lower scrap rate by about 45%

Introduced the culture of considering and adopting new technologies with the organization

MULTIBASE INC., A DOW CORNING COMPANY, Troy, MI 12/2007 – 02/2009

Business Development Manager / Segment Manager – The Americas

Integral part of the Marketing and Sales Team for managing $250 million Division of Dow Corning Corporation. Multibase is a leading compounder in Europe, the USA and India serving the automotive, packaging, wire & cable, appliance, specialty products and garden furniture industries with more than 300 million pounds capacity and research laboratories to assist its subsidiaries and customers with research and development challenges.

As a Business Development Manager, I was challenged with the implementation of the business strategy to grow non-automotive and distributor business in the Americas. As internal “entrepreneur”/project manager with customer responsibility I was entrusted with the development of applications for – and with – existing and new clients in the non-automotive market. My goal was to establish a close liaison with customers and contribute to the generation of New Business. I defined/optimized pricing, terms and conditions, forecasts and services. Acted as interface between customers and internal departments.

Key Achievements

Responsible for achieving sales target of $8 million during an economic downturn

Improved the profit margins for our products with all customers by successfully implementing price increases

Positioned to grow the business over two years in South America by 20% and in North America by 15%

Projected documented revenue growth by virtue of new business and pricing increases in the Americas by $2.5 million by 2010

Worked closely with Product Development Group to successfully introduce two unique product lines in the market to effectively help customers lower their Carbon footprint

Be the Multibase 'face' to selected key customers

PROGRESSIVE MOULDED PRODUCTS, LTD., Auburn Hills, MI 06/2004 – 12/2007

Senior Program Manager, Chrysler Business Unit

Essential part of the US office of a $750 million automotive manufacturing infrastructure with two engineering offices and ten manufacturing locations in the US, Canada and Mexico.

Lead and provide strategic direction with full responsibility for P&L of all programs in development and launch mode. Report to Director of Program Management. Influence and drive global procurement of tooling, equipment, components and raw materials. Provide cross-functional management; direct 3 Program Managers, 5 Product Engineers and general oversight of 12 additional employees. Redefined organizational structure, facilitated major pricing decisions and perform monthly financial evaluation of all programs in develop and launch mode. Worked closely with Sales and Marketing Group in negotiating pricing contracts with OEM’s in US and Canadian currencies to leverage the dollar fluctuations to advantage.

Key Achievements

Created a more responsive and market-driven program management organization intimately in touch with specific OEM’s requirements

Inspired Programs Managers to run programs like individual strategic business units

Standardized internal program management gate review process

Re-aligned product design and development processes and reduced process steps by 20%

Provided “cross-OEM” training to all Program Directors to get a clear understanding of all OEM product development business models

Established clear definition of roles and responsibilities of all cross functional teams members required in a program team. Excellent knowledge of Chrysler SMART and other systems

Opened marketing channels with “New Domestic” OEM’s to help diversify the company’s current customer portfolio of Big Three

LEAR CORPORATION, Tokyo, Japan & Dearborn, MI 06/2000 – 06/2004

Platform Manager, Nissan Business Unit

Provide executive leadership Program Managers in the Business Unit. Align LPMP (Lear Program Management Process) with Nissan program timing milestone. Managed a tooling budget of $49.6 million and total program revenue of $55+ million for four years.

Spearheaded vision, strategy and execution of global program management for Lear Corporation. Accountable for staffing, strategic directives and training of US and Japan based program managers. Directed project teams across two international time zones through due-diligence, prioritization and development. Reported to Global Director of Program Management.

Key Achievements

First Nissan program designed in Japan and built in the US

Lead and manage Program Managers who interfaced with Nissan in the US (Design and Manufacturing locations) as well as Nissan Design in Japan

Rotated program members out of two key program teams to provide valuable international experience to all team members

Program Team achieved design completion in a record 38 week, a 27% reduction in program timing

Eliminated prototype tooling resulting in a net tooling cost savings of $38 million

LEAR CORPORATION, Dearborn, MI 07/1999 – 06/2000

Engineering Manager, Ford Business Unit

Provide executive leadership for $20 million infrastructure with three offices and net field profit of $3.8 million

Report to Ford Business Unit Director. Provide cross-functional management; direct 3 Engineering Supervisors with 6 Engineers reporting to them, 2 Program Managers, 1 Account Manager and general oversight of 10 additional employees.

Key Achievements

Managed integration of the entire vehicle interior on behalf of Ford Motor Company

Provided direction and deliverables to other FMC suppliers for interior components

Ensured that PLM structure was at the latest level for all suppliers to evaluate the CATIA model data integrity

TRW AUTOMOTIVE, Westminster, Massachusetts 08/1994 – 06/1999

Product Engineer

Lead and manage the product design, development and implementation of all fasteners and dynamic airbag module covers components through the product development cycle to launch

Worked on product and process improvement of Fastening Systems. Worked with product development to reduce cost and manufacture parts efficiently using Lean manufacturing techniques, KANBAN & line balancing techniques.

Performed MOLDFLOW analysis on new parts and assist in mold design layout and primary process parameters. Performed root cause analysis for part failure in service & work with related departments to correct the problems. Estimated molding and tooling costs for possible new projects.

Key Achievements

Managed 2Simulation Engineers

Created a MS-Access database to manage all the parametric design models for product engineering

Created a regression model to predict preliminary flow-front dynamics

Reduced modeling and analysis time by 30% by implementing the utilization of parametric model libraries

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