Amit Mahajan

 Management and ownership of MES for Casthouse, CanRec and Remelt areas. Managing PI-AF subsystem; leveraging the power of PI system components by exposing PI-AF elements and associated data to non-PI systems via a rich set of data access products.
 Managing and monitoring MES integration with Process Historian (OSI PI), Automation Layer, ERP (Oracle EBS), Quintiq (Planning and Scheduling), Laboratory Information Management Systems (LIMS), Rolling Mill MES, ALPSYS.
 Analyzing MES data exchange platform for message failures and categorizing those into Operational, Process and System failures. Daily messages failure rate down from 5-6% to 0.6-1% in 18 months due to actions taken by working closely with various teams.
 Driving down costs to own MES by re-negotiating support and project contracts with vendors using efficient models. Cut the MES budget by 50% year-on-year since 2017. Saved 1 million SAR (~US$265K) over budgeted amount in 2017 on enhancements by undertaking only critical requests from business and re-negotiating pricing and scope of these requests.
 Spent only 20% of budgeted amount in 2018 on enhancements by recommending effective solutions to business leadership and delivering inhouse solutions by “building the right things” and “building the things right”.
 Singlehandedly steered migration of a mission critical system “Pot Tapping Optimizer” from conception to managing project, managing stakeholder communication, requirements analysis, implementation, testing, UAT, cutover planning and production deployment. This work resulted in significant savings in excess of $180000 to the organization based on proposals received from external vendors.
 Ensuring maximum uptime of mission critical IT system in Casthouse while continually enhancing systems to support changing business needs by analyzing new requirements and proposing cost-effective solutions. Improving integrity between Automation and MES layers to provide accurate data to Operations and replacing manual entries with reliable process data captured through control systems.
 Managing bug fixes and enhancements by working with vendor teams. Coordinating MES production releases with all stakeholders.

Working on IT Consulting assignments on key projects within Energy, Utilities and Oil & Gas domains.

Key Responsibilities:
 Working on CRM project for ICT (Abu Dhabi) with the accountability of facilitating daily updates via a dashboard to client and delivery leadership on issue status, ensuring to achieve the client delight.
 Earlier working on Abu Dhabi Distribution Company (ADDC) e-Services project for Distribution process of the project, involved in preparing use case documents based on process maps created during the initial stages.
 Providing effective trainings to the users, ensuring smooth flow of operations, identifying the severity and nature of issues and coordinating with right teams (CRM, Oracle, SharePoint) required to fix the same.

 Managed implementation, maintenance and enhancements of IFS (ERP) for Procurement and Enterprise Asset Management functions.
 Managed the data replication between Central (onshore) server and various rig servers and the challenges around it with the accountability of managing end-to-end RFC (Request for Change) process for Supply Chain and Operations Excellence.
 Worked closely with geographically scattered technology partners (IFS) and support vendors (IBM, HP, TotalAmber, Capgemini) on implementation of new features, bug fixes using Agile principles (iterative and incremental approach). Involved Business Owners in prioritizing Product Backlog and planning iterations. Actively involved super users from regional offices in testing new features/bug fixes for an iteration before planning for production releases.
 Produced User Stories and Use Case diagrams for new/ enhancement requests coming from Business Owner.
 Effectively managed and improvised the User Access Management (UAM) process for global ERP (IFS) implementation. Streamlined access rights issues for key user groups working closely with business users and UAM team.
 Improved system performance, both onshore and offshore by carrying out system health checks; implemented 5 infrastructure related ambitious projects that resulted in achieving the system stability and setting the platform to improve the capacity of offshore servers.
 Worked on business cases for upgrading from IFS7.5 SP3 to IFS App8.1, separate reporting environment to take reporting load off the transactional database and upgrading to Oracle Enterprise Edition.
 Played a vital role as a key participant in the weekly Problem Management and Change Management meetings and calls to review and action status of ongoing Problem tickets and change requests.

