Balakrishna Dhanasekaran

Responsibilities
Business Process Excellence Group (BPEG) was formed as the business transforming program to formulate Customer centric Quality culture in the organization, comprising IT & Engineering Services Functions
As the Manager of Business Process Excellence Group, I am responsible to
• Develop standard, simplified processes & tools for Marketing, Sales, Pre-Sales, Delivery, Finance & HR departments for both IT & Engineering Service Business Units, by identifying & eliminating non-value added processes
• Serve as authority on Project Management methods and practices, and their integration with governance and operational processes
• Redesign Proposal process, strengthen Payment Terms, General Terms and conditions, automate estimation process
• Manage portfolio of Executives and Senior Managers, to facilitate executive decision making regarding initiative Prioritization, selection, gate keeping, and ongoing portfolio management
• Develop companywide “B-WIC Way” project management processes to ensure standardization and sign-off at each phase of project
• Reduce Non-billable project cost by bucketing the types of loss, measuring, analyzing and executing solutions
• Develop automated project status reporting tools to monitor project health & performance
• Develop and implement monitoring and control tools to measure project performance indicators and initiate preventive actions
• Develop and implement automated Customer Feedback Reports for instantaneous and Qualitative feedback from Customers
• Identify training needs for Project Managers and team members
• Conduct Management Review Meetings and send out reports to Managing Director and Business Unit Heads
• Develop and implement Quality management plan
• Implement culture changes through best practices implementation, motivating team through rewards, newsletter publications within Company

Key achievements
• Reduced Non-billable project cost from $30K/week to $17K/week ($13K savings/week) by classifying the cost, analyzing, tracking, identifying owners and taking corrective and preventive actions
• Formed Project Manager’s Steering Committee Team which would involve deeply in value-added process creation and help implement Process Excellence across the Company
• Supported launch of Microsoft Dynamics AX R2 Finance product in October 2014 through Professional Services Automation project & Finance process Hoshin Kanri project - Project/ Timesheet/ Expenses reporting / Invoicing

Responsibilities

Managed the design, construction, commissioning of State of the art Clorox US & MAAPICO Saudi JV - Liquid Detergent process and packaging plant (Brownfield project) in Jeddah, Saudi Arabia with an investment of $120 M to launch a new product and establish its leadership position in the Middle Eastern market. As the Project Manager, I was responsible to
• Manage project budget, project schedule, scope and risks
• Update stake holders (Clorox US, MAAPICO Saudi, Design Group US and B-WI India) on financial position, progress, implementation status and highlight issues and actions taken
• Setup and run Design review meetings, Commissioning plan meetings, Contractor bid walk meetings
• Support process design team to develop Detailed P&ID from preliminary FEED documents
• Develop Scope of Work for Construction and provide support documents
• Responsible for documentation of all Project deliverables and design documents
• Liaise with internal Engineering departments such as Process design, Piping, Instrumentation, Electrical & Controls team to complete design for process and packaging plants
• Liaise with Packaging machine OEM’s and packaging design team to run through the process of Functional Requirement specifications, Quotations, Purchase orders
• Liaise with Client, Design team for General arrangement and 3D model finalization
• Co-ordinate Final Acceptance Test for all Packaging machines and Tanks
• Co-ordinate sourcing and procurement activities for purchase of Tanks, pumps and instruments
• Onsite support and ensuring adherence to Safety and Design standards, Liaising with Client, Contractor and suppliers during Construction phase
• Prepare commissioning plan and lead the commissioning team to conduct water and product testing
• Punch list preparation, follow-up and closure

Key achievements
• 30% layout space reduction by understanding constraints and developing solutions
• Built safe Hydrogen peroxide storage (Class 2 oxidizer and corrosive agent) room and transfer facilities by developing process and piping design
• 15% cost reduction from budget on procured items - pumps, instruments by sourcing from local vendors
• On-time completion of Construction & Commissioning with high quality standards helping in achieving consistent product quality
• 30% start-up OEE through efficient design
• 50% reduction in plant operation staff through automated level, flow, weight and density measurement and self-correction techniques

