Nilushi Ranathunga Email & Phone Number

Winnipeg, Mb, Ca

Winnipeg, Manitoba, Canada

Leading the largest Manufacturing plant in Winnipeg.- Manage the employee relations with 280+ unionized work force with successful execution of collective bargaining agreement through negotiations.- Involve in strategic decision making and planning process with the higher leadership and drive operational plan in end to end value stream from raw material to finish goods delivery. - Lead problem solving using the 8 step methodology to breakdown the issues hindering the achievement of Business KPIs while developing the team on structured problem solving and data driven decision making.Drive the Total Productive Maintenance (TPM) framework.- Developed the framework for machine management & automations with a detailed road map on identifying and implementing the operation deskilling and automations.- Implementing and maintaining the sub pillar project plans collaborating with relevant teams across all the Canada Goose plants.- Saved 750,000 USD per annum through rolling out the automation projects across all plants.Implement the Industrial Engineering practices along with Quick Changeover (QCO) concept to improve the business KPIs.- Operation breakdown, Line Balancing & Job assignment prior to the start of a new style to identify critical operations & head count requirement to develop training plan.- Identify the external & internal activities in order to reduce the changeover time and learning curve for operators in new style.- Follow up the adherence to the QCO plan along with training operators on new style to reduce the learning curve and achieve the set targets.

Winnipeg, Manitoba, Canada

Headed a manufacturing plant on temporary basis and exceeded the KPI Targets within 3 months.- Streamlined the production plan to ensure all the production lines achieve 100% on time delivery, OTD KPI improved from 87% to 100% within a month.- Lead the manufacturing team to increase the overall efficiency from 84% to 96% within 3 months and then reached 110% efficiency within 6 months by minimizing the bottlenecks.- Analyzed the data to identify the biggest off standards used by the operators and gave solutions to each and reduced the off standard from 8% to 3.9%.Trainer & Coach for Lean Yellow Belt & Blue Belt Programs at Canada Goose.- Developed the curriculum and designed the content for subjects along with practical activities and post training assignments.- Conducted the training programs across all Canada Goose plants and developed 45 Yellow Belters and 30 Blue Belters.- Coached the teams on the post training assignments & presentations to ensure they get certified.Developed the Continuous Improvement Strategies & implementation plans to achieve the business objectives.- Identified the cost saving opportunities and developed plans based on data and lead the projects to achieve the set goals such as reducing the recuts & raw material requisitions, improving quality & efficiency.- Breakdown the strategic issues in the business using data dashboards to identify root causes & worked with teams to identify and implement permanent solutions.- Standardized the Best Practices across all Canada Goose plants through forums to share the information.- Developed a Work In Progress (WIP) Matrix for cutting room to connect with the relevant production plants in order to see the real time in process stocks by processes and create a pull system based on the rhythm of production floor.- Improved material flow inside the production plant by introducing the Pre-Production Dashboard & meeting cadence to Winnipeg plants.

Winnipeg, Manitoba, Canada

Pioneered Continuous Improvement Journey at 3 Production plants and cutting room at Canada Goose, Winnipeg.- Developed the 5S plan with a zonal structure, training schedule, Seiri day campaign involving everyone from the leadership to operator level.- Implemented the 5S to improve the personal productivity along with strategies to standardize and sustain followed by process audits in all the plants.- Started the Kaizen journey involving the cross functional management team followed by awareness program.- Developed a rewarding and monitoring system for Kaizens implemented across all sites.- Initiated ongoing 5 why problem solving for recurring quality and production issues with relevant teams supported by data to understand & find the root cause.Headed the cutting room streamlining project.- Created a cutting capacity calculator to identify the current & future constraint in the process based on the style mix.- Mapped the overall cutting process (material & information flow) starting from marker making to quality checking & shipping out cut goods using the swim lane mapping technique.- Identified the improvement opportunities to eliminate the duplications in the process, improve quality and create continuous flow from start to end.- Implemented all the improvements identified working with a cross functional team and increased efficiency by 35% and improved quality by 55%.- Developed a new layout for cutting room to enhance the efficiency in spreading & cutting operations and streamline the information & material flow.Automated the Work In Progress (WIP) matrix with real time data.- Mapped the data points to capture the WIP quantities by process in Value Stream Map of the plant.- Used Power Queries and Excel formulas to visualize the real time WIP data by process.- Maintained the optimum level of in process stock by identifying the constraint and balancing the processes to create continuous flow.

