Almere, Flevoland, Netherlands
• Industrial Engineering Professional with over 17+ Years of rich experience in: - Lean Manufacturing - Project Management - Productivity Improvement - Total Productive Maintenance - Strategic Planning - Six sigma - Theory of Constraints - Capacity Utilization - Optimization Techniques.
Key Result Areas • Responsible to develop a LEAN manufacturing environment in which continuous improvement foster the labour productivity of the factories. Balance line capacities for all current and future demands. • Initiate the “Sweating the Assets” exercise across Global plants to improve the utilization. • Responsible for productivity improvement by identifying and elimination of non-value-added activities across the value stream using Lean principles. • Set and develop the IE standards for Apollo, make sure all factories speak the same language and KPI’s can be compared. Strengthening the interaction between the local IE’s. • BIG Data analysis – need to do data analysis and look into monthly trends of each KPI (Key Performance Indicator) and set up improvement workshops/ Training programs across the plants in INDIA and EUROPE. Highlights: • Enhanced OHT (Radial) Capacity by 4 Metric Tons Per Day at Bias Plant Europe using Cycle time Optimization. • Benchmarking at TBR (Truck Bus Radial) Division for process Standardization thereby improved the Capacity by 8% • Optimized the Material Handling Equipment Variety from 8 to 3 using Flexible MHE thereby optimized the space.
Key Result Areas • Train the suppliers in Lean Manufacturing and implement the projects related to Lean across supplier base (India, China, Vietnam & Cambodia). • Develop best practices and effectively communicate these practices to enable standardization of process across the supply network. • Responsible for implementation of Lean tools across supplier base for reduction of Cost per product and Lead time. • Act as a Continuous improvement champion both inside the business and externally in dealing with suppliers. • Responsible for initiating Automation related projects across supplier base to reduce manpower & standard minutes. Highlights: • Increased the productivity from 1.2 to 2.0 Pairs/Head/Hours across our supplier base using Theory of Constraints. • Improved the First Pass Yield from 88% to 95%across our supplier base. • Received ‘Milestone Award’ during 2018-19 for achieving the Target consistently and for innovative work.
Key Result Areas • Spearheading Industrial Engineering activities which involve planning of capacity, utilizing the resources, planning the layout & mapping the value stream. • Generate the MIS report for analyzing & resolving issues related to machine utilization for increasing the productivity. • Conduct the Time & Motion Study encompassing line balancing, man power & machine planning and allocation. • Impart the lean six sigma training, initiating project implementation & extending guidance on visual factory and 5S implementation. Highlights: • Steered efforts in increasing the: o Line efficiency in upper shoe factory from 73% to 88% within a timeframe of 3 months through conducting bottleneck analysis on material flow from cutting to closing. o Delivery compliance from 60% in 2013 to 86% in 2014 onwards using lean tools. • Pioneered in energy saving project having significant amount of INR 10 lakhs/annum in Tannery Boilers by successfully executing Condensate Recovery Project.
Key Result Areas • Establish the Standard based on time and motion study on production equipment from Banbury to Tyre Curing. • Responsible for Kobetsu Kaizen pillar (Total Productive Maintenance-TPM) which includes training, initiating and implementation of Kaizen’s across the shop floor. • Formulate machine utilization report to resolve effects of utilization through Management information system. • Design the layout & material flow for new machines to be installed which includes material flow by removing Non-Value-Added activities through Value Engineering Projects. Highlights: • Increased the productivity from 18 to 21 tyres/shift/person within a short span of 3 months. • Reduced the manpower from 4 to 2 persons per shift in Pin Barrel Area by eradicating the rewinding process. • Improved the Productivity Index from 158 (Kgs/Man days) in 2010 to 179 (Kgs/Man days) in 2011 using Kaizen at Tyre building and Tyre Curing Sections.