Sid Persaud Email & Phone Number

Pickering Ontario

Dedication and commitments to Ennis-Flint continue to be the driving force in our success. As a result, we have taken better care of our customers and provided them with higher quality products, all while operating our plant in a safe and cost efficient manner. Continue my efforts to build a customer-focused, collaborative and continuously improving culture where every associate feels valued and understands the role they play in making the roads and highways of North America a safe place for everyone. On behalf of the hundreds of millions of people that rely on our products to keep them safe on their daily walk, bike or commute-Ennis-Flint traffic paint, Pickering Plant.

Mississauga Ontario

Implemented Kaizen and Kanban continuous improvement and cost reduction programs. Responsible for evaluating, improving the tooling process and tooling capacity planning. Coached, counseled, motivated and managed production line personnel while adhering to company policies and procedures. Accountable for production and quality targets by directing activities of manufacturing associates. Promoted and maintained cooperation, innovation, and teamwork within the plant

Mississauga Ontario

Managed all production activities for 24/7 operations to ensure the manufacture of the high quality product in the most cost effective manner. Lead, mentor, and motivate all production staff members. Identify and implement productivity improvement programs using Kaizen, Cycle Time Reduction, and other Lean Manufacturing techniques. Make efficiency improvements, spoilage reductions, and process improvements to meet zero defects. As a senior member of the management team, establish production and quality standards, developing budget, and promote positive company image.

Concord Ontario

Through leadership and lean skills increased plant efficiency from 58% to 85% by strategic deployment of cycle-times on machines; this resulted in reduced set-up time and cost leading to 10% reduction in operating expenses Initiated the 5S discipline (sorting, simplify, sweep, standardize and sustain) Planned, developed and implemented new methods and procedures designed to improve operations, minimize operating costs, and affect greater utilization of labour and material Identified issues involving inefficiencies, non-value added activities, quality concerns, and implemented corrective action; ensured timely follow-upDeveloped standard operating procedures (SOP), production schedules and maintained an inventory of raw materials and finished productsEnsured new products were launched on time and within budgetWorked with engineering to plan and implement changes to machinery and equipment, production systems and methods of work; actively participated and drove continuous improvement activities to ensure maximum results in reducing costs Reported daily (DKPM) on production efficiencies related to machine utilization, scrap and downtime on three shifts. Aided engineering in the development of equipment maintenance schedules and/or replacement of machines Participated in Plant Safety Inspections and Housekeeping Audits; conducted information sessions, safety talks, staff meetings, and pre-shift meetingsFully accountable for the Daily Key Performance Metrics. Provided employees with ongoing feedback through performance appraisals, attendance and progressive discipline processes

Rexdale Ontario

Metal Stamping and Assemblies

Scarborough Ontario

Implemented Toyota Production Systems methods- Five S’s, Kaizen; 5Whys; and continuous improvement. This resulted in waste elimination and cost reduction leading to 20% ($3.5 million) reduction in operating expenses. Reduced delivery lead times by more than 75%; on time delivery improved by 99+%, productivity (sales per employee) increased by 15-35% per year, inventory (working capital) reductions of more than 75%. Return on Assets improvement by 100+%Negotiated favorable contracts with two USWA localsResponsible for P&L, materials, production, human resources, quality assurance, tooling, plant accounting, plant engineering, sales and marketing and customers. Involved in day-to-day operational issues with recruiting, training, production scheduling, business development and capital requirements. Coached the activities of 300 team members in painting, machining and assembling departments. Provided the leadership that was needed on the shop floor to uphold high productivity, morale, safety and high standard of housekeeping by ensuring the principles of the 5S discipline were supported and adhered. Assigned specific jobs to meet safety, quality, cost, delivery and morale (SQCDM) standards. Implemented the operations’ execution plans proficiently by using people and equipment to the maximum capability, as well as cost effectual and efficient as possible, enforced counter measures for performance that is below target. Introduced new products and strived to continuously improve Fincore’s products and the delivery of products to customers Ensured the delivery of high-quality products on time in order to meet demanding schedules (“Just in Time”).Explored and developed operational alternatives to support future growth and build partnerships with suppliers.

Toronto, Canada Area

Implemented Kaizen and Kanban continuous improvement and cost reduction programsAccountable for P&L, Budget forecasting, financial control of division inventory, production- metal recycling, and quality targets by directing activities of accounting and manufacturing associates Accountable for site safety and operating performance, organized and directed the activities of the site and the plant's management team, promoted and maintained innovation, and teamwork within the plant Managed plant operating and capital budgets. Determined the plant's equipment needs and propose the addition of new equipment per established guidelines Prepared capital projects request and recommended closure on acquisitions that improved cash flow and reduced overhead cost