Sharon Philips Email and Phone Number

As an Operations Engineer at the Global RAD Organization, I play a pivotal role in driving operational excellence and continuous improvement across the company. Currently handling global projects spanning -NA, EMEA, APAC; my key responsibilities include:Process Design & Optimization: Designing new operational processes and optimizing existing ones using lean and Six Sigma methodologies. Create process flow charts, SOPs, and implement improvements.Capacity Analysis & Planning: Evaluate production capacity, identify constraints, and align it with customer demand. Leverage data analysis to forecast future capacity needs.Layout & Workstation Design: Design efficient plant, value stream, and workstation layouts to minimize waste, enhance ergonomics, and boost productivity.Visual Factory Implementation: Develop and deploy visual management tools like Kanban, ANDON, and process control charts to increase transparency and enable data-driven decisions.Standards & Costing: Define and maintain standard operating rates and costs through time studies, data analysis, and benchmarking.Continuous Improvement: Lead Kaizen events and other CI initiatives, collaborating cross-functionally to identify and implement improvements.Driving operational excellence through the application of proven engineering principles and a relentless focus on continuous improvement is at the core of my role as an Operations Engineer at the Global RAD Organization.

Financial Impact: Processed a load of ₹15 Lakhs/month across 4 centers (Surat, India) Optimized CPS processing from 1.2 to 0.97 Reduced CPS dispatch from 4.8 to 2.6Operations and Service Level: Reduced TAT breach by 13% across 3 months (from 15,000 to 2,000 qty per day per center) Optimized manpower and fleet vehicle utilization Managed 130 devices worth ₹20 Lakhs per centerCustomer & Governance: Resolved customer and seller escalations Reduced consumables by 5% per month and implemented EV initiatives for sustainabilityPeople Management: Controlled attrition for FTC employees to <10% and absenteeism to <5% Scaled up diversity and EDAB inclusion by 25%Key Responsibilities and Projects: Facilitated stakeholder process improvements Improved last-mile SLA and reduced returns reconciliation losses Designed network load mapping, RTAG sorting, sorter implementation, TMS, and VSM execution Process Improvements: Led the project for developing and executing the Returns SOP for the company. Initiated seller visits, conducted gap analysis, and re-developed the CS-level SLA for Returns Operations to control cost losses. Optimized operations through sorter implementation and designing the fleet layout. Implemented Transportation Management System (TMS) and Value Stream Mapping (VSM) for the Gateway Operations vertical.Projects (Yellow Belt/Green Belt): CPS Detailed Revision Fleet Management and Optimization Network Engineering & Locality Mapping HR - Vendor Locality StrategyAchievements :Succusfully planned and executed the Peak season in Surat (Biggest Marketplace in India) within TAT of 10 days (avg operational disparity spans 3 months during and post peak) - handling major concerns of seller closures, load capacity planning, manpower absenteeism and hiring challenges, shrinkage control, prompt client service and support, maintaining operational cps and fleet management.

Financial Impact:Reduced losses at the center by 92% in 3 months (from ₹4L to ₹30k per month)Operations and Service Level:Maintained >98% electronic delivery compliance from 70%Controlled center shrinkage to <5% per week from 32%Reduced damage shipments by ₹3.5L in 3 months per centerIntroduced automated locality sorting which improved same day delivery at Return sorting centersCustomer & Governance:Resolved customer and seller escalationsDeveloped SOP for shrinkage control, and designed process paths for Shrinkage control at Customer, Seller and Operational Process end. Key Responsibilities and Projects:Optimized delivery routes and bike/vehicle utilizationRedesigned customer service SOP to control returns rejection rateReconciliation, customer service, S&OP, and fleet managementProjects (Yellow Belt/Green Belt):Kaizen 1 - Compact Sorting Frame Layout OptimizationKaizen 2 - Push to Pull Process Flow ImplementationKaizen 3 - 3 Levels of Shipment SortingReturns Shrinkage Control Process DevelopmentReturns Damage Control Process DevelopmentReturns Reconciliation SOP RevisionReturns Metrics RevisionIncident Recovery Tracking Process DevelopmentAchievement : Seller Distribution Time Model - Achieved the highest dispatch (47L) on a single day with zero additional cost and resources (avg daily dispatch 20L)

