1. RAHUL LAXMAN IYER
U.S. Citizen
220 North 22nd
Place, Unit 1008, Mesa AZ 85213, USA
Mobile: 623-570-2848
rahulduong@cox.net
Overseas Citizen of India (OCI)
http://www.linkedin.com/in/rahuliyer
SUMMARY
Looking for long term opportunity in project management, process improvement, & development. Trained in Six Sigma
Black Belt & Toyota Production Systems, experience in product/machine/fixture design, and review of new trial parts and
product launch. Have lead people, and resolved issues, improved productivity, increased profit, and generated new
business utilizing process improvement, and problem resolution. Demonstrated history of leading process improvement,
producing accurate, timely reports, meeting stringent customer expectations, and ultimately resulting in cost savings.
Thrive in a deadline-driven and data-driven environment.
LICENSURE & CERTIFICATION:
Project Management Professional (PMP), expected Mar 2014
Project Management Institute (PMI), Newtown Square PA
Value Analysis/Value Engineering, Oct 2003
Argo Consulting, Chicago IL
Six Sigma Black Belt Certification, Aug 2003
Dana University Technical School, Ottawa Lake MI
Internal Auditing to the ISO/QS 9000 Quality Standard, Jan 2000
Tooling & Manufacturing Association, Park Ridge IL
Fundamentals of Engineering Exam/Engineering Intern (FE/EI), Jun 1999
State of Indiana
EDUCATION:
Advanced Master Certificate, Applied Project Management, expected 2014
Villanova University, Villanova, PA
Master of Science in Engineering (MSE), Mechanical Engineering, Dec 2002
Western Michigan University, Kalamazoo, MI
Bachelor of Science in Mechanical Engineering, Area Minor in Biomedical Engineering, May 1999
Rose-Hulman Institute of Technology, Terre Haute, IN
LEAN MANUFACTURING/PROJECT MANAGEMENT/STATISTICAL SKILLS/VAVE:
MS Project, Project Management, Capital Expense & Budgeting, Project Scheduling, Continuous Improvement,
Toyota Production System (TPS), Classical Design of Experiments (DoE), Taguchi Methods, Shainin’s Methods, FMEA
(DFMEA & PFMEA), Gage R&R QS 9000/QS 9001/AS 9001, ISO 9001/TS 16949/ISO 14000, Nonparametric Statistical
Methods & Parametric Statistical Methods, Root Cause Analysis, PERT/CPM, A3 Methodologies, Why-Why
Analysis/Fishbone/5Why Analysis, 8-D, MTTF, MTBF, MTBE, MTBCE, DMAIC/Six Sigma, PPAP/PFEP, Pokayoke,
MSA; Technical FAST diagrams, Time Studies, Cost/Benefit Analysis & Payback, Focus Factory
METROLOGY TECHNIQUES
Optical Metrology: (Speckle Shearing, Laser Doppler Velocimetry (LDV), Particle Image Velocimetry (PIV), Speckle,
Interferometry, Profilometry, Shearography), Optical Comparator, TEM/SEM
Non-Destructive Testing /Destructive Testing: Profilometry, Eddy Current (ECT), Leak Testing, Flow Visualization,
MTS/Tensile Testing, Weld Inspection/Penetration, Go/NoGo Gauging, CMM/Faro Arm, Chart
Recorder, Thermocouple, Height Gauge/Surface Plate, Siemens/Moore Data Gauges
CAD/CAM/CAE/PIM:
Geometric Dimensioning & Tolerancing (GD&T), C3P, AutoCAD, Mechanical Desktop, CADAM, CADkey,
Pro/Engineer, SDRC I-DEAS Master Series, Alibre Design, CATIA, Solidworks, 2D Drawings & 3D Solid & Wireframe
Models
COMPUTER SKILLS:
C++, FORTRAN, Microsoft Windows, Microsoft Office (Excel, Word, Access, PowerPoint), Lotus 1-2-3,
WordPerfect, Motorola 6802/6811 Assembly Language, MINITAB, Primavera,, Maple VR4,
MathCAD,Visio, SmartDraw, SAS, COREL Draw, Oracle/AGILE, Filemaker Pro, Solumina, SAP
