Daljit Banga Email & Phone Number

Pune, Mh, In

Tamworth, Staffordshire, Gb

Responsible for developing and implementing a sound operations strategy covering all aspects of Safety, Quality, Delivery, Cost and People (including Industrial relations) for multi-plant Operations for all plants in the region, i.e. India and ASEAN. Utilising the pillars of supply chain efficiency, continuous improvement through Lean and compliance with all local laws. As member of the Leadership team, share ultimate accountability for delivery of the company’s vision, strategy, financial performance and profitable growth.

Houston, Texas, Us

I had end to end responsibility for all functions at the operations that manufactured valves both for domestic and international market. I led the team comprising of manufacturing, supply chain, manufacturing engineering, equipment maintenance and quality engineers and provide leadership on executing all supply chain programs which includes adherence to project milestones, decisions on trade offs and provide strategic insights. Championed Site EHS, Quality efforts and provide adequate resource to ensure success in these fields and establish a culture of safety & quality. My functional knowledge, versatile supply chain experience and passion for people development helped in building and growing a world class, high performance team. I was a whole time Director and a Board Member of the company. Also an active member of the CII Manufacturing Panel.

Boston, Ma, Us

Led factory transformation as Brilliant Factory leader for GE Pune (one of seven factories chosen from 500 GE factories around the world) utilizing Lean & Digital tools. Improved score from Level 2 to Level 4 in a short span of 9 months. GE Pune was awarded the “Best Brilliant Factory Award” for 2016Overall business outcomes: 100k sq. ft. (41%) space creation, 15% cycle time reduction, Operational Efficiency (OEE) improvement from 45% to >70% for critical machines, Inventory reduction by 18%, COQ improvement by 20% leading to 4 machines being freed up, $12MM P&E avoidance and 26% Overall Cost Per Hour reductionKey tools utilized : 3P (Production Preparation Process), AWO (Action Work Out), Kaizen, Operational Cost Productivity, HPT(High Performance Teams), Moving Line, Takt Time Production, Standard Work, Yamazumi charts, Lean CouncilAs Program Manager for Machining CoE at GE Pune, responsible for building & operating greenfield business unit from concept to delivery by working with all levels of management to determine needs and develop strategy. The role required o Conducting feasibility studies, capacity calculations and business case establishmento Conceptualizing, validating & implementing capital project work by appropriate resourcingo Managing budget and key supplier relationships for capex needs; meeting payback goalso Deploying modern manufacturing processes and innovative solutions for capacity improvement

Chicago, Us

As Business Team Leader for Generators & Tanks CoE, held overall strategic, fiscal and operational responsibility of manufacturing operations with $40 Million output. Responsible for customer order fulfillment, material management and inventory, product & process quality, equipment maintenance and manufacturing engineeringSupervised a direct staff of 12 with responsibility of 150 employees across 3 shifts for a multi-site manufacturing operations. Championed employee relations / IR strategyLed Lean deployment across organization through training and Action Work Out. Accomplished plant vision “Generate space required for growth through creativity, 0 Brick & Mortar”. Created 20% floor space (24000 sq ft) for adding a new product line generating $5 Million annual revenue. Participated in several global transformational lean boot camps at Japan, Mexico & India impacting key metrics

Chicago, Us

Responsible for overall customer fulfillment for business unit manufacturing mobile C-arm X-ray machines. The role involved managing project orders from around the world, weekly build linearity and maintaining high levels of capacity utilization while ensuring optimum inventory levels, high product quality performance and product cost out through projectsDuring my stint as Six Sigma Black Belt (DMAIC) for Operational Excellence, established processes to monitor and improve customer order fulfillment and variable cost productivity. Championed Quality reporting for the site by designing and implementing a Quality scorecard and new tool for poke-yoke of data, auto-communication to respective stakeholders. Led several other high impact projects like 30% cycle time reduction on high volume product lines, Implementation of perpetual cycle count to improve stock accuracy >99%

Chicago, Us

Directed multiple cross-functional global sourcing programs (~$6 Million productivity in 3 years) including in-sourcing and localization of commodities like cables, power supplies, HLAs, overcoming cost, quality and delivery issues. Developed key supplier relationships to improve cost productivity and supplier delivery performance. Recognized various new opportunities for productivity & quality improvement through product transfers (supplier to supplier /GE in-sourcing)

Egmp, Executive General Management Prorgam

Bachelor Of Engineering (B.E.), Mechanical Engineering