Regional CI Manager /Black Belt (MEA)
General Electric
Total years of experience :14 years, 9 Months
• Leading strategic business initiatives and continuous process improvement with business leader across multiple functions within Middle East and Africa region and support simplification of the complex processes for Power Business.
• Support the development and execution Quality and Improvement strategies, portfolio, and project management.
• Implement lean principles ensuring world class repair facility delivering >$6MM/yr in repair productivity.
• Facilitated lean SSGB classes for GE employees in MENA region and mentored > 10 Green Belts projects.
• Lead multiple Demand Flow Technology teams and drive best practices in process design and implementation.
• Responsible to execute Quality Audits (process & KPIs) and meet audit parameters / compliance thresholds, ensure audit actions closure 100% on-time
• Reduced overall repairs cycle time by 35% Delivering total operational cost savings of over $0.25M
• Implemented, collaborated and consulted CI programs across the value chain driving efficiency, quality, delivery and safety improvements that achieved AED 2.8M in annual savings 2013.
• Coach the department leaders on Lean Manufacturing principles as well as on shop floor implementation as per the EMAL House of Lean
• Develop and give consultation in, among others, the following tools: 5S, Control Plan, Kaizen, Problem Solving, Standardized work, Help chain, PDCA, Process Mapping SIPOC, Value Stream Mapping, FMEA, ISO9001, TPM and Autonomous Maintenance, OEE, A3s, Error-proof techniques, Visual Management, etc.
• Deploy and conduct monthly 5S audit across whole plant for 5S Area of the Month, Annual 5S certification.
• Analyzing suggestions of employees as Head of Suggestion Scheme Committee from Business Systems.
• Conducting six sigma green belt training and monitoring of all six sigma projects across plant and report savings in operational KPI’s (with reported savings of AED 1.3M in 2013.
• Continuously review and improve the training material as per business needs and requirements.
• Led the project of launching strategic and problem solving E-A3 system on EMAL Intranet portal, hence making them centralized, easy to access, timely, effective and online. (Cost of Project: 7 Million AED)
• Done three benchmarking studies in different areas of same industrial sector to make our process are competitive.
• Deployed Time and Motion studies (Work Observation Teams), and saved AED 0.61M and updated 7 SOP’s.
• Conduct training needs analysis for Operations department related to lean concepts. Prepare the Lean Manufacturing training program according to the Department needs and Plant guidelines and measure its effectiveness.
• Kaizen Events:
In Hot Bath Crusher, MTBF increased from 130 to 1900 hrs and RPN # reduced from 700 to 350.
• Insuring Cross functional / Organizational alignment of strategic and operational plans.
• Looked after 38 spend categories of direct and indirect materials for ADPK. (US $ 3.7M spend/qtr)
• Prioritizing / organizing cost saving projects driven by formulation changes and new supplier qualifications.
(Savings achieved US $ 0.85M)
• Working & forwarding plan to procurement for 530 SKU’s for Wall mart, Nike, Levis, GAP, H&M, Next, M&S etc.
• Applying Six Sigma DMAIC methodology along with the concept of Lean Manufacturing for the improvement of processes and on-time shipments.
Improving on time shipment by 4% through applying Pareto Analysis and effective Root-Cause Analysis.
Achieved inventory turn of 8.6, highest in South Asia for Avery Dennison Pakistan.
Deploy & coach on the use of tools such as TMFA (Time Map Flow Analysis) for site’s overall cycle time.
• Manages stock-out, discontinued, obsolete and provisioned off materials from Item master.
• S&OP meeting for better liaison & review of stocks for developing contingencies if any.
Total Productive Maintenance (TPM) - As TPM Champion
• Failure Mode and Effect Analysis (FMEA) of machines resulting in reduced downtime and quality defects US $1, 650.
• Developed and managed spare parts along with localization of tools for better control and utilization: Savings of US $ 4, 674.
• Developed spare parts management system, for reflection of criticality of parts using FMEA analysis.
Production Capacity and Quality Improvement
• Capacity enhancement of 18% through applying lean concepts and techniques such as Value Stream Mapping (VSM) and Plan-Do-Check-Act.
• Reduced cycle time from 7.73 to 6.15 days through time and motion study and VSM.
• Reduced Scrap rate to 3% after successfully applying root-cause analysis tools.
• 5’S improvement kaizen resulted in annual savings of US $ 5, 502.24
• Enhancing overall equipment effectiveness by 10% and saved 150 min of production time.
• By applying time and motion study and implementation of shadow boards reduced setup time resulted in;
Increased revenue from all 636 machines of US $ 1, 582.35
Productivity enhanced by 0.603%
Impact of increased revenue with respect to contribution margin of US $ 284.82
• Applying TPM principles to analyze, plan and execute while giving strong consideration to productivity, efficiency and cost.
• Ensures sustained improvements in productivity through maintenance of plant and equipment.
• Motivates employees to participate in the TPM process.
• To facilitate smooth production and First Time Pass (FTP) by ensuring 100% In-time supplies.
• Cost Analysis of more than 80 automotive parts to place the orders to vendors for localization.
• Implementation of IMS (Integrated Management System) standards as a coordinator of (IS0-9001-2000, OSHAS, and ISO-14001).
• Active participation in cost reduction and lean manufacturing initiatives (Achieved cost savings of more than 150K PKR).
• Have good command on AS - 400.
Industrial Engineering Department,
• Time and motion study
• Human factor engineering and ergonomics
Product Development Department,
• Co-ordination with OEM’s of Automobiles in product development. (Mainly; Toyota and Suzuki)
• Liaison with CAD/CAM department and discussing improvements ideas and initiatives.
Quality Control Department,
• Co-ordination with production department.
• Highlighting defects and doing RCA resulting in reduction of Cost of Quality.
