Karm Matharu Email and Phone Number

Accountable for the implementation of the Leoni Kaizen Process which includes 5S, Flow in plant and office processes, Kanban, TPM and Metric based accountability. • Developed and continuously update a 3 year roll out plan to transform the culture to one of continuous improvement. • Introduced key metrics to prioritize and drive process improvement in areas of delivery, quality, engineering, inventory, and customer service.• Plant representative in the Corporate Kaizen Training program which includes, TPM, 5S, shop floor management, and flow.

Accountable for compliance to Health Canada regulations (licensing for In-Vivo & In-Vitro), Quality Requirements, and EHS for a $320M national organization. Responsible for 8 staff, $1.9M budget, and the integration of major processes across two divisions.• Developed and led companywide strategies utilizing Six Sigma and Lean Kaizen events resulting in improved customer and employee satisfaction scores, the integration in part or whole major processes across two divisions, In-Vivo and In-Vitro. (RFP, Compliant Handling).• Improved the consistency for “time to market” for devices, instruments, and consumables from commercialization to Health Canada License.• Reduced the number of HC QT (Germany Corporate) deficiencies from 51 to 1 within a 2-year period by implementing a “process owner” quality system.• Ongoing collaboration with In-Vivo and In-Vitro Business Areas and Marketing to strategize and manage the regulatory pipeline to ensure sales targets were met on a quarterly basis. • Realized the “Legal Manufacture Change” project on time and without affecting sales with a reduced staff and budget. • Instituted and maintained the Quality and EHS Management Systems adhering to ISO 9001, 13485, 14001, 18000 Standards and Siemens Quality Requirements.• Liaised and lobbied with Canadian government officials as the Co-Chair of the Federal Affairs Committee for MEDEC to simplify and standardize the Medical Device Regulation with the goal to reduce the “time to market” for medical devices.

Responsible for the development, design, and delivery of training programs to suit customer requirements. (Kiazen events, 6 Sigma Greenbelt and Yellowbelt, coaching and mentoring, PDCA) • Managed, facilitated, and chaired the Windsor Essex Consortium which consisted of progressive companies to develop continuous improvement strategies to improve productivity and efficiencies in office and shop floor processes. • Coached senior management on the development of 1 to 3 year continuous improvement implementation roadmaps based on the organization’s culture, market conditions, internal processes and metrics, which resulted in improved engagement, efficiency and market share. • Developed and facilitated kaizen events resulting in major reductions in setup times (50% SMT Line @RIM), Inventory (50% WIP @Honeybee), lead time (18% @Honeybee), non-value work, and distances (25% @ HDG Hospital).• Designed and delivered customized training programs to support company strategies such as, Autonomous Maintenance, 6 Sigma Greenbelt and Yellowbelt, 8D, and Auditing.

Accountable for the implementation of the Quality System and the development and implementation of a Lean implementation strategy across the organization. • Developed an overall Lean implantation strategy for a 24/7 operation including a 5-year outlook to increase productivity and reduce inventory (WIP, finished goods, and raw material).• Revamped the manufacturing environment from one flow into three value streams (3 factories within a factory) including maintenance and engineering roles and responsibilities.• Reduced WIP by 50%, finished goods by 25% while increasing productivity by 24% in 2 years. • Eliminated the weekend shift through attrition and absorbing the production during the week which reduced costs, increased output, and improved quality.• Developed strategies to change the culture to allow for continuous improvement and application of Lean techniques, quality systems, and standard work. Established a training program to include 6 Sigma, 5S, Lean 101, departmental training and an orientation program for new employees.