Education
University of Wisconsin-Madison
M.S Manufacturing and Production Systems, May 2006. GPA: 3.7/4.0
Visveswaraiah Technological University-India
B.E Industrial Engineering, June 2004. GPA: 3.7/4.0
Technical Skills
Access, Arena, AutoCAD, DOE, DFSS, Espirit, MS Office, Microsoft Excel, Minitab, Pro-E, RMT (MPX), SPC XL, Windows, Visio
Qualifications Summary
Senior manufacturing engineer with 4 years of leadership experience in cost reduction initiatives and continuous improvement projects using lean and six sigma tools
Kaizen officer and project leader with the ability to manage multiple projects and have outstanding planning and organizational skills
Strong problem solving skills; ability to effectively communicate data driven solutions to personnel from all organizational levels
Possess clear vision of opportunities with the aptitude to establish goals, develop future projects and determine core-non core processes
Work Experience
Kaizen Officer at AGCO Corp, Jackson, MN Jan 2010 – present
Schedule process improvement projects and kaizens and improved schedule attainment from 70% to 83%
Facilitate continuous improvement initiatives in different departments such as Production, Human Resources, Pre Delivery Inspection and Planning
Senior Manufacturing Engineer at AGCO Corp, Jackson, MN July 2006 – present
Key Accomplishments in Fabrication and Weld Department
Mentoring a six sigma black belt project using SPC, Gage R&R, DOE for set up reduction on brakes
Led a $2M project for determining the make vs buy strategy and managed a team of cross functional members from production, planning, purchasing, quality and supplier
Reduced the impact of outsourcing by determining the core parts to keep in house, improved the productivity of saws by 15% and worked with supplier and quality on first article inspection of outsourced parts
Identified improvement opportunities through value stream mapping, led kaizen teams on shopfloor, trained operators on lean principles- 6S, 7 wastes (muda), gemba approach, Lego simulation and employee suggestion program
Created pseudo manufacturing cells with laser and brakes which streamlined the part flow and improved the productivity by 20% and also justified new brake dies CER
Incorporated weld cell into fabrication that reduced the lead time by 3 days, developed future state layout and introduced KPIs on the shopfloor
Trained 5-9 man team on Lean Daily Management System that involved coaching operators on problem solving through 5 Whys and root cause analysis
Introduced TPM which involved operator training and incorporated preventative maintenance in standard work
Led a capital investment project for the purchase of new 6000 watt laser to replace the old plate cutting technology and coordinated machine moves with maintenance department, riggers and operators
Implemented offline programming for brake presses, facilitated operator training on new simulation program which improved repeatability of parts and reduced the scrap by $25k annually
Led a team of welders to form weld cells based on part families and also set up the first supermarket in weld department
Developed plan for every part (PFEP) which helped the water spiders improve their kitting efficiency and the weld cells productivity increased by 15%
Justified purchase of the tugger and implemented “milk runs”
Conducted quarterly lean audits for Fabrication and Weld department
Solved day to day issues on the floor such as Bill of Material and routing errors
Key Accomplishments in Materials Department
Rationalized batch sizes of fabricated parts stored in weld supermarket based on the usage (runners/strangers), size and part families
Reduced the batch size by 17%, through a spreadsheet simulation model, freed up 1100 square feet of supermarket space and reduced the set up time by 100 hours
Piloted the new batch sizes on 10 racks to validate the savings and ...
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