Responsibilities

Ran the operations of Advanced Coated glass & Fire Resistant Glass Processing plants with an annual turnover of $10 million, reporting to the Director of Operations, Saint Gobain Glass India Ltd. This was the 5th plant built in the premises of the 177 acre Saint Gobain World Glass Complex. Even though Saint Gobain Europe was already into this business atleast 30 years ago, Saint Gobain Glass India ventured into the Architectural & Fire Resistant Glass business only recently due to urbanization, globalization, India becoming an IT superpower, hence leading to high-rise buildings with glass. I was chosen for this position based on exemplary performance in my previous role.
• Recruited team for the newly constructed plants. Conducted FAT (Final Acceptance Testing) & SAT (Site Acceptance Testing) on all machines. Coordinated machine installation with machine vendors. Executed successful plant startup. Improved Utilization, achieved budgeted production, sales and profit within 3 months of startup
• Obtained “Consent for operations” from Pollution Control Board
• Responsible for the entire Supply chain starting from Customer Order processing, up to delivery of Architectural glass and Fire resistant glass to major airports (including new Chennai Domestic & International terminals) and high-rise building projects in India, UAE and Australia
• Responsible for Order processing, Capacity planning, production batch planning, raw material planning, and remake batch planning. All handled through LISEC (Order and production planning software). Handled Production, Quality, Maintenance, New Product Development, Delivery, Procurement, Inventory, HR, and Finance.
• Responsible for P&L (Profit & Loss) of the plant. Implemented Energy Reduction & Consumable consumption reduction projects to achieve cost reduction
• Tracked Environment, Safety & Health indices. Implemented ISO 9001 & OHSAS 18001. Implemented Factory production control system & process control charts for CE accreditation. Initiated and driven 6S & Suggestion scheme programs
• Supported Learn While Earn (LWE) Glass Diploma certification program initiated by HR team. Developed and tracked “on the job” classes to adhere to curriculum.

Key achievements
• Reduced Customer Rejections from 7000 ppm to 150 ppm within 6 months from start-up
• Exported glass to Australia, APAC and ME countries due to better functional & fitment quality of supplied product

Responsibilities
As the team leader of Float Cutting line & Off-line, I was functionally responsible

• To achieve Safety, Production, Quality & Cost targets
• Actualize plan through glass optimization and execution
• Conduct Preventive Maintenance activities during glass tint transitions
• Implement 6S, Inventory Kanban & Suggestion scheme. Execute Yellow belt & Green belt projects through multiple teams
• Train team members through MKT2 (Manufacturing Know How Transfer & Training) module & mini-anomalies recording
• Review & improve Glass packaging design through multiple cost reduction projects

Key achievements
• “Cycle time reduction and Productivity increase through SMED and MUDA reduction” awarded best Yellow belt project in the State, National and International Quality Circle Competitions
• Achieved Quality improvement & cost reduction through 6 sigma project “GPS reduction in 2.1 mm Automotive glass”
• Improved OEE from 59% to 65% by implementing Lean project “OEE improvement in Offline”
• Completed 6 cost reduction projects in 2009 and achieved savings of $200K
• Devised a simple “bottom glass trimming method” which increased glass edge quality from C grade to A grade. Shared this best practice to Saint Gobain Group companies in Yearly International Meet at France and Germany.
• Changed packaging material from wood to cardboard after studying the process in Jacarei, Brazil

Responsibilities
• Prepared and documented Advanced Product Quality Planning & Production Part Approval Processes for all existing & new Steering models supplied to Hyundai Motor India
• Developed Fixtures for Airbag versions of Steering Models for quick changeover in existing production lines. Applied SMED (Single Minute Exchange of Dies) concept.
• Responsible for achieving Production, Quality & Safety targets for Steering Gear Assembly Line & Steering Column/UJ Line for Santro, Accent & Lancer Cars respectively; Prepared Production Plans and Analyzed gaps
• Coordinated implementation of ISO 9001 / QS 9000/ TS 16949/ISO 14001/ OHSAS 18001. Supported & coordinated TQM & TPM implementation in the plant
• Commissioned & achieved process and product qualification of New Rack bar line through (HVPT) High Volume Production Trials
• Gained proficiency in troubleshooting Welding, Press, Induction Hardening, Injection molding machines & Assembly conveyors
• Implemented 100 PPM (parts per million) program and coordinated Hyundai Vendor Quality Forum (HVQF)best practices sharing meetings, representing the company
• Conducted Tear Down Analysis, compared Hyundai steering with other manufacturer steering models, reduced cost by value engineering