Manager-Operations

SHASHANK JOSHI

*** ********* ******* #*** ***** Rock, Texas 78665 512-***-**** z22dqh@r.postjobfree.com

PROFILE

Highly skilled and experienced Manufacturing Engineer with a very successful record of introducing Lean Manufacturing and Total Productive Maintenance (TPM) methodologies in such industries as automotive and motorcycle components, electronics, ERW & CDW tubes.

Experience spans all areas of Manufacturing and Production, Facility Maintenance and Planning, QMS and HSE Regulatory Systems, and Production and Facility Budget Planning.

Hands-on experience with implementing Quality Systems (ISO/TS-16949: 2009, ISO14001, OHSAS 18001:2007), KANBAN, Poka-yoke (fail-safing/mistake proofing), and Kaizen continuous improvement practices, and Lean Six Sigma practices.

Direct experience with all areas of line setup including Hydraulic Press, CNC Grinding Machines, CNC Pipe-bending Machines, Welding Robotic Systems, Welding Machines, Air Compressors, HVAC systems, Air Dryers, Machines working on Hydraulic / Pneumatic controls, PLC’s, Drives.

Working knowledge of CMMS.

Excellent interpersonal communication and presentation skills. Accomplished in building and leading highly motivated, professional and technical teams and in working with Executive Management to accomplish overall corporate goals.

PROFESSIONAL EXPERIENCE

FAURECIA EMISSIONS CONTROL TECHNOLOGIES – PUNE, INDIA DECEMBER 2002–MAY 2011

Formerly known as Yutaka Autoparts, the firm is a specialist in design and manufacture of automotive solutions and is a global leader in emissions control technologies, seating, interior systems, and exteriors. It is the world’s 5th largest and Europe’s 3rd largest automotive supplier.

Manager, Production & Maintenance

Supervised a team of more than 8 engineers and equipment and facility maintenance technicians in monitoring and improving manufacturing and new product-development processes; also led a production team of more than 150.

Major Achievements

By introducing Lean Manufacturing for the muffler assembly section, increased production from 180 sets per day to 270 sets per day.

Reduced total setup time from 21% to 11% of operation time form projects in one year by introducing the Single Minute Exchange of Dies (SMED) concept.

Led the successful TPM KICK-OFF in December 2008.

Reduced the rejection level from more than 700 PPM to less than 75 PPM in one year by implementing Kaizen and Poka-yoke methodologies.

Maintained breakdown time at less than 0.3% of available hours.

Introduced KANBAN to manage vendor relationships and minimize cost of spares and inventory.

Reduced electricity consumption from 2.35% to 0.9% by installing demand controllers, an APFC system, Harmonic Filter, and Energy Savers.

Successfully implemented production projects for Honda Motors and Scooters India, Ltd., the Honda Siel Cars India Ltd., General Motors, Tata Motors, Ltd., bringing them all in on time and within budget.

Oversaw refurbishment of a line of written-off machinery to bring it back into operation for the manufacture of pre-silencers.

Played a pivotal role in securing an ACMA Gold Award for Quality & Productivity for the company in 2005–2006.

Process Enhancement

Work focused on optimization of process parameters, executing continuous improvements in process capabilities, reducing rates of rejection of finished products, introduction of lean manufacturing methods. Balanced CSM/VSM tool and cycle time to maximize utilization of machine, manpower, and control on in-process inventory.

Facility Maintenance

Introduced continuous maintenance and practiced the 4 “pillars” of TPM (JH, KK, PM, and QM) throughout the entire plant. Minimized downtime, mean time to repair (MTTR) and mean time between failures (MTBF) by utilizing predictive maintenance methods, critical spares planning and procurement, scheduled reconditioning of machines, and selection of machines based on cost and performance. Visited facilities in South Korea and Japan for equipment inspection and tryouts of the General Motors project.

SHASHANK JOSHI PAGE 2

FAURECIA (CONTINUED)

Quality Management

Implemented Total Production Management (TPM) systems and introduced such best practices as Lean Manufacturing, TS16949 Quality Management System, ISO 14001, OHSAS 18001, KANBAN, Poka-yoke, Kaizens, and Quality Circle activities to effect continuous quality improvement in all processes. Used such problem-solving tools as 7QC, 8D, Why-Why, and 5W2H in root-cause analysis and to resolve customer complaints. Followed up with process owners to eliminate nonconformities identified in internal and 3rd-party audits and conducted monthly management-review meetings to report status of key performance-improvement initiatives to senior management.

Production Management

Coordinated all production operations and formulated and executed production and manpower schedules. Coordinated with other departments to ensure achievement of daily and monthly production targets, full utilization of plant capacity, reduces costs by line balancing and productivity improvement, and develops comprehensive strategies for resource allocation. Assessed existing manufacturing systems to identify and capitalize on opportunities to improve processes. Monitored overall equipment efficiency (OEE) and documented process improvements. Led monthly manpower planning and shift scheduling meetings.

HI-REL COMPONENTS – PUNE, INDIA DECEMBER 2000–DECEMBER 2002

A manufacturer of printed circuit boards (PCBs) for such electronics industry clients as Siemens, ABB, Messung, Mitsubishi, and Videocon.

Maintenance Officer

Directed a team of 8 responsible for all facility and line maintenance operations.

Led a successful initiative to bring the department into ISO 9001 compliance.

DURO SHOX – PUNE, INDIA FEBRUARY 1997–NOVEMBER 2000

A manufacturer of shock absorbers for such 2-wheeler OEMs as Bajaj Auto, Kinetic Engg., and Hero Honda.

Senior Engineer, Maintenance

Oversaw all machinery maintenance at the manufacturing facility.

Prepared all documentation for a successful ISO 9001 application.

Increased machinery uptime from 74% to 97%.

TUBE PRODUCTS OF INDIA – PUNE, INDIA MARCH–JULY 1996

A manufacturer of welded and cold-drawn tubes for automotive and boiler OEMs.

Executive Production

Was instrumental in achieving ISO 9001 certification for the plant.

KINETIC ENGINEERING – AHMEDNAGAR, INDIA SEPTEMBER 1994–FEBRUARY 1996

An ISO 9001 manufacturer of 2-wheeler, 100-CC, bikes.

Production Engineer

EDUCATION

SHIVAJI UNIVERSITY, INDIA BACHELOR OF ENGINEERING, PRODUCTION, 1994

CONTINUING EDUCATION

SAP Production Planning Module, Delphi Computech, INDIA

TPM Implementation Course, Japanese Institute of Plant Maintenance

Jishu Hozen (Autonomous Maintenance), Confederation of Indian Industry

Planned Maintenance to Achieve Zero Breakdown, Confederation of Indian Industry

Lean Manufacturing Practices, Confederation of Indian Industry

Energy Conservation in Industry, Institution of Engineers INDIA

Industrial Safety, Confederation of Indian Industry

Lead Auditor of ISO/TS16949, ISO 14001, and OHSAS 18001, Confederation of Indian Industry

Tata Business Excellence Model, TATA Group INDIA

Internal Assessor Training for TBEM (based on Malcolm Baldrige model) TATA Group INDIA

CERTIFICATIONS

Six Sigma Black Belt, pending – completed CSSBB certification courses from the Six Sigma Management Institute (SSMI) & the American Society of Quality (ASQ) will test in October 2011.

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