General Manager
Skanray Technologies
Total years of experience :18 years, 5 Months
Lead Operations & Supply Chain activities of the organization.
Lifetex India, a startup organization located at Coimbatore, Tamil Nadu and having it unit at Mysore, Karnatake, manufacturing Medical Equipments supplying for major OEM and hospitals. Lead Administrative, Business Development, Procurement & Plant Operations (Manufacturing, Quality & Maintenance) activities of the organization. Setting up infrastructure and organizing the required resources to foster the business.
Organization : Lifetex India ( Coimbatore & Mysore )
Position : Profit Center Head
Employees Handling : 40 Employees ( Hod’s, Staffs, & Labours )
Notable Accomplishments
Establishment of manufacturing units in two locations, Coimbatore & Mysore
Setting up of dealership network across South India
Development of new products to meet the customer requirements
Signed MOU with OEM's
Building a new team to meet the requirements of customer
Statutory Compliances needs of new unit
Increased the number of customer for both the units
Increased turnover of the organization
Establishment of Process verticals for profitability of the organization
Financial activities with related to financing from banking successfully achieved
Joined as Junior Engineer and rise to the position of Profit Center Head - Madras Radiators and Pressings Ltd (Plant - IV)
Notable Accomplishments
Pivotal in heading Project Development like:
Establishment of Sheet Metal Division For L& T to Manufacture Switchgear Panel (Manufacturing & Assembly)
Establishment of New CuproBraze Radiator Division.
Successfully managed new project development like:
Construction of new plant with a total sq ft of 33000.
Selection of architect, contractors & builders.
Design of plant layout.
Statutory activities for new building.
Negotiation for CAPEX equipments.
Traveled across Aurubis - Sweden, to understand manufacturing process of Cuprobraze Radiator.
Efficiently increased annual turnover from 1.51 Crores to 12 Crores.
Introduced:
New equipments to meet the additional needs of customers.
Contract system in various operations.
The process of ISO implementation in the organization.
Increased number of OEMs suppliers from one OEM to Five OEMs
Demonstrated excellence in implementing:
Layer Process Audit in various processes.
Skill Matrix for employees.
Annual awards to employees for the motivation of employees.
Semi - Automation for process to meet the demand of customers (Productivity & Quality).
Merit of reducing the attrition rate among all segments (Staff, Labor & Casuals).
Initiated Process Enhancement Measures Like:
Marketing
Reusable crate system initiated for transporting of materials.
Materials:
System for implementation of Self certification of suppliers initiated.
Development :
Monitoring system for new product development implemented
Production :
To increase plant OEE new machines inducted ( which was a bottle neck )
In manufacturing push system was replaced with pull system ( just in time)
New trolley Design for better vehicle space utilization
Quality
System to monitor Cost of Quality implemented at final inspection.
Layer process audit implemented at various stages
Human Resource
Implemented attendance award system
Reward for Suggestion implemented
Pivotal In Streamlining Processes
Marketing
Transportation System to customer streamlined
Materials
Inventory control ratio reduced from 2.5 to 1 .0
Incorporated stores and purchase as materials department.
Credit limit extended in line to customer payments
Development
Programming team and development team integrated as one department
Production
Labour Contract system implemented in various stages of process.
Piece rate system implemented to increase production
Rejection percentage maintained less than 1% of sales value .
The rework hours maintained less than 2% of total production man-hours .
Quality Control
Zero customer compliant
Human Resource
MultiSkill training for operates implemented
Efficiently Designed & Executed
Special purpose machines build to increase production and to reduce labour dependency.
Component oriented crates where build for improving storage system
Costing method created for proper costing of components
Fixtures and gauges developed for production and quality
Cost Reduction
Achieved 1% on total turnover as cost saving
DMBA (Operations & Project Management – Dual MBA )