 Successfully led a team of 5 members for migrating EMAL MES (EPMS) from 32-bit hardware to a 64-bit hardware followed by a 4-week “hypercare” period.
 This was considered as a major project because of the effort and complexity involved in setup, testing and cutover.
 Recorded a cost saving of around US$ 90000 for EMAL since in-house team executed the complete project.
 Managed a team of MES specialists, (including 5 MES developers, 3 system/network administrators, 2 DBA’s, 2 Emirati Nationals).
 Established yearly goals and objectives through SAP, conducted periodic performance reviews, managed time attendance and leave system in Kronos and provided techno-functional assistance to developers.
 Conducted periodic customer satisfaction surveys for the quality of service (QoS) delivered by MES team and improved the QoS based on feedbacks received on various aspects of service provided.
 Developed and built in-house MES competency. Delivered projects, enhancements, bug fixes and BAU support using ‘Agile’ principles. Agile model helped the team to deliver features incrementally and in an iterative way. Managed expectations of Business Owners through active user involvement during various stages of iteration cycle by giving demos of features/big fixes implemented.
 Managed “Product Backlog” while continuously keeping it updated for use during iteration planning. Worked closely with key users throughout the application lifecycle in prioritizing the open work items, bugs while adding new requests for review.
 Made significant efforts in establishing robust internal policies and SOP’s across:
 Configuration Management and Deployment in various environments; devising release strategy for EPMS;
 Usage of TFS (ALM Tool) for work-item tracking & producing support dashboards to all project stakeholders on work done;
 Documented all the work in TFS in a bid to build an effective knowledge repository;
 Trained all MES resources on historian configuration, usage of PI-DataLink (Excel Add-in) for extracting real-time data for analysis purposes, trained the team of developers on MES architecture and interface implementation.
 Managed and analyzed new/ enhancement requests coming from the business, prepared User Stories, Use Case diagrams, BRD and specification documents. Advised business on improving the Information Systems/ Business Processes, where required, resulting in higher system usage, ownership and systems better catering to business requirements.
 Responsible for overall governance of privileged accounts (employees and contractors) within Production IT department and User Access controls of Production Systems. Set up / streamlined the processes around access control.
 Improved the mission critical LabWare LIMS (Laboratory Information Management System) including LIMS interfaces with laboratory equipment that analyze the samples and send results to LIMS.
 Significant contributor in designing all interfaces of EPMS with SAP using XML messaging from Sales Order initiation to final posting of finished goods into SAP. Managed continuous enhancements of these interfaces from EPMS’ side.
 Led implementation of Sequence of Events (SoE) project in Power Plant enabling operators to act proactively by preempting trips/ shutdowns and avoid potential disaster at EMAL; Spearheaded 2-support projects of EPMS and LIMS with two separate vendors.

 Led “Wikis” building efforts, a knowledge management initiative within Welfare domain with main focus on capturing the business/domain knowledge.
 Acted as a Business Analyst for team members by helping them decode business requirements by formulating User Stories (Use Cases) and converting the same into technical use cases.

 Successfully accomplished Six-Sigma Green Belt project for “Improving Project Off-shoring Methodologies and reducing over-run in hours by 15%” using DMAIC approach.
 Designed & implemented Operations Monitoring suite for monitoring plant deviations for Oil & Gas industries.
 Provided consulting services at Phoenix Park Gas Processors Limited (PPGPL), Trinidad & Tobago, for improving their laboratory process, implemented Honeywell LIMS to cater for PPGPL’s lab processes. Conducted end-user training, thereby received appreciation from Honeywell’s and PPGPL’s Project Management teams for time and quality of deliverables.
 Implemented a web based reporting application at Freeport LNG, TX, USA with no major punch points in a very short time and implemented Honeywell LIMS to automate FLNG’s laboratory processes and received an appreciation from Onsite Project Manager, Project Management from Houston and Director of Operations (Honeywell Asia-Pacific).

 Designed and developed complex and scalable web-based reporting solution using for reporting MES Operational data.
 Implemented MES reporting solution at BHP Billiton as part of BHP Billiton Iron Ore e2e Program.
 Integrated it within BHP Billiton’s Corporate Portal. Performed feasibility study, AS-IS and TO-BE analysis to identify gaps in the existing system. Received a prestigious “Champions Trophy Award” for innovative work in designing a complex solution.

 Received a “Certificate of Excellence” award for timely and quality delivery of the reporting solution for CPC Sri Lanka and “Pat on the Back Award” from management for innovative and dedicated work on IOCL Manthan.
 Worked as Reporting Stream Lead, implemented MES reporting solution at ALBA Line 5, Bahrain in a challenging and demanding environment and as per the new business processes leaving the customer greatly satisfied.