Sumit Mistry Email & Phone Number

Purchase, New York, US

• Responsible for change management, governance and training for the PepsiCo Global Template (SAP S/4 HANA) for UK Supply Chain Manufacturing. Key achievements:
• Developed vision to embed SAP into our operations through 5 strategic pillars: Developing the Super User network, building self-learning portals, reducing incidents, building analytics and delivering process automation.
• Enabled a reduction in number of full-time SAP Super Users from 30 to 7 within 18 months with no disruption to operational performance.
• Delivered substantial reductions in manual transactions (> 1 million) by project managing a portfolio of major automation enhancements including solution design, development, testing, user training, cutover and.
• Delivered offline methods for running production during SAP outages, thus mitigating production losses due to lengthy system upgrades or maintenance.

Purchase, New York, US

• Key member of the Site Leadership Team at the world's largest crisp manufacturing facility (Walkers) with responsibility for delivering the site Manufacturing Excellence agenda encompassing Lean, Lean Six Sigma and.
• Lead the development of the manufacturing excellence vision and strategy and mobilised cross-functional resources to deliver the road map
• Initiated culture change programme strengthening process stability and providing a platform for continuous improvement from leadership to front-line operations. Year-on-Year operational savings of >£500k delivered in.
• Implemented structure and governance for site escalations after a major IT transformation with the implementation SAP S/4 HANA.

London, England, GB

• Senior Leader in the Manufacturing Engineering function with circa 300 engineers. Leading transformational projects to improve pace and simplicity of manufacturing engineering activities across Submarines division.Key.
• Led the development of the manufacturing engineering strategic workforce plan enabling the function to capitalise on the business strategic opportunities.
• Radically reduced waste in administration across multiple product lines by leading and facilitating agile sprints focussed on simplification of manufacturing instructions and increased digitisation.
• Slashed change control lead-times from an average of 20 weeks to 1 week through simplified governance and empowering engineers with proportionate delegated authority.

London, England, GB

• Led the Manufacturing Engineering function for the Core Design & Manufacture Business UnitKey Achievements:
• Successfully launched a complex new product line into production 4 months ahead of programme forecasts enabled by restructuring the Manufacturing Engineering function within the business unit.
• Delivered >£7m of cost saving through lean and method improvements.
• Effective deployment of Digital Manufacturing strategy to deliver improved facility resilience and tools to improve efficiency (e.g. INSPECT, Measurlink and part-programme transfer)
• Delivered intranet site which improved communication, transparency and ease of information flow between customers, the business unit and the manufacturing engineering function.
• Developed resourcing strategy to enable resilience in the organisation throughout some challenging operations, development and new facility activities.

London, England, GB

• Led the Manufacturing Engineering organisation for Current Class reactor core manufacture. Provided manufacturing engineering, laboratory and technical verification support to production. Key Achievements:
• Successfully restarted the Current Class product line following 4 years of no production.
• Built a manufacturing engineering department from 6 engineers to circa 40 engineers in one year and enhanced capability, capacity and responsiveness.
• Delivered >£20m cost savings through lean and method improvements including first product lines with six sigma levels of capability within sector.
• Pioneered use of digital systems within the sector with implementation of Digital-TI, INSPECT and Measurlink.

London, England, GB

• Operations Manager for team of circa 50 people with accountability for safety, quality, cost, delivery and people.Key successes:
• Increased average throughput by 22% in 5 months with associated productivity increase of 10%
• Scrap reduction initiative yielding a cost-saving of £800k per annum
• Reduction in slow moving inventory of £600k
• Application of lean tools to improve visual communication including team communication centre, T-card systems and safety risk mapping process

London, England, GB

• Operations Manager for a £6m business with accountability for safety, quality, cost, delivery and people. Key successes:
• Sustained 15% productivity improvement through systematic elimination of waste and application of constraint management.
• Elimination of special cause non-conformance through effective problem-solving
• Improved employee engagement through effective communication, training and employee relations
• Lead the development of the operations strategy and programme managed the implementation of capacity and capability improvements

London, England, GB

• Part of an influential team of internal strategy and business modelling ‘consultants’. Key achievements:
• Delivered 4 integrated strategies for the Turbines Supply Chain Unit (SCU) by project managing and facilitating cross-functional teams. Engaged senior level stakeholders to ensure timely buy-off.
• Launched and lead a Community of Practice (CoP) to share best practice and improve the quality of strategy development.
• Developed modelling tools to support strategy development and scenario planning.

London, England, GB

• Managed a £3m business with accountability for safety, quality, cost, delivery and people. Key achievements:
• Successfully transferred my cell, from an old factory to a new facility, including the acquisition of a new laser machine to improve capacity and capability on a constraint process.
• Facilitated Kaizen / Improvement events to engage the team in the design and layout of the new cell, and enhance team-based working across 3-shifts
• Improved the OEE in a constraint process from 50% to 85% by engaging the cross-functional manufacturing team to increase availability, quality and performance.
• Recovered £150k of scrap material through active management of slow moving WIP and driving functional support teams to develop rework procedures.

London, England, GB

• Leadership training programme gaining depth and breadth of experience through challenging attachments:
• 3-months as a Material Requirements Planning Controller (MRPC) managing a portfolio of products through a foundry to deliver to the customer requirements. Improved delivery performance by enhancing cross-functional.
• 6 months as a Production Leader in the Turbine Blade Facility accountable for safety, quality, cost, delivery and people. Successfully managed 3 cells including a Process Development cell which was transformed into a.
• 6 months in Business Strategy function of the Compression Systems OBU (Operational Business Unit). Applied lean manufacturing techniques to transactional processes to improve man-hours, lead-time, file size and.
• Short attachments in Functional Excellence, Manufacturing Technology and Purchasing departments to gain breadth of Company experience. Key achievements include: (i) Worked to tight deadlines to provide the.

FR

Summer placements in MAIT (Manufacturing, Assembly, Integration and Test) department with following projects: (i) Researched into the evolution, maturation and obsolescence of a range of technologies used in the design and manufacture of guided missile systems; (ii) Explored the possibilities of using wireless technologies for Shop Floor Data Collection.

Bachelor Of Arts - Ba, Engineering

Master Of Engineering - Meng, Engineering (Instrumentation & Control Tripos)

Ba (Hons) Meng, Engineering