METALLURGICAL & METAL WORKING SKILLS:
Deep Drawing, Stamping, Forging Processes, Foundry, Die Casting, Sand Casting/Grey Iron, Investment
Casting/Lost Wax, Machining/Machine Shop/CNC, Material Science, Powder Metal/Sintering, Heat Treating (HIP),
Tube Bending/Cutting/Extrusion, Welding/Weld Penetration/MIG/TIG, Hydroforming, Torch Cutting, Coatings/Dipping,
Painting, Metal Spinning, Aluminum Log/Billet Melting-Charging/Casting/Homogenization/Quench, Aluminum
Extrusion
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2. BOM, BOD & ATTRIBUTES MANAGEMENT:
Oracle Labor Routings, Bill of Distribution setups (BOD); BOM review and structural management; setting of additional
attributes for BOM, and BOD, Work Instruction Development and Process Development; Review, implementation, and
management of Engineering Change Orders, MRP
LANGUAGE SKILLS
English (native), Spanish (proficient), Vietnamese (beginner), Russian (rudimentary), Tamil-India (rudimentary)
EXPERIENCE:
Remelt Improvement Engineer/Process Engineer (Project Management) August 2013-December 2013
Sapa Extrusions North America, Phoenix AZ (aluminum billet casting and aluminum extrusion)
• Direct Opportunity; Reduction In Force due to change in direction of company as a result of joint venture with
Norsk Hydro Aluminum
• Directed & Lead Teams in the Casthouse for Phoenix facility for Capital Projects & Continuous Improvement
Projects (total of 4-25 people per Project Team--Operators, Supervisors, Managers, Technicians, Supply Chain)
• Setup and installation of new Ultrasonic Testers at billet cut length process for testing of cracks in billets
• Work Instruction Revision & Job Safety Analysis (JSA) Revision for numerous processes in the casthouse of
Phoenix facility
• Training Operators on new equipment & working with Maintenance for development of Preventative
Maintenance program of equipment
• PROJECT MANAGER--CONTINUOUS IMPROVEMENT PROJECTS & INITIATIVES
• Optimizing Homogenization & Quench Cycle in Remelt/Casthouse
• Optimizing Casting Process for Different Aluminum Alloys to Reduce and Prevent Surface Nonconformances
(went from having 100% surface nonconformances on a particular aluminum alloy each production run, to 8%
surface nonconformances on same alloy by adjusting the casting speed and water feed. Each production run
usually a quantity of 108 pcs)
• Increase capacity in Homogenization & Quench Cycle. 20% increase in material capacity done by reducing
spacer size from 3" to 2", adding extra column on load, and adding extra layer on load. Conducted
homogenization furnace survey to verify metallurgy.
• PROJECT MANAGER CAPITAL IMPROVEMENT PROJECTS (Projects valued @ US$3.5 million)
• Developed Scope of Work (SOW), Planned, Scheduled, and Coordinated Refractory Rebuild on Melter
Furnace, Holder Furnace, and Homogenization Furnace. Included working with and lining up contractor for
scheduled rebuild.
• Developed Scope of Work (SOW), Planned, Scheduled, and Coordinated Quench Chamber rebuild. Included
working with and lining up contractor for scheduled rebuild.
• Developed Scope of Work (SOW), Planned, Scheduled, and Coordinated Dross Press rebuild. Included
working with and lining up contractor for scheduled rebuild.
• Planned, Scheduled, and Coordinated Bridge Crane rebuild.
• Planned, Scheduled, and Coordinated Saw Automation.
