Jay Dixit Email & Phone Number

Sydney, Nsw, Au

Treviso, It

Sydney, Nsw, Au

I was positioned to drive business development to build client relationships by offering strategic and insightful input into client’s businesses; utilise extensive knowledge and proficiencies to handle complex projects.● Develop, introduce and launch multiple programs and processes that produce results in areas of continuous improvements, change management, comprehensive training, improving efficiencies, and increasing productivity rates.● Conduct evaluations, define, and implement standards, project methods, controls, systems, and facilitate regular evaluations on client’s operations to improve and exceed organisational objectives.My areas of specialisations are: - Supply Chain Strategy and design- Supply Chain, Operations, manufacturing optimization and streamlining- Leadership development, High Performance teams, front-line and executive coaching- Business reviews, restructure, integration, closure- New Product Development, commercialization- Lean, Six Sigma, Structured Problem solving- Customer experience improvement- Business Process improvement

I led the Supply Chain Management, Operations, Quality, IT, and Customer Service across APAC, positioned as member of the Senior Leadership Team, and held responsibility to develop high performance teams across the APAC region.

Padstow, Nsw, Au

I delivered outstanding results and dedication during tenure with organisation, held multiple positions starting as Manufacturing Manager to General Manager of Manufacturing and Development to final position of General Manager of Manufacturing & Distribution. Led major transformation projects in Supply Chain, Operations and manufacturing including consolidation and rationalization of manufacturing plants and distribution.

Padstow, Nsw, Au

Padstow, Nsw, Au

Management consulting across manufacturing and services sectors• Led organisational redesign to align with business growth (Disabled Care Sector)• Executive Short Courses on Lean Manufacturing for Logistics Association of Australia (LAA)• Lean implementation (Cosmetic and essential oil Manufacturing), ISO9001:2000 Quality Systems implementation (Packaging business)

Manufacturer and supplier of confectionery products to Woolworths, Coles, Aldi, Metcash, Darrell LeaManaged all aspects of this operation including manufacturing, quality, HR, Engineering, Warehouse & logistics. Manage 6 direct and 86 indirect reportsLed restructing of operations overcoming some deep rooted cultural problemsMRP system changesAchieved savings by tendering 3PLLed CI initiatives in packaging area achieving 6% gain in efficiencyStreamlined NPD process reducing time to market by 6 weeks

Manage multi-site operation with key focus on Lean Manufacturing and Six Sigma implementations; operations run 24 hours X 5 days/week with full crew and 24 hours X 2 days/weekends with limited crew. Manage 8 direct reports and 130 indirect reports. Share P&L responsibility.Increased sales by $6 million without any additional manpower or equipment.Attained $1.4 million savings by reducing inventory levels 40%. Used pull systems, reduced length of runs via OEE and provided ongoing monitoring of inventory levels using Six Sigma tools; also rationalized supply chain and procurement to hold 24-hour stock of raw materials, and initiated changes to the ERP system.Drove additional 12% OEE improvement by reducing setup times from 3.4 hours to 1.5 hours via 5S and Quick Changeover principles.Executed on-time launch of a new product as the exclusive cup manufacturer for McDonald’s (Australia/New Zealand) using 35% recycled PET material. New project is worth $6 million in its first year.

Ran 3 plant operations in Sydney, Melbourne and Auckland. Managed 5 direct reports and 145 indirect reports; jointly responsible for P&L Improved Delivery performance from 84% to 96% in Australian plants and 72% to 93% in the NZ Plant. Implemented ERP/quality systems and work processes at the NZ site.Collaborated with senior executive team in completing strategic plan that included turnover growth targets of $48 million in 2005-06 to $100 million by 2011 and increasing EBITDA from $6.2 million in 2005-6 to $11.4 million in 2008-09.Provided extra capacity worth $1.4 million by reducing setup time from 5 hours to 3.5 hours across sites.Gained additional capacity worth $2.6 million by driving speed increase from 1300 to 1500 cycles/hour.Negotiated enterprise agreement with unions that centered on pay increases linked to achievement of KPIs; ratio of increase in wages to gains in productivity was roughly 1:4Attained annual savings of $1.8 million via 30% staff reduction

Selected to implement common and standard systems across 3 different operations within Australia representing $40 million in revenues. Managed 5 direct reports and 190 indirect reportsIntegrated manufacturing systems across the 3 sites versus working as 3 independent units with different systems and lack of cross-communication; effort involved a massive culture change to have a common organization-wide culture and achieve synergiesRecovered $600,000 in annual losses by conducting financial modeling/impact analysis of the Brisbane operation (experiencing losses due to lack of sales) and carrying out its closure Generated $1.5 million annual savings by reducing staff 10% nationally in addition to closing the Brisbane operationImplemented 2 machines (one operator) with part automation for annual benefit of $700,000Reduced machine down time due to breakdowns from 9% to 2%,using Predictive Maintenance Systems, for a cost benefit result of $1.4 million worth in extra time available

In charge of operating, supply chain, quality, HR, OH&S, warehouse, and logistics functions for the Sydney and Brisbane operations. ($36 million in revenues). Managed 4 direct reports and 110 indirect reports.Achieved ISO9001:2000 certification for all three sites.Improved bottom-line results for the Brisbane operation by increasing machine cycle speeds from 900 cycles/hour to 1300 cycles/hour.Captured a $300,000 savings for the Brisbane plant by reducing waste from 10% to 6% and also saved $300,000 by reorganizing the warehouse.Improved labor recovery per labor hour by 12%, by eliminating waste of waiting, redesigning work area, and upgrading the troubleshooting skills of operators

Managed all aspects of Sydney operations, including supply chain, quality, HR, warehouse, and logistics. Managed 3 direct reports and as many as 58 indirect reports. Managed culture change associated with post-acquisition and merger, including the integration of workforce and ERP systems. Orchestrated relocation to a new premises, including site selection, layout, and workflow. Delivered a $900,000 savings by using the company’s warehouse in the new premises versus using external storage.Increased labor recovery via automation and increasing machine speeds from 700 cycles/hour to 900 cycles/hour.Outsourced non-core activities of tooling manufacturing while retaining expertise in design and development to excel in innovation.

Focused on maintaining quality and HACCP/GMP systems, business process and continuous improvements, quality program development and implementation, and customer satisfaction. Trained staff in TQM and Six Sigma philosophies and tools.Improved invoice accuracy rate from 69% to 96% by initiating changes to the warehouse process.Generated $200,000 reduction in cost of nonconformance, and reduced customer complaints 40% nationally from 120 to 72 in one year by conducting root case analysis to address and resolve system issues. Worked with two high profile customers to resolve their problems on their automated lines, which drove a $700,000 savings for customers and enabled Signum to secure further new business valued at $1.5 million.

Managed new product development/tooling activities and HR affairs, and four direct reports and 10 indirect reports. Held full P&L responsibility for the department.Turned around the Department from losses of 40% to breakeven and 100% sales growth while recovering additional costs. Established and led cross-functional issues in an effort to reduce rework costs.Reduced lead time by 8 weeks via reengineering and involving customers in the entire product development process and outsourcing non-core activities; product development process initially averaged 14 weeks and cost of rework and commissioning was contributing towards loss. Developed new products that drove entry into the produce market and generated $3 million in sales.

Managed all aspects of Toolmaking business

Mumbai, Maharastra, In

Led technical marketing and support activities on national basis.

Pune, Maharashtra, In

Provided planning and project management for Machine Tool Division (startup operation)

Mba, Business Administration, Management And Operations

B.E., Mechanical Engineering