Supply Chain Consulting

• Improved throughput by 45% in 3PL managed Aftermarket (most profitable BU) distribution by improving every process from receiving to shipping. Recommendations included directed putaway implementation, class-based storage policy, improved carrier management, improved floor management, ecommerce strategy and improved integration between factory and DC.• Supported Factory Closures during Covid-19 Pandemic – Work Package Manager for Project Sunrise and Project Ironman. Operations strategy to consolidate 4 factories into 2 and leverage synergies to restructure NA ops.o Defined space requirements, storage methodology to hold product builds till commissioned at new site and negotiated terms for leased warehouse space.o Created centralized NA service center - OES production system optimization - Considered complexities in product offerings and customer requirements, and uncertainty in product lifecycle management and inventory availability. Designed a flexible manufacturing system, ready to adapt to changing needs, improved material flow, staffing levels and FTQ. Also, managed terms of closure with 3PL managed service distribution.o Theory of Constraints application - Served as the lean expert to support inventory build target. Raised throughput rates progressively to meet build targets while working with a temp crew, material shortages, Covid restrictions.• Made Recommendations to Plant manager/Materials to reduce Indirect Labor in Material Handling Processes. Applied a novel approach to determine current productivities and projected rates for future volumes. Cost Savings resulting in $0.9M/annually.• Supported Remanufacturing BU in core management. Analyzed inventory DOH of cores to estimate surplus OH inventory. Highlighted issues in core sourcing process, escalation procedure for satellite operations and inventory accuracy. Made recommendations to COO to strategically position Push-Pull boundaries by revising T&C with certain customers to improve profitability.

Led factory design scenario planning, CI, material handling automation, and process optimization.• Manufacturing footprint consolidation - Redesigned factory to merge two plants. Worked with automation and MH vendors to build the conceptual design. Systems integration, Process owner for– BOM, Routings, Costing.• NPI Project Manager - Used APQP framework to achieve safe launch for Ford/Metaldyne. Increased production rates by 20% after launch to achieve the targeted revenue of $9.6M annually.• Built Simulations in FlowPlanner for aisle and dock congestion analysis to help compare scenarios to relocate shipping/receiving operations. Presented to SKF Head of Process Development and Head of Manufacturing and received green light to build a plant attached warehouse.• NPI IE - Led CI activities for 4 production lines for Tesla volume increase. Learnt and applied advanced grinding technology to improve CT on BTNs. Redesigned MH conveyors for the product with optimum buffers to run with minimal staffing. Supported new equipment installation and commissioning. Achieved sustainable operating rates and eliminated OT.• Favorite project – Reduced changeover time by 50% on pairing machine by designing a modular ball dispensing magazine. Reverse engineered the tool design to formulate design parameters and used simultaneous equations to solve for the cutting angle accurately. Resulted in potentially unlocking $3.6M annual revenue. Start to finish took 3 days.

Assist students in computational work in software packages like MS Office,Maple, MATLAB, Web Assign.

• Designed and implemented a U-shaped assembly line operated by 1 worker to reduce machine idle time.• Improved productivity of tool refurbishing process by 100% without any investment. Recommended machine retrofitting for a projected 200% improvement in productivity. • Utilized standardized work combination table for cycle time reduction of manual assembly operations.• Improved the OEE of bottleneck machines by reducing changeover time by 15%-30% on grinding lines. • Analyzed plant capacity and assisted procurement lead in long term capacity planning.• Recognized for implementing new order picking method in the warehouse to improve productivity.• Introduced new method for recording time studies for proper documentation and analysis of processes.• Project Scheduler/ Liaison for all capital expenditure projects. • Monitored the progress of all projects in MS projects and presented progress in executive level meetings.

Established Quality Circles based on PQCDSM concept and analyzed root cause of Spot welding failures.