Vinod Inbakumar Email & Phone Number

Houston, Tx, Us

Texas, United States

- Lead a team of 10 direct and 200+ indirect team members for multisite operations in US and Europe.- Manage the P&L budget for 10 sites by working with the global commercial and FP&A teams.- Decreased TRIR from 2.48 to 0.58 in 1 year and increased observations and near miss/hazard reporting by 60% through team engagement.- Developed a balanced scorecard metric to track key KPI's and monitor daily/weekly P&L performance.- Standardized daily management across sites and implemented leadership standard work to optimize information flow and best practice sharing.

United States

- Oversee the Continuous Improvement Initiatives and Capital Projects for 21 sites across Americas, Europe & Asia- Developed an OpEx platform with simple daily management tools used in Gemba boards and implemented a project management software (KPI Fire) to align strategy, drive execution and engage people in tracking CI initiatives and savings by site- Led Kaizens and developed KPI's to improve productivity and reduce cost.- Led a site consolidation project to realize $2M in savings though SG&A and operations.- Managed $30M in capital improvement and plant consolidation projects across different regions

- Steer and direct manufacturing operations that generate $80M in annualized revenue. Directly manage 7 direct reports that oversee 150+ people in operations, supply chain & plant engineering - 25% improvement in safety recordable rate by strengthening the safety procedures, implementing nonroutine work checklist and no touch tool solutions. - 30% improvement in Throughput/OE in machining areas with increase in robot utilization and labor efficiency (1 person running 3 machines). - Used TOC (Theory of Constraints) approach to break the constraint and improve flow by 25% on Aerospace parts in the finishing and machining areas. - Managed $30M of capital expansion and cost improvement projects. - Developed KPI’s and Gemba walks to review key metrics in safety, quality, flow and cost. - Improved employee engagement by implementing employee suggestion boards that gets reviewed weekly with the department leads.

- Led the safety and environmental team, developed quality process controls to meet aerospace standards & managed company’s overall supply chain and logistics strategy - Sustain the stellar safety record, developed a formalized 5S program & safety audit plan by engaging the team to transform the safety culture. - Developed a formalized RCCA approach to problem solve quality issues. Achieved 25% improvement in internal scrap and customer rejections. - Led the quality team to achieve NADCAP certifications for HT, NDT and Test Lab - Developed strategic raw material buffers to help reduce the lead time and worked with vendors to have them hold the inventory to reduce inventory carrying cost

Texas

- Managed a team of 45 people in different areas of operations (Forge, Heat treat, Machine) and responsible for increasing throughput and reducing cost in each of these areas.- Utilized Theory of Constraints (TOC) methodology to identify the bottlenecks and reduce the delays in the overall flow of the process. Increased plant’s “On Time Delivery” to the customer from 40% in 2011 to 97% in 2015 YTD. - Celebrated a record-setting 4 years without a recordable injury in the machine shop. No lost time injury in machine shop, heat treat and finishing over the last 3 years. - Managed $15M capital expansions in post forge areas with a 10% ROI

- Leader of Six Sigma activities, including program development, training activities, project leader development, and operational deployment - Reduced energy usage (Natural Gas & Electricity) by $1.5M (12%) in 2010 by implementing an energy reduction program. - Achieved material savings of $1.0M by working with engineering to develop engineered mult lengths for jobs thereby reducing crop and kerf losses. - Performed a cost benefit analysis on one of our key suppliers that resulted in a favorable re-negotiation of the contract and an annual savings of $0.5M

- Led a cross functional team in developing and implementing a system for launching new jobs and integrating it with the Advanced Product Quality Planning (APQP) process - Project Manager for the 2005 Chrysler 300C SRT-8 front suspension knuckle forging program. Developed methodology tools that effectively tracked key deliverables and milestones - Used statistical tools like Minitab to run capability studies and implemented Statistical Process Control in the forge line to reduce variability - Performed a Design of Experiment using L4 Taguchi principle on studying the factors affecting straightness in the steering arm of Dana Steering Knuckle - Streamlined the order entry system through Value Stream Mapping, thereby reducing the average order processing lead time from 18 days to less than 5 days

Master'S Degree, Industrial Engineering

Be, Mechanical Engineering