Operation Manager/Senior Project Manager
Civeo Inc
Total years of experience :30 years, 1 Months
Managed a manufacturing plant to build modular structures for remote accommodations
Implemented PPS (a version of Toyota Production System) utilizing Lean Manufacturing Tools, viz. Kaizen Events, Standardized Work, 5S, Visual Management, Value Stream Mapping, Takt Time, TWI, to enhance productivity and on-time delivery; Optimized new capital equipment and tooling requirement to enhance productivity and product quality. Based on high/low velocity part flow analysis, re-organized material supply chain from Receiving, Primary storage (Min/Max, Kanban System, Super market, Standard Work, Visual Communication, and Training), and Secondary locations. Reduced $2.5 Million raw material and MRO inventory working with Eng., and Purchasing; Developed Standardized Work for material logistics to establish a Just In Time delivery system employing milk run logistics; Enhanced Inventory Turns through waste elimination and enhanced upstream and downstream flow; Established Performance Metrics for suppliers and improved project performance (CSI & SPI) with an optimized Master schedule working in conjunction with the business partners and customers; Freed up 30, 000 Sq. ft ware house space by consolidating supply chain processes and optimizing resources; Developed and maintained Plant Tooling and Equipment Management System based on Total Productive Maintenance technique; Managed ISO 9002 and ISO 14001:2000 standards Certification projects for (2) plants.
EPC project Management building a new 50, 000 sq. ft. manufacturing plant and an open concept Ware house in Denver, CO, USA. Managed 5-month long overseas project for modular structures development, for MAC Australia, at Siam Steels
Transferred automated wire mat technology in Canada, to build lumbar support Flex mat for automotive seats, from Pullmaflex, Belgium; Managed design, build, and commissioning of (3) fully automated new mat assembly lines
Implemented Lean Tools. The most prestigious was a Work Cell design and optimization employing Takt Time, Standardized Combination/Layout/ Machine Capacity Charts; Visual Work Instruction Sheet, U-Shape, and Flow for 2009 Toyota Lexus lumbar program. Re-arranged over (100) assembly work centers based on Cellular U-shape concept based on Toyota Production System and as per the TMC, NA guidelines which led 45% manpower and 35% floor area saving. Established a Color Code system to make Just-In-Time visual in a high volume and Mixed product scalability model. Assessed and developed prospective key suppliers along with Purchasing to ensure upstream supply chain support. Resolved multiple quality and through-put issues jointly working with Purchasing, Quality, and suppliers resources with challenging timelines by coordinating multiple stakeholders. Executed ISO/TS16969 and ISO14001 systems. Participated (4) Six Sigma projects.
Managed I.E. support for (23) new program launches for Work cell layout, Standard work, Labour routing, Material handling, Ergonomic analysis, and Health & Safety Reviews; Set up a Parametric Cost Estimation system to quote for New Products. Organized structured workplace organization technique (5S), Cellular Manufacturing, Pull System, Kanban, OEE, Visual Management, U-Cell, and Andon system implementation. Introduced Basic MOST® technique for quotes and labour routing. Developed a new best Practices labour and equipment cost database. Supplier Quality Engineering; New Supplier selection and development; APQP/PPAP approval for new projects; Implement Engineering changes; Process Sign Off Audits; Undertook capability studies and addressed quality issues with suppliers using DMAIC.
A set of 5 bearing caps was developed for a new Isuzu Motors America Inc. /General Motors Co., USA diesel engine. The project management encompassed inception to closure activities, viz. product quote preparation; Proposal Presentation to customer, Change and Configuration Management, Preparation of APQP chart (process planning, scheduling and control); Development of prototypes; Sourcing and development of castings; Machinery procurement/installation, Manpower Planning, Machine/cutting Tool selection; Special Tooling /Fixture design and development; Jigs and Gages development; Preparation of Production Cell Layout; Prepared Process Flow Diagrams and Process Sheets, Standardized Work, Visual Instruction Sheets, and a Cellular process flow; Prepared PFMEA; submitted PPAP, Managed Process development/improvement, Monitored and controlled project Activities.
An automotive plastic parts manufacturer in NA
Managed a Project for Electro Deposit (ED) Paint shop including Work Scope, Design & Eng., Procurement, Installation, Commission, and Start of Production. Managed Operation of a heavy-duty Truck manufacturing plant (280 people) comprising Stamping, Body Shop, ED Paint Shop, Assembly Shop, Machine Shop, Tool Room, Forging, and Fabrication. Managed a team of technologists for development of stamping tooling and parts for a 6X6 heavy truck series. Enhanced parts supply production 2.5 times by BMRE. Enhanced parts production, as per JIT target, for 05 truck/day to15 trucks/day.
Coordinated process design and managed project for a new Electro-Deposit Paint shop ancillary facilities, for Toyota Hilux trucks and corolla cars in a green field; Participated in organizing Lean Manufacturing (5 S, Kanban, TPM, and Safety Circles) structure in the Paint Shop; Developed stamping tools for Suzuki Pick up. Designed and developed machine tool components and gears. Involved in cost and manufacturing time estimation for new parts.
Received joint scholarship training from ILO and Suzuki Motors Co., Japan to design and manufacture of die and mold for automotive parts
Continuous Improvement
Dear Sir,
-Date
Led implementation of 2015 Hoshin plan; Introduced Leadership Daily Gemba Walk, Daily Huddle Meetings, Team Improvement Program, and Bi-Weekly Quality Management System Review; Led (11) SMED, 3P, COPQ, and Business processes Kaizen Events engaging front line employees; Leading a Rapid Response Team to do Root Cause Analysis on the spot; Leading 8D Tool Training and Pareto Analysis for Root Cause Analysis as newly demanded by the Aerospace industry; Drafted 5S and TPM implementation plans for 2016; Participated in 2016 Hoshin plan; Prepared 2016 CI Metric and a Kaizen Event plan; Liaison with Rolls Royse Supplier Development Team to draw Joint 2016 Product/Process Continuous Improvement Metrics/plan; Developed Resource and Capacity Model based on Takt Time; Based on the OEE and Setup time data, led CI initiatives to improve Cost Performance Index; Developed a Manual calculator to track OEE on key machines; Developed Receiving, Shipping process criteria, and a Ware house Kanban system, Eliminated a chronic quality issue by improving Packaging, visual instructions, testing, and training at the vendor site; Attended a 5-days Sikorski Lean Development Program; Participated in the external and Internal Quality Audits.
for (22) plants across North America and Europe to review and implement CI projects to achieve target of enhancing efficiency to 95%, reducing scrap rate to 3%, and reducing direct labours costs. Identifying and coordinating CI opportunities for Plastic Extrusion, Blow Molding, Vacuum Forming, Mold Tooling, Testing, and Assembly Processes. Participated in DOE analysis for newly developed polymer material Exhaust pipe and multiple layer Fuel Tank.
courses: ABC Group, Linamar Group, Schukra NA, Canada, Certification of APQP and Lean tools
courses: ABC Group, Linamar Group, Schukra NA, Canada, Certification of APQP and Lean tools
.,
.,