MBA Pathways Program
October 2012 — Present
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MBA Pathways Operations Manager
# Stabilized the company's newly built manufacturing facility and contributed to capacity ramp up
# Led engineering team to provide maintenance support to the plant.
# Led teams to measure and monitor equipment performance
#Designed and implemented $12m distribution centre to postpone allocation to downstream supply
#Planned and built network infrastructure; managed IT needs and data centre for the distribution centre
# Managed government liaison to establish and operate an automated warehouse in the factory premise
# Built capacity model for all 4 phases of the project; and built priority model for allocation of 218 SKUs
# Improved finished goods dispatch productivity per employee by 20%; reducing distribution costs by 30%
# Developed and successfully managed supplier relationships contributing to 25% of equipment purchase
# Recruited, trained and led 16 Engineers and Technicians to scale up production and appraise suppliers
# Engineered, evaluated and commissioned machinery worth $2m; and ventilation system worth $200,000
# Audited and improved suppliers’ processes for timely and quality delivery – USA & Europe
# Rewarded by the CEO for planning and executing production ramp-up in just 5 months from inauguration
# Led diverse teams (from Europe, USA and Asia) of 30 contractors and more than 100 employees to finish construction in just 21 months; Achieved 15% reduction in production cost through design and automation
# Contributed to the design of Warehouse Control System (WCS) by laying out the process requirements.
# Coordinated with IT function for the design of the ERP module of warehouse management system (WMS) in the plant.
# Led teams to set-up the IT infrastructure at the plant.
# Led implementation team for company’s first $1m fully automated distribution centre; downsizing regional distribution network in western part of the country; Achieved annual saving of $100,000
# Managed operation and maintenance for 1.6MW power plant for 85% captive power production
# Launched Plant ERP compliance module for Preventive/Predictive maintenance to improve uptime to
# Gained a reduction of 50% (from 12 days to 6 days) in purchase process time through LEAN implementation
# Planned and executed the installation of $700,000 CNC die cutting machine; managed supplier – client interface for design and development of the machine in Osaka, Japan
# Innovated the cylinder block cleaning process through new machine design to reduce rejections by 70%
# Ensured equipment availability of more than 93% through planned maintenance and improvement projects
# Improved resource utilization by programming machines; reducing oil consumption by 70%, saving $3,000