Edward Ramsaroop (Cssmbb) Email & Phone Number

Little Chute, Wi, Us

Arden Hills, Minnesota, Us

• Collaborated with senior leaders to develop and implement CI initiatives, aligning them with company strategic goals and KPIs.• Led the implementation of a Daily Management System (DMS) across departments, tracking daily KPIs to drive performance improvements.• Provided CI training, coaching, and mentorship to leaders, enabling them to apply DMAIC tools and solve complex problems.• Conducted data mining and analysis on production KPIs, presenting findings to upper management and leading cross-functional improvement teams.• Collaborated with the development and deployment of a Digital Dashboards, improving data visibility and driving real-time decision-making across operations.• Spearheaded a plant turnaround project, driving $600K in savings and a YTD contribution of $2.6M by identifying and executing process improvements.• Led Loss Analysis initiatives, working with plant leadership to reduce waste and inefficiencies, identifying opportunities for CapEx projects.

Chicago, Illinois, Us

Kraftheinz sold their Natural Cheese business and I was part of that sale to Lactalis Hertatage Dairy. At Lactalis Heritage Dairy there is No Continuous Improvement Department. Responsible for ensuring Capex projects are properly documented with the correct values, and submitting to France for approval

Chicago, Il, Us

• Contributed to the development and implementation of the Kraft Heinz Management System (KHMS) across 8 plants, driving operational standardization.• Led and facilitated over 40 Kaizen events across multiple plants, achieving sustainable improvements in Safety, Quality, OEE, Yield, and Cost.• Coached and mentored plant management on Lean Six Sigma principles, resulting in $500K in savings and successful Yellow and Green Belt certifications.• Conducted data analysis on production, customer satisfaction, and financial data, optimizing processes without compromising quality.• Achieved 7% cost-out target across 8 plants through CI projects and disciplined KPI tracking.________________________________________

Quincy, Ma, Us

• Developed and deployed a companywide Six Sigma program, training 180 employees in Yellow Belt methodology, resulting in $500K in CI savings.• Led over 50 Kaizen events across nine plants, improving downtime, standard work, and safety.• Increased plant efficiency from 60% to 70% in 24 months by identifying and executing DMAIC-based projects.• Drove $6M in annual savings through Lean initiatives, improving changeover times by 56% (from 4hrs to 1.75hrs).• Instilled a continuous improvement culture across the organization, serving as a key change agent for operational excellence.

Lancaster, Pa, Us

Led the implementation of continuous improvement (CI) strategies for HPDC and PET product lines, driving lean transformation across the plant to optimize production processes and improve efficiency.Coached and mentored the leadership team and all plant employees on Lean Six Sigma principles and tools, with a focus on DMAIC methodology to identify root causes and drive sustainable process improvements.Drove a plant-wide culture change, communicating key decisions and Lean initiatives to employees and helping them adjust to the evolving business needs, resulting in 80% employee engagement in CI initiatives.Performed detailed analysis on equipment downtime and failure trends, leading to the implementation of corrective actions that improved MOEE (Machine Overall Equipment Effectiveness) from 60% to 80%.Developed and delivered CI training materials on methodologies such as Kata, Problem Solving, PDCA, and A3 Thinking, ensuring all team members were equipped to contribute to process improvements.Facilitated Kaizen events across key CI methodologies, including Value Stream Mapping (VSM), 5S, TPM, FMEA, and Standard Work to engage cross-functional teams in improving processes and achieving operational excellence.Reduced setup times by 50% through the development of Standard Operating Procedures (SOPs) for equipment setups, driving faster turnaround times and greater overall productivity.Introduced a Value Stream-based production floor, empowering employees to take ownership of manufacturing processes and solve problems autonomously, contributing to a 15% increase in productivity.Championed business process management by aligning CI training and development with key business goals, resulting in consistent alignment between CI initiatives and broader organizational objectives.

Led continuous improvement (CI) initiatives across multiple manufacturing sites, focusing on enhancing quality, efficiency, safety, and profitability.Developed and implemented daily management metrics for key operational areas, ensuring alignment with plant goals and enabling real-time performance monitoring.Spearheaded the adoption of Lean and Six Sigma tools (DMAIC, Kaizen, 5S, FMEA, and root cause analysis) to identify inefficiencies and implement corrective actions, leading to 15% improvement in production efficiency across plants.Conducted root cause analysis for quality issues, driving the implementation of corrective actions that resulted in a 10% reduction in defects and improved product consistency.Trained and mentored plant leadership teams in Lean Six Sigma methodologies, enhancing problem-solving capabilities and fostering a culture of continuous improvement at all levels of the organization.Coordinated cross-functional teams to drive plant-wide initiatives, including process improvements, safety enhancements, and cost-saving projects, leading to a $500K savings in operational costs during the year-and-a-half tenure.Improved safety performance by implementing risk-reduction measures, training staff on hazard identification, and reinforcing a proactive safety culture, contributing to a 25% decrease in safety incidents.

Ms, Management Technology

Bsc, Quality/Manufacturing Engineering