Division Supply Chain Manager- UK- Eaton Corporation
Eaton
Total years of experience :19 years, 0 Months
• Responsible for Eaton Life Safety Division (previously Cooper Safety Division) logistics, distribution, sales and operations planning, materials management and performance measurement. Providing coaching, supporting and developing local supply chain teams.
• Eaton Life Safety Division is a global manufacturer and distributor of products designed to save lives and protect property. Annual sales greater than $0.5B (2015), 3100 employees with manufacturing and distribution in 10 facilities. Developing and implementation S&OP planning process at all sites.
• Developing and executing the standardise supply chain tools, processes and indicators across all plants
Manufacturing Manager- UK- Eaton Corporation (Hydraulics Sector):
• Responsible for the management of resources within Manufacturing Operations to meet the demands of the business Combining ng people skills with strong technical, manufacturing, commercial and business expertise, the successful candidate will lead by example to inspire best practice, using continuous improvement driving towards world-class standards and exceptional customer service.
• Direct responsible for Production Managers/Group Leaders, Quality Team, HSE, Manufacturing Engineering and Supply Chain Teams. Direct expense, capital budgets and administer necessary controls to ensure effective attainment
• Direct responsibility, in collaboration with other Leadership Team departmental leads, for Hi5 metrics of Health & Safety, Flex Productivity, Delivery, Cost Of Non-Conformance and Inventory.
• Responsible for Facilities and Maintenance Functions and budget including the development and implementation of TPM program.
Key achievements
• Introduce 3 Tiered Meeting Review systems from Team Leader, Group Leader and Senior Management.
• Introduce Product Focus Team for each cell responsible for Safety, Quality, Delivery, Inventory & Cost (SQDCI) metrics. Drive root causes & pareto analysis, agree action plant and daily review in PDCA format.
• Achived lowest past due of £26k & highest consistent On Time Performance of 95% from Nov-14 to May-15.
Duration: Nov 2014 to May 2015
Supply Chain Manager-UK- Eaton Corporation (Hydraulics Sector):
• Responsible for day-to-day supplier management, warehousing & distribution incoming materials supply, planning of the manufacturing plants production and customer delivery communications. Responsible for staff of 60 employees.
• Key Member of Warwick Plant Leadership Team and acting as second to plant manager.
• Responsible for setting up the Plant’s Supply Chain Strategy and formalisation of overall Plant Strategic Objectives.
• Responsible for planning (SIOP), demand management, ERP/MRP system activities within the Material Planning team, logistics team. Scheduling of the internal and external supply chains, supplier on time delivery and inventory forecasting and achievement of profit plan targets. Working closely with the Customer Services function to optimize customer service of key OEM customers like Volvo, Terex, JCB, Atlas Copco etc.
Key achievements
• CI- Have lead Warwick plant twice in 2013 to participate in Corporate CI awards, for leading Logistics Improvement Initiative using Lean Six Sigma approach and driving ERP continuous improvement in the plant.
• Gets Results- Have successfully redesign Warwick Supply Chain and shop floor material flow layout. Resulted in lead time reduction of 70% catalogue products from 8 weeks to 6 days, OTD improvement from 55% to 95% and DOH reduction from 88 to 75 DOH over last 2 years in Warwick Plant.
• CI- Successfully deployed Process Standardization, Daily Accountability, Visual Control and Manning Strategy under Continuous Improvement Framework initiative in Warwick Supply Chain & logistics organisation.
• Acts strategically- Successfully restructured Plant supply chain and reduce head count by 10%, saving £50k. Furthermore, creating Front Line Leadership in planning & logistics functions to achieve sustained performance.
• Gets Results- Successfully Reduce Premium freight by improving SCM planning and control by $120k in 2013-14.
• Leadership- Achieved “Benchmark” Materials Management Assessments (MMA) score 3.0 (Excelling)
• Collaborative Approach- Have established and executed robust and proactive supplier scheduling, consigned inventory and VMI mechanisms reducing supplier past due from £450k to £29k in last 1.5 years.
• BOC- In last 2 years 2 candidates from my team have been selected for Graduate Leadership Programme
Thesis Title: "Enhanced Supplier Development Framework: a systematic approach to improve supplier performance" See Lancaster University Management School Profile at http://www.lancaster.ac.uk/lums/study/alumni-profiles/muddassir-ahmed/
Aimed at improving the processes through which new and existing products and services are developed and delivered, we now witness a strong upsurge in industry’s interest in improvement techniques and philosophies. Examples are Six Sigma, Lean Production and Lean Product Development. This Master’s programme in Management of Production was focused on acquiring the knowledge and skills required to manage, improve and transform innovative and organisational processes as e.g. developing new innovative offers, manufacturing and delivery.
I was in First Batch of Textile Engineering Department. The decision to start the program was taken by the University after a four-year deliberation by various bodies of the University. The program has been designed to fulfill the engineering needs of the Textile Industry. The course offers a combination of Textile Engineering and Processing and is aimed at producing qualified engineers who would not only take-up maintenance / operational functions of a Textile mill but would cover other aspects related to the industry such as parts manufacture, machinery development, quality assurance & environment.