Sri Lanka

Led "TM Training & Skill Visibility" project across MAS as Group Lean consultant:- Formed central project team covering all Business Divisions within the Group and improved new-recruit productivity by 20% while reducing training time by 16% through pioneering the design of fundamental skill training methods.- Visualized dynamic skill levels of value adders based on actual performance through digitization and reduced 4% of SAH loss during changeover by scientific skill gap identification and filling the skill gap using fundamental skill trainings.- Guided HR and data science teams to develop a statistical model to predict team member turnover risk and developed management system to use insights on turnover to make informed decisions on operation allocation.Top ranked Master trainer and coach on key Lean concepts at MAS Lean Academy,- Trained over 1000 Individuals ranging from Team Members to Senior Leadership on Lean Tools & their Application on key concepts such as Structured problem solving, Management systems and Cellular Manufacturing, etc. across different business functions, in Sri Lanka, India, Bangladesh, Vietnam and Indonesia.- Designed and developed online self-learning modules using software such as articulate, animaker, etc. for key Lean Concepts.- Designed and developed the curriculum of Train the trainer (TTT) program for new Lean Academy trainers and coached them to improve the training capability.As the Group champion for the 'Culture of Empowerment (COE)' initiative facilitated strategic planning sessions and developed action plans for HR transformation.As the Group Lean Team Lead on the Business Turnaround Initiatives at several manufacturing units.

Sri Lanka

Head of MAS Lean Academy Yellow Belt, Blue Belt and Green Belt programs,- Responsible for curriculum development and execution of belt programs managing the trainee life cycle from onboarding to post training evaluations.- Lead Trainer and a certified coach on all basic Lean concepts such as 5S, Visual Factory, A3 thinking, Process Mapping etc. - Reduced trainee dropout rate from 20% to 8%, in Belt training programs; introduced post training mentoring program, an innovative training curriculum that focused more on practical learning.- Developed the identified trainer pool for Lean Academy trainings through coaching and guiding.Group level champion for Cellular manufacturing (Dancing Module) conversion in MAS Holdings.- Design, develop and conceptualize the cell manufacturing theories that govern the implementation of the project.- Oversees and monitors all activities and personnel by acting as the liaison in matters regarding policyapplication, standard implementation and continuous improvement related to the group-wideapplication (Yokoten) process.- Provide guidance through pilot plant engagement to improve and sustain.- Conduct workshops, training sessions to spread knowledge about cellular manufacturing.- Generated cost saving by increasing production efficiency by 12% through optimum workload balancing using cellular manufacturing concept.Member of the team which developed and implemented ‘Tulita – Clock’ time study application, a digital solution to enhance the potential studies, module balancing/Yamazumi, and production studies conducted by Industrial EngineersEngage with factories to solve business problems that impact their P & L. Several initiatives gave 30%-40% capacity improvement across the group.Conducted internal audits to assess strategic alignment in over 30 manufacturing units. Developed action plans and monitoring mechanisms for continuous improvement and growth.

Sri Lanka

Led the New Product Integration Project for Nike Business working with Japanese Consultants from Toyota Engineering Corporation (TEC)- Re-engineered the sample development process to minimize sample lead time by 50% for global Nike orders.- Selected as top 0.3%, among 8000 colleagues to train on Toyota Production System at Toyota, Japan; prototyped processes together with Toyota consultants to increase speed-to-market for new product introductions.- Developed MAS Group guideline for New Product Development and Factory Integration along with implementation road map to align all product development centers across MAS and evaluated against the guideline to ensure the adherence.Academic coordinator of Yellow Belt program and a trainer and coach on key Lean concepts,- Designed and developed training curriculum of the program and training materials of key concepts. - Managed trainee life cycle starting from onboarding the trainees till post training evaluation and certification.- Worked with external consultants from Toyota Japan to add and enhance the Yellow Belt curriculum and training material.Increased module efficiency by 7% through performing time studies, identifying balancing & improvement opportunities and implementing Kaizens.

Sri Lanka

Co-head of operations, accountable for Raw material stores, cutting (cut to box area) and Finished goods stores at Linea AITC (100% Nike dedicated plant),- Generated cost saving by driving Kaizen (continuous improvement) culture throughout organization and coaching 200 staff on problem solving skills- Resolved 600 material flow issues by analyzing root causes, re-designing layout and implementing simplified processes.- Reduced cost due to bad quality and improved quality throughput rate from 90% to 98% by initiating in-station quality project, winning approval from plant leadership.Enabled growth in digital printing business at Textprint by introducing new technology digital printing process with newly developed supply chain to support.Increased packer performance by 5%, quality checker performance by 11% and total department output by 9% through implementing new layout and streamlining checking and packing operations in inspection process at Trischel Fabrics.Generated cost saving by integrating different supply chain projects to achieve long term mutually beneficial partnerships with suppliers; led cross functional team representing main business units and negotiated with suppliers.

Leadership Training On Lean Manufacturing, Lean Manufacturing - Knowledge Sharing Sessions By Toyota Followed By Plant Visits & Simulations

Post Graduate Diploma, Logistics, Materials, And Supply Chain Management

Bachelor Of Science (Bsc) Hons, Textile & Clothing Engineering, 2Nd Upper

Activities and Societies: Rotaract Club of University of Moratuwa, Textile Engineering Students Association, Classical Music Society

Secondary Education

Activities and Societies: Drama Society, Photography Society, Kabadi, Handball