Engineer Controls

Badar Qureshi

*** ***** ****., ******, ******* L*T-0T8

Phone: 647-***-**** Email: *********@*****.***

PROFILE OF QUALIFICATIONS

• Over 6 years experience in successfully managing multi million dollar projects in fast pace environment, utilizing “Project Management Life Cycle” principles.

• Responsible for creating budgets for Welding and Stamping departments (for both operating and capital projects).

• Responsible for creating bid specifications for up to $2.0 million dollar projects, and managing them from start to finish. Utilizing resources effectively and efficiently.

• Responsible for negotiating with Japanese robotic cell builders and buying-off on multi million dollar automation equipment before shipping them over to the manufacturing facility.

• Highly focused and results-oriented in supporting complex deadline driven operations; employing “Toyota Problem Solving” tools to breakdown the problem and develop effective countermeasures.

• Solid leadership skills and strong work ethic resulting in being appointed a champion and lead for any safety related modification in welding department in Woodstock Toyota Plant.

• Very proficient in project risk management and contingency planning/execution.

• Successful change agent within Welding/Stamping department at Toyota (TMMC), creating many new systems level standards and training team members on those standards.

EDUCATION

Masters of Business Administration MBA, (Finance & Strategy) December 2010

Wilfrid Laurier University, Waterloo, ON.

Relevant MBA Courses: Organizational Change Management, International Business Strategy and Negotiations, Investment Management, Operations Management, Derivatives (Options, Futures, and Swaps), Ethics and Conduct of Business.

Bachelor of Engineering Science, Electrical Engineering April 2006

University of Western Ontario, London, ON.

PROFESSIONAL EXPERIENCE

Toyota Motor Manufacturing Canada (TMMC), Woodstock, ON 2006 – Present

Production Engineer (Welding Department) – RAV4 Model

• Managing quality improvement initiatives in welding department to ensure zero critical out-flow to customer.

• Created, implemented, and trained key personnel on “Safety Device Change Management Standard” all throughout TMMC organization (Cambridge plant and Woodstock plan).

• Lead Electrical controls engineer for welding department – Specializing in control reliable safety systems.

• Responsible for creating various change point management systems at TMMC, leading to better due diligence compliance, vehicle quality improvements, and cost savings ($500K / Year).

• Lead engineer for minor model change from welding department (RAV4 - FY12).

• Internal ISO 14001 auditor.

• Responsible for leading Kaizen team and improving processes to enhance Safety, Quality, Productivity and Cost.

New Model Engineering Team (Launch of Toyota Woodstock Plant) – RAV4 Model

• Led activities to improve productivity of servo press line - 50 Gross Strokes per Hour improvement.

• Forecasted and prepared operating and capital budget submissions for production, maintenance and engineering groups in the Stamping department.

• Coordinated and managed installation and commissioning of 4600 Ton servo press and 50 Nachi Robots, resulting in meeting productivity and quality targets.

• Responsible for conducting equipment buyoffs in Japan, ensuing tool builders meet TMMC’s specifications and Canadian safety standards.

• Responsible for developing plant wide standard for routine entry and zero energy lockout procedures.

Manufacturing engineering (Toyota Cambridge Plant) – Corolla & Matrix Model

• Led cycle time reduction activities in welding department. Reduced cycle time on Final line from 58 seconds per vehicle to 56 seconds per vehicle (2 seconds improvement per cycle).

• Responsible for planning all jobs during summer shutdown for entire welding department (Maintenance and Engineering departments), resulted in 98% successful completion rate.

CAMI Automotive Inc., Ingersoll, ON – Controls Engineer 2004 - 2005

• Project Leader for installing and commissioning 5 buffer conveyors (total cost $650K) in body shop. This eliminated bottleneck areas and improved throughput in the shop by 2 units an hour.

• Project Leader for installing 60 new HMI machines in body shop (VersaView 1500H). This significantly reduced the number of physical buttons on the panel, made operator interface with equipment more user-friendly, hence significantly reduced MTTR (mean time to recover).

• Project Leader for the Ethernet and Fiber Optic Network installation for GMT192 – Pontiac Torrent line (Entire Weld Shop). This network supported equipment automation interlocks and data collection from shop floor equipment to show the status of the key performance indicators.

• Controls support for production (increased productivity by implementation of throughput improvement process – equipment cycle time optimization that had generated in excess of $250K monthly savings).

COMMUNITY INVOLVEMENT AND INTERESTS

• Active member of London Cricket Club (LCC) since 2001.

• Member of Society of Professional Engineers of Ontario.

• Advised board members of Canadian Motor Vehicle Arbitration Plan (CAMVAP) on how to improve awareness of their program, and to streamline their processes to bring about efficiency in order to provide quick and reliable service to the consumers.

• Created a case study and business plan for the 1972 Team Canada Experience Museum (Hockey Museum) in order to obtain charitable organization status.

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