I am entrusted with the responsibility of driving industrial engineering excellence within the organization. In this capacity, I lead initiatives to optimize production processes, streamline operations, and maximize efficiency. My role involves leveraging my expertise in time studies, Standard Allowed Minutes (SAM) calculations, and process layout design to ensure that our manufacturing operations are at peak efficiency. I contribute to process improvement through detailed Kisen reports and efficiency analyses, enabling the company to make data-backed decisions for sustainable growth. My journey from an MTO to an IE Executive has been marked by a commitment to excellence and a dedication to delivering tangible results. I look forward to further advancing our operations and contributing to the continued success of the organization.

As an MTO at Lucky Textile Mills, I played a pivotal role in optimizing production processes and driving operational excellence. My responsibilities included conducting time studies, calculating Standard Allowed Minutes (SAM), and creating operation layouts to enhance workflow efficiency. I also contributed to process improvement by preparing Kisen reports and generating detailed efficiency reports for multiple departments. Additionally, I gained hands-on experience in operating and maintaining advanced cutting equipment, such as FK Group's auto cutter. Through my work, I consistently delivered tangible results, including significant reductions in production time, improved product quality, and increased overall departmental efficiency. My contributions were instrumental in driving revenue growth and operational success for the organization.

We used Lean tools, applied 5S, did EOQ analysis by calculating CBM first and designed layouts on AutoCAD and applied FSN analysis.Our title was "Optimization of Accessories Stores Inventory through Lean Manufacturing". We worked on the sub stores on each floor of the two buildings(A & B) which keeps the accessories for max. two days, unlike the main store.Problem; we analyzed that the leftovers created overstock which resulted in shortage of space for the incoming accessories and hence they had to be placed outside the substore.Also improper layout with no space for leftovers and no 5S.We tackled it by calculating the CBM of accessories and applying EOQ which gave us the exact amount of accessories for each day. Then we designed a layout for both the sub stores and applied 5S.Then we moved towards the main store and did the same.CBM>> EOQ>> No. of days>> Layout>> FSN Analysis>> Layout with FSN Analysis>> 5S.In the end we compared the layout with the older one and showed the improvements on bar charts in terms of saving of space and cost.

During Internship,I honed my expertise in conducting time studies, a critical skill in optimizing production processes. This experience allowed me to delve into the intricacies of tracking and analyzing workflow efficiency. I had the privilege of contributing to the enhancement of operational procedures by providing data-driven insights through time studies, helping to identify areas for improvement. This internship not only deepened my understanding of the textile industry but also equipped me with valuable skills that I've since applied to drive operational excellence in my subsequent roles.