Senior Manufacturing Engineer (Project Management) October 2010-August 2013
Power-One Renewable Energy Solutions LLC, Phoenix AZ (renewable energy power inverters, electronics assembly)
• Resigned for new opportunity. Had I stayed, I would have been Reduced in September 2013 (Received
Reduction In Force Notice)
• Direct Opportunity
• Directed & Lead Teams in the Phoenix facility for NPI Projects/Launches & Continuous Improvement Projects
(total of 4-25 people per Project Team--Operators, Supervisors, Managers, Technicians, Supply Chain)
• New Plant Production Startup of String Inverter & Central Inverter Assembly (North America & Australia)
• New Plant Production Startup of Inverter Monitoring Equipment (Combiners, Sys Mgrs, WeatherStations)
• New Launch of PCBA mfg (SMT and PTH processes)
• Total of 23 New Production Introduction (NPI) launches in Phoenix AZ plant since October 2010
• Value Analysis/Value Engineering in an effort to consolidate Part Numbers used, and improvement of Quality-
Cost-Delivery (Q-C-D)
• Specification, Development, and Procurement of Production Capital Equipment
• Development of Work Instructions, Procedures, Production Processes, & Training Production Personnel
• Engineering Change Order (ECO) initiation and management/Bill-Of-Material (BOM) revision & management
• Automation of processes in line (moving from manual assembly to automated assembly)
• Pokayoke process of label printing, presentation, and dispensing for packaging process in plant. Reduction of
nonconformances in Phoenix plant by 30%, and increased throughput in final packout by 20%.
• Process Mapping for assembly of String Inverters & Central Inverters
• 5S Implementation + Production Cell Layout / Assembly Process Development / Automation of processes (RTV
Dispensing Robots)
• Reviewed and provided recommendations to overseas suppliers regarding how to process parts and meet
specifications, primarily in China, Italy, and Slovakia & Far East
• Jig & fixture design for manufacturing
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3. Contract Engineering Opportunities
Manufacturing/Process Engineer August 2010-October 2010; Vantage Mobility International LLC, Phoenix AZ (minivan retrofit for the
disabled)
• Directed & Lead Teams in the Phoenix facility for Gen4 NPI Launch & Continuous Improvement Projects (total of 4-
25 people per Project Team--Operators, Supervisors, Managers, Technicians, Supply Chain)
• Cost Justification for Module & Process Redesigns on Honda Van retrofit. Reduction of 1.25 labor hours per vehicle
• Process Mapping, D-FMEA, & P-FMEA for Gen4 (2011) Honda Floor Module, Vapor Line Module, Exhaust Module,
Door Module, Interior & Exterior Plastic components and Seat Base Module
• Vacuum forming & RIM molding of plastics
• Injection Mold Tooling
Principal Process Engineer April 2010-June 2010; The Timken Company, Mesa AZ (investment casting/lost wax)
• Directed and lead projects in Investment Casting Foundry in Phoenix in Continuous Improvement Projects (5S), and in process
development (process mapping, work instructions, Standard Operating Procedures (SOP). Increased availability in Wax Injection by
5% (4-10 people per Project Team—Operators, Supervisors, Managers, Technicians)
• Implemented Statistical Process Control (SPC) on mold cluster weights for investment casting operations in
• Proposed capital improvements to investment casting processes in foundry
Mechanical Engineer October 2009-February 2010; Triatek Holdings LLC, Norcross GA (venturi air valve assembly and test)
• 90 Days Contract Opportunity in Mechanical Design—Contract Opportunity
• Lead efforts to redesign venturi air valve and optimize spring in valve to better fit theoretical calibration curve that shows CFM as a
function of Pressure (curve should be flat/pressure independent).
• Directed and lead projects in product redesign (venturi air valve), prototyping, and continuous improvement, process flow, work
instructions, process mapping, P-FMEA, Control Plan (total of 2-5 people—Operators, Supervisors)
• Lead Efforts within Engineering to develop D-FMEA of venturi air valve
Quality/Supplier Quality/Process Engineer (Project Management ) September 2006-August 2009
Tepro Industries Inc, Winchester TN (Automotive--rubber/EPDM/TPV extrusion, injection molding, and finishing)
• Downsized out of job due to economy—Direct Opportunity
• Launch lead (Project Management Experience) for Altima for door seals, and Maxima for parting seals (Lead
Engineers, External Customer, Managers, Supervisors, and Technicians)
• Hired as part of a group of people to transform company from one with serious quality and profitability issues; to
a company with better, improved, quality and increased profitability
• Lead Kaizen activities in area of finishing at plant, total of 4 people, assisted in-house processes in removal
200% inspection in Finishing. Resulted in labor reduction of four people. (Lead Engineers, Managers,
Supervisors, and Technicians) Savings US$45K annual.
