Toronto, Ontario, Canada
I’m a Process Improvement Engineer with 8+ years driving manufacturing performance in high-volume food and device environments. My focus is on process control, reliability improvement, changeover optimization, validation, and throughput—with a strong track record of turning shop-floor problems into sustainable operating standards. I’ve led cross-functional initiatives across QA, Operations, Maintenance, and R&D to implement standard work, SOP/CIL controls, visual management, and qualification/validation trials. Results include ~$120K+ annual savings from giveaway reduction, +7,200 kg/week throughput from blending upgrades, and a +7 percentage-point BTS reliability improvement (49%→56%). Before this, at Blackline Safety, I improved production yield by ~4% using time-and-motion studies and bottleneck reduction, and partnered with Quality, Test, and Troubleshooting teams to convert process data into actionable improvements. I hold a Master’s in Manufacturing Technology from Panjab University and have published research in electrochemical machining and biomaterial implants. My toolkit includes Lean Six Sigma (5S, SMED, Kaizen), RCA (8D/PDCA), SPC, CAPA, PFMEA, and practical shop-floor standardization. I’m especially effective in fast-paced environments where teams need clear KPI tracking, accountability routines, and practical execution. If you’re hiring for process improvement, manufacturing process engineering, or operational excellence, feel free to connect.
Project Context: - Stabilize production for a high-volume, high-visibility customer and improve day-to-day execution consistency. Actions Taken: - Built and deployed updated SOPs, CIL/CL standards, and startup control routines. - Introduced parameter sheets, control checks, and escalation triggers aligned to validated machine settings. - Ran daily KPI huddles with Operations, QA, and Maintenance to improve accountability and faster gap closure. - Coordinated cross-functional CQV / validation deliverables for packaging material transitions. Results: - Improved process consistency and issue response through stronger standard work and daily management. - Reduced setup-driven variation in a priority production stream. - Supported on-time readiness for packaging transitions across 7 high-volume SKUs (~2.5M kg/year).
Project Context: - Led end-to-end process improvement across packaging, blending, stuffing, and labeling in a high-volume food manufacturing environment. Actions Taken: - Standardized stuffing controls, operator routines, and process checks to improve yield consistency. - Built WPI changeover standards and startup routines to improve line readiness. - Reorganized label-room flow using 5S + FIFO visual management to improve label control and reduce risk. - Led qualification and validation trials for a sustainable packaging film conversion program. - Supported blending capacity upgrades through equipment and material-flow improvements. - Drove a BTS reliability roadmap using equipment rebuild prioritization, KPI tracking, and accountability routines. Results: - Reduced sausage giveaway from ~3% to <1%, delivering ~$120K+ annual savings. - Reduced changeover time by ~15% and improved monthly reliability by ~6 percentage points. - Enabled on-time sustainable film conversion across 21 SKUs (~4M kg/year) with zero critical quality deviations. - Increased blending throughput by ~7,200 kg/week and reduced overtime by ~10–12 hrs/week.
Project Context: - Improve production performance in device manufacturing by removing bottlenecks and balancing workflow. Actions Taken: - Conducted time-and-motion studies to identify bottlenecks in G7 device manufacturing. - Built focused workflow improvements to rebalance resources without adding headcount. - Worked with Quality, Test, and Troubleshooting teams to turn process data into improvement actions. Results: - Improved production output by ~4% in G7 device manufacturing. - Reduced monthly process costs by ~CAD 300 in an ozone analyzer process.
Project Context: - Support day-to-day manufacturing operations while improving process flow, measurement reliability, and risk controls in a hot-dip galvanizing production environment. Actions Taken: - Applied Lean / Six Sigma tools (VSM, SMED, Kaizen, JIT) to remove non-value-added work and improve flow. - Led Gauge R&R and SPC analysis on a critical inner-bore inspection process. - Implemented CAPA and PFMEA/FMEA practices to strengthen process and occupational risk controls. - Developed production plans, schedules, and production-control methods to improve execution discipline. Results: - Improved throughput by ~10% through Lean process improvements. - Reduced measurement variation from 27% to 10% through Gauge R&R and SPC standardization. - Strengthened production control and preventive risk management across a multi-step manufacturing process.
Project Context: - Support daily production and maintenance teams with equipment troubleshooting and shop-floor execution. Actions Taken: - Investigated equipment issues (abnormal noise, overload, and mechanical faults) and supported corrective actions. - Assisted production and maintenance teams with issue escalation and follow-up. - Supported daily operations to maintain process flow and adherence to operating steps. Results: - Improved response to equipment issues and supported stable day-to-day production. - Built a strong foundation in troubleshooting, maintenance coordination, and shop-floor discipline.