RETURNS CENTER | 2021-2022, Reverse Supply ChainKey Achievements: Reduced R2S lead time to 9.04 hrs, below the target of 9.6 hrs Reduced R2S mobile lead time to 4.32 hrs, below the target of 4.8 hrs Ensured resilience and reliability in the supply chain to handle shocks and high loads Maintained packing cancellation below 10 DPMO, against a target of 25 DPMO Achieved ReInventorization RTO of 99.7%, exceeding the target of 99.5% Achieved ReInventorization RVP Softline of 97.2%, meeting the target of 97%Operational Excellence: Maintained attrition and absenteeism below 1.8%, well below the target of 3% Initiated projects to control consumables and process-generated costs Implemented cost-saving initiatives from Fraud Bulk in the Returns CenterProductivity & Continuous Improvement: Ensured 100% cross-deployment to build a multi-skilled workforce Maintained optimal productivity per person Implemented 5 process improvements using 5S, Lean tools, and Kaizens Drove people-centric programs to foster an engaged and risk-taking teamStakeholder Management: Effectively managed stakeholders, vendors, and off-roll employees Implemented process improvements, such as using MP Assistants, correcting product damage processes, and aligning SOPs with metrics and strategiesProcess Improvements at the Returns Center: Running operations using MP (L1) instead of Executive (L2), resulting in overall MP cost savings. Correcting the process logic to avoid the loss of branded and good quality products as scrap. Implementing handheld correction devices to clear minor product damages, similar to the approach used at Myntra. Improvising the SOP to align with metrics and strategy, accommodating different product verticals. Optimizing and controlling the cycle time reduction in re-inventorying process across different verticals, leading to improved lead time.

STEM Training (2021 - 2022)IoT, Cloud, and Computer Vision Technology Focused on implementing these technologies in production/operations to improve efficiency, capacity utilization, reduce process/lead time, eliminate lean waste, and enhance employee productivityKey Projects: Applying Computer Vision Technology: Developed a Kanban process line to reduce motion and transportation waste Applying IoT: Implemented a VSM (Value Stream Mapping) system Deployed a pull-based system in the production processThrough this STEM training, I gained expertise in leveraging cutting-edge technologies to drive operational excellence. By applying computer vision and IoT solutions, I was able to optimize production processes, improve visibility, and eliminate wasteful activities. This experience equipped me with the necessary skills to identify and implement technological innovations that can transform manufacturing and operations, leading to increased efficiency, reduced lead times, and enhanced productivity. I demonstrated the ability to translate technical knowledge into practical, value-adding solutions for the business.

Start-up Experience (2019 - 2020)Digital Marketing Agency - IM Branding Handled a team of 210 interns (nationally and internationally) Generated ₹3 Lakh in revenue within 1 week through effective seeding Focused on digital marketing, promotion, and brand-building strategies for clients Coordinated with software developers to build the company website and mobile app, ensuring quality and timely deliveryAs part of this start-up experience, I demonstrated strong leadership, team management, and revenue generation skills. I was responsible for developing and executing digital marketing campaigns, building the company's online presence, and working closely with the tech team to deliver a seamless product experience for clients. This experience provided me with valuable insights into the dynamic world of entrepreneurship and the importance of agility, creativity, and cross-functional collaboration in a fast-paced start-up environment.

Store Operations (2020 - 2021)Productivity & Growth: Drove a 33% increase in LTL (FnV) growth within a month Achieved the ever-highest sales of ₹47L during my tenureEmployee Retention & Upskilling: Maintained 0% attrition rate during my 4-month tenure Focused on employee upskilling and morale developmentBusiness Improvement: Introduced Omni-Channel E-Commerce process, implemented pan-India Implemented Lean methodologies to control FIFO, zero expiry, manpower planning, and recruitmentCluster Operations ( mid 2020 - 2021) Managed inventory, SOP adherence, FnV category, sales and supply planning, and deliveryNew Store Operations Management: Handled vendor management, HR recruitment & training, customer service, catchment analysis, D2D and online marketing Launched and maintained best-in-class service quality during the pandemicProcess Improvements: Improved customer service through employee training and morale development Conducted catchment analysis to target the right market and inventory categories Introduced Omni-Channel digital marketing and sales during COVID, maintaining sales without much deviationThrough these initiatives, I demonstrated strong operational excellence, people management, and a commitment to continuous improvement within the store operations domain.

Working as Lean consultant and Team lead on various Black Belt projects - Core Project : Vega Cargo and Logistics Co. Bangalore- Resource utlization- S&OP implementation- Improving process Quality- Expanding customer base in Bangalore

1. Organizational Structure Study of "Apollo Tyres", Perambra, Kerala - Assisted a Mini-project on Floor Shop Optimum utilization and Buffer Storage management using Lean principles3. Live Project - "Big Bazaar", Thrissur, Kerala : Retail Operations, Visual Marketing and Workforce management4. Internship Project - "Carborundum Universal Limited (EMD)", Kochi, Kerala : Capacity Utilization Planning through energy management in the carborundum production facility.5. Industry Practicum - As Lean Consultant at Innoverro Consulting (Logistics Industry - client)

1. Volunteer experience in “URAVU – Production planning and efficient manufacturing process development”2. Volunteer experience in “Fund Raising – using different marketing strategies”3. Project on “A STUDY ON THE VIABILITY OF ADDITIVE MANUFACTURING (3D PRINTING) ININDIAN PRODUCTION SECTOR”4. Seminar on “GLS, AGILE AND LE-AGILE MANUFACTURING IN PRODUCTION”, "Sterling Engine"