• Supplier Development, Lead team of 4 people in looking at whole picture through monozukuri, covers
everything from logistics, storage, and packaging. Assisted in redoing “milk runs” that cover two suppliers.
This was done through kaizen. Savings of US$7K annual
• Supplier Development, Lead team of 4 people, plus 25 suppliers, in developing, training, educating, and tracking
suppliers on process improvement, including Quality, Cost, and Delivery. Established system to rate, train, and
develop suppliers. Savings of US$25K annually
• Supplier Development; Overseas Suppliers & Low Cost Carrier (LCC) Countries-Thailand & China (Far East),
assisted in PPAP’ing, and qualifying 20+ parts moved from Tennessee to Thailand as far as production. Savings
of US$15K annual.
• Developed testing, rework, and sorting methods for various supplied components, including visits to the supplier
to develop countermeasures, and foster process improvement
• Designed and developed check fixtures
• Reviewed, revised, and developed Standard Work Instructions (SOPs), Control Plans, Quality Standards, and P-
FMEAs, Toyota Inspection Standards (TIS)
• Championed resolution of Customer Quality Concerns (PIRs, QPRs, QPIs, and QIRs and other
nonconformances) using Why-Why Analysis, Honda 5P, and Daimler-Chrysler 7 Steps of Problem solving, and
trained Production on QA and investigation techniques (Why-Why & Fishbone)
• Worked with manufacturing to develop and implement pokayokes in the extrusion and finishing processes
• Charge tooling for rubber (TPO) / Injection mold tooling
Quality/Supplier Quality/Process Engineer July 2005-August 2006
Aisin Manufacturing Illinois LLC, Marion IL (Automotive-- door unit assembly, injection molding and stamping)
• Downsized out of job due to business issues at customer—Direct Opportunity
• Launch Lead Responsibility (Project Management) for Toyota Sequoia Unit Assy Power Back Door & Sienna
Power Slide Door Closer and Lock Assy (Lead Engineers, External Customer, Managers, Supervisors, and
Technicians)
• Lead efforts to resolve popping noise with powered back door unit through use of Taguchi Design of
Experiments (DoE). (Lead Engineers, External Customer, Managers, Supervisors, and Technicians)Savings
US$60K annual
• Lead Process Change Requests (PCRs) & PPAPs for the implementation of Engineering Change Instructions
(ECIs) per Toyota SQAM (Lead Engineers, External Customer, Managers, Supervisors, and Technicians)
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4. • Championed resolution of Customer Quality Concerns (QPRs, QPIs, and QIRs and other nonconformances)
using Why-Why Analysis, Toyota 8 Steps of Problem Solving & A3 Methodologies, and trained Production on
QA and investigation techniques (Why-Why & Fishbone)
• Supplier development; worked with overseas suppliers for development of Control Plans, Quality Standards, and
P-FMEAs, Toyota Inspection Standards (TIS)
• Reviewed, revised, and developed Standard Work Instructions (SOPs), Control Plans, Quality Standards, and P-
FMEAs, Toyota Inspection Standards (TIS)
Supplier Quality Engineer November 2004-February 2005
Haldex Hydraulics Corporation, Rockford IL (Automotive--hydraulic pumps & motors, injection molding, die casting,
casting, machining)
• Downsized out of job due to business issues at customer—Direct Opportunity
• Lead Supplier in standardizing measurement techniques for qualifying purchased product (Lead Engineers,
Managers, Supervisors, and Technicians)
• Assisted in management of Supply Chain Improvement Program (SCIP), and rating suppliers
• Conducted Quality System Audits on suppliers per corporate guidelines and TS 16949 criteria
• Supplier Development, Lead supplier, total of 3 people, in process improvement in sand casting of grey iron and
part machinability. New specification and expectation developed with foundry and in-house process resulting in
reduction of nonconformances of 30%, reduction of 200% inspection labor of one person. (Lead Engineers,
Managers, Supervisors, and Technicians) Savings US$25K annuall.
