Zaffar Akbar

 Led a team of managers, technicians, programmers and operators with six tiers of reporting structure. Over 200 direct and indirect reports.
 Responsible for turnaround of the young greenfield facility
 Improved OEE monthly average by over 30% in three months. Established new record for jobs per hour, by addressing controls, equipment and team performance and paint application.
 P&L responsibility. Achieve excellence, safely and profitably.

Operations Manager.
 Led a team of managers, engineers, maintenance staff, technicians, programmers and operators with four tiers of reporting structure, with an annual conversion cost of product at $10M.
 Responsible for initial installation and start-up of the greenfield facility, including hiring and development of all direct and indirect reports and systems setup.
 Managed complete operation of state of the art robotic paint lines for Class A finish of exterior automotive parts, with full P&L and continuous improvement responsibility.
 Translated strategic objectives into short and long-term goals to deploy, manage, and execute activities. Developed and managed operations budget.
 Set and communicated high expectations and performance standards to employees with measurable objectives. Eliminated roadblocks and provided tools, work instructions, training, and development. Ensured timely and comprehensive reviews, and fair and consistent accountability. Implemented standardized work.
 Used key performance indicators (KPI) and visual controls with data, charts, SPC, and Genba boards to track, communicate, and improve quality, delivery, cost, safety, productivity, downtime, and scrap.
 Utilized Lean, 5S, autonomous maintenance (AM), Kaizens, PDCA, 5-Why, fishbone analysis, and change-over reduction to drive costs and wastes out of the operation while simultaneously improving quality.
 Manage new model launches. Review and manage work instructions, process change / change point, operator training, and control plans.
 Completed the installation and launch of new paint line at unprecedented pace and achieved quality targets set by division in record time.
 Setup the new systems and processes according to established rules to achieve world class scores and establish two new bench marks for all POAE plants worldwide in the first assessment. Another unprecedented achievement.
 No lost time accidents during construction or operations, due to attention to safety.
 Maintained all documentation for ISO, IATF, OHSAS and EPA compliance.

 Led a team of 136 employees, including seven direct reports, with an annual conversion cost of product at $15M.
 Managed three-shift operation with four fully automated pretreatment, powder, and two-component (2K) robotic paint lines for Class A finish of metal, ABS, TPO, and SMC bodies for golf cars, ATV’s, and personal water craft.
 Translated strategic objectives into short and long-term goals to deploy, manage, and execute activities. Used MBOs for self, direct reports, and supervisors. Developed and managed operations budget.
 Set and communicated high expectations and performance standards to employees with measurable objectives. Eliminated roadblocks and provided tools, work instructions, training, and development. Ensured timely and comprehensive reviews, and fair and consistent accountability. Implemented standardized work.
 Used key performance indicators (KPI) and visual controls with data, charts, SPC, and Genba boards to track, communicate, and improve quality, delivery, cost, safety, productivity, downtime, and scrap.
 Utilized Lean, 5S, autonomous maintenance (AM), Kaizens, PDCA, TPM, 4M, 5-Why, fishbone analysis, and change-over reduction to drive costs and wastes out of the operation while simultaneously improving quality.
 Manage new model launches. Review and manage PPAP, work instructions, process change / change point, operator training, and control plans.
 Launched a new $16M production line with complete hiring and training of 25+ associates.
 Forecast, planned, and managed purchase and control of raw materials and spares inventories. Establish synchronized production with assembly and supply chain. Reduced WIP and rework inventory by 81%.
 Reduced overall assembled unit cost by 45% over three years. Flex budget in 2012 was favorable by 2%.
 Reduced total recordable incident rates (TRIR) to less than that of the administrative office in 2012.
 Improved OEE for a 12-year-old paint line by 78% in a two-year effort with minimum capital investment.
 Reduced downtime from 90+ minutes per day (two shifts) to less than 30 minutes per day.
 Produced Kaizens at a rate of 3.5 per employee in 2012; this improved employee engagement.
 Maintained all documentation for ISO compliance; had no findings in 2011-2013 audits and recertification.

 Played a key role in the final construction and setup of new Jeep paint shop and finishing facility.
 Provided process equipment engineering and interfaced with suppliers and contractors.

 Recruited before ground breaking to plan, schedule, and manage site construction, startup activities, closing of contracts, and launch support for this 350K SF, 30-acre, $100M plant.
 Engineered, selected, and installed process equipment - paint, injection molding, power distribution, gas piping, fire protection, utilities, infrastructure, supporting systems, and a state-of-the-art HVAC system.
 Developed technical specifications and performance expectations for process equipment.
 Sourced supplier and contractor quotations. Reviewed and negotiated contracts.
 Ensured installation met all applicable standards, codes, and regulations.
 Communicated with relevant government and regulatory agencies to prepare, review, and obtain approval for completion and operating permits, SWPPP, and Title V Air Permit (initial and revised), etc.
 Prepared and presented justification and payback calculations for corporate approval of funds.
 Planned equipment service, maintenance, modification, and utility usage.
 Set-up and maintained building security, janitorial services, cafeteria, offices, infrastructure, computer room, facility grounds, and support equipment and day-to-day operation and functioning of the plant.
 Developed operating procedures, contingency plans for equipment failure and accident / emergency response.
 Developed Process Failure Mode Effects Analysis (PFMEA).
 Designed material flow and setup warehouse and sub assembly areas and part flow.

Haden Inc., Auburn Hills, MI May 1995 to Sept 2002
Worked with increasing responsibility with Haden Inc, an ISO 9000 Tier 1 automotive supplier of pretreatment and paint finishing equipment including; building and structural work, wet and powder paint booths, Robotic application, paint circulation and delivery systems, ovens, wastewater and sludge systems, HVAC systems, RTO's and VOC abatement systems, dry compressed air systems, conveyors, chilled water systems, steam piping, and other support equipment. Total projects 20+, ranging from small $2 million to over $100 million for automotive and industrial paint finishing facilities and process plants for DaimlerChrysler, Ford, GM, American Axle, Toyota, Boeing, GAZ, NUMMI and others (in the US and overseas)
Responsibilities as lead project engineer, and site contracts / project manager included;
• Project engineering, design and engineering calculations, equipment sizing and selection.
• Provide technical and personal support and leadership to the design, manufacturing, installation and start-up teams consisting of designers, mechanical engineers, electrical engineers and controls engineers, and construction team assigned to the project.
• Develop equipment and contract specifications, scopes of work, and RFQ's for purchased equipment and contracts. Perform technical comparison of proposals, and obtain approval.
• Complete project coordination with customers, subcontractors and suppliers.
• Hands-on Construction management and startup.
• Solve technical problems at new and existing plants and presenting reports.
• Follow UBC, NFPA, OSHA, EPA, SMACNA, ASHRAE codes and recommendations.
• Assisted in site management of $100 million projects (NUMMI 1998/1999 and TMMI 2001/2002)