• Supplier Development, Lead supplier of deep drawn cylindrical hydraulic reservoirs in a series of kaizen events
aimed at improving layout of shop floor. Supplier had several presses and related, and the process just did not
flow with current layout. Lead Engineers, Managers, Supervisors, and Technicians. Kaizen efforts lead to
reduction of nonconformances by 50%. Savings of US$20K annually.
Process Engineer/Six Sigma Black Belt (Project Management) April 2003-November 2004
Dana Corporation, Sterling, IL (Automotive--driveshaft & axle assembly, machining/stamping) —Direct Opportunity
• Project Manager for a new production launch of driveshafts, five product different series (in charge of tooling
development, developing and maintaining project timeline, and assisting Purchasing Manager with sourcing of
components). US$4.2 million in new business annually & and allowed closing of warehouse for receiving of
overseas product (reduction of 3 people), savings of US$150K annually. Trained & mentored Production,
Maintenance, Quality, and Sales people regarding new production equipment and driveshafts. Lead Engineers,
Managers, Supervisors, and Technicians.
• Lead production plant, total of 20 people in Value Stream Mapping & establishing a Rapid Baseline among lines
of Dana Production Systems (DPS). Information used to develop foundation, set priorities, and coordinate lean
activity for fiscal year, and to mentor and train others in lean concepts and kaizen. Total of 3 Black Belt
opportunities identified, 8 kaizen opportunities identified. Lead Engineers, Managers, Supervisors, and
Technicians
• Mentored, trained, and coached ISO 14000 Coordinator, and Quality Manager in Lean concepts, kaizen & 5S
techniques, and Six Sigma. Quality Manager, and ISO 14000 Coordinator went on to be certified Six Sigma
Green Belts through Dana Corporation. Lead Manager and Technician
• Lead Six Sigma Black Belt Project, Mentored & Trained Team of 7 people over course of 6 months (including
outsourced paint supplier), Optimizing Driveshaft Painting Process. Lead Managers, Supervisors, Operators, and
Technicians Savings US$200K annual.
• Lead Six Sigma Black Belt Project, Mentored & Trained Team of 4 people over course of 6 months, Worker’s
Compensation Management Process. Lead Managers, Supervisors, Operators, and Technicians Savings
US$220K annual.
• Lead Kaizen Event, Mentored & Trained Team of 5 people over one week, Driveshaft Remanufacturing,
reduction of time from 9 days to 4 days to remanufacture driveshaft, true labor cost of remanufacturing
driveshaft realized. Lead Managers, Supervisors, Operators, and Technicians Savings US$170K annual.
• Supplier Development, Lead team of 3 people with setting up kanban for tube cutoff length through kaizen.
Savings US$10K annual Tools Utilized: Process Mapping, Kanban, Milk Runs, SPC, takt time
• Value Analysis & Value Engineering (VA/VE) experience with the redesign of a Spicer Axle used in golf carts
(designed 42% of the cost out of the product; improved fit, form, function, capitalized on Dana Corporation
patent, met target price, simplified product design, reduced from US$290 to US$170 per part. Savings of
US$150K annuall).
• Develop and design tooling, fixturing, and assembly processes for new product introductions in the facility, and
managed the reconditioning, and calibration, of tooling/fixturing within facility
• Lead several kaizen events in facility (US$170K annual savings in one event for driveshaft remanufacturing)
• Supplier Development: Worked with overseas tooling suppliers in India for development of fixturing
Quality/Process Engineer July 1999-July 2000
Jernberg Industries, Incorporated, JII Machining Division (formerly CAMponents Inc), Chicago, IL (Automotive--
transmission machining and forging) —Direct Opportunity (machining division closed 2005)
• Left Jernberg Industries for full-time study at Western Michigan University
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5. • Lead Effort to improve FPY, including performing Capability Analysis & SPC of machined parts, process
mapping, and kaizen (including production cell redesign)
• Lead Efforts to setup and maintain database to keep track of nonconforming material (to calculate COPQ)
• Internal Auditing to QS9000/QS9001 standards
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