M. Ramkumar has over 15 years of experience in project management, product development, research and development, and software management. He has spearheaded large product development programs and directed technology strategies. Some of his responsibilities have included managing budgets, product schedules, development costs, and quality. He has experience leading cross-functional teams and ensuring seamless manufacturing. Ramkumar has a wealth of expertise in areas such as program management, delivery management, and quality management. He has worked for organizations like Philips India, GE Healthcare, and John F Welch Technology Centre in roles such as Senior Project Manager and Lead Program Integrator.
S. Rajasekar has over 15 years of experience in production engineering, lean manufacturing, and new product development. He is seeking a senior level position in these areas. He has a proven track record of enhancing operational effectiveness through implementing quality standards, lean tools, and automation. Currently he is the Manager of Manufacturing Engineering at Faiveley Transport where he leads process improvement projects and new facility setups.
Sean Hedden has over 20 years of experience in lean manufacturing, reducing costs and waste through techniques like value stream mapping and 5S. He has held several engineering and management roles implementing lean initiatives to improve production rates, quality, and profit margins. Currently he works at Gold Eagle Co. leading organizational change and fostering a lean culture to achieve manufacturing excellence and annual cost savings.
Sid Persaud has over 30 years of experience in operations management, lean manufacturing, and continuous improvement. He has held several plant manager roles where he implemented strategies like Toyota Production Systems, 5S, Kaizen, and Kanban. This resulted in improved efficiencies, cost reductions, quality, and on-time delivery. Persaud has experience in industries like automotive, lighting, plastics, and metal recycling. He holds certifications in project management and management accounting.
Keya Bhattacharyya is an electrical engineer with over 25 years of experience in diverse industries including aerospace, automotive, medical, and consumer products. She has a strong track record of driving technical development, quality assurance, process improvement, and team leadership. Her experience includes roles in engineering, quality, manufacturing, and project management. She is proficient in various standards and processes including ISO, FDA, Lean, and Six Sigma.
Fred Duchow has over 25 years of experience in master scheduling, production planning and control, and manufacturing engineering. He has a track record of improving production processes, resolving issues, and ensuring accurate reporting. Duchow is skilled at troubleshooting, data analysis, and working with both manufacturing and IT teams.
Tulsi Das Nathwani has over 28 years of experience in production management and plant management. He has a proven track record of meeting production schedules while reducing costs and implementing process improvements. His core competencies include production management, plant management, project management, and team management. Some of his accomplishments include improving manpower productivity by 20%, reducing setup times and inventory carrying costs, and negotiating material cost savings. He has worked for various companies in roles such as Quality Head, General Manager of Quality, and Transmission Incharge.
T. Keith Bishop is a senior operations leader with over 30 years of experience managing manufacturing and distribution operations. He has a proven track record of driving continuous improvement through lean initiatives, quality assurance programs, and labor efficiency improvements. Bishop has extensive experience managing multi-site operations, logistics programs, and safety compliance.
M. Ramkumar has over 15 years of experience in project management, product development, research and development, and software management. He has spearheaded large product development programs and directed technology strategies. Some of his responsibilities have included managing budgets, product schedules, development costs, and quality. He has experience leading cross-functional teams and ensuring seamless manufacturing. Ramkumar has a wealth of expertise in areas such as program management, delivery management, and quality management. He has worked for organizations like Philips India, GE Healthcare, and John F Welch Technology Centre in roles such as Senior Project Manager and Lead Program Integrator.
S. Rajasekar has over 15 years of experience in production engineering, lean manufacturing, and new product development. He is seeking a senior level position in these areas. He has a proven track record of enhancing operational effectiveness through implementing quality standards, lean tools, and automation. Currently he is the Manager of Manufacturing Engineering at Faiveley Transport where he leads process improvement projects and new facility setups.
Sean Hedden has over 20 years of experience in lean manufacturing, reducing costs and waste through techniques like value stream mapping and 5S. He has held several engineering and management roles implementing lean initiatives to improve production rates, quality, and profit margins. Currently he works at Gold Eagle Co. leading organizational change and fostering a lean culture to achieve manufacturing excellence and annual cost savings.
Sid Persaud has over 30 years of experience in operations management, lean manufacturing, and continuous improvement. He has held several plant manager roles where he implemented strategies like Toyota Production Systems, 5S, Kaizen, and Kanban. This resulted in improved efficiencies, cost reductions, quality, and on-time delivery. Persaud has experience in industries like automotive, lighting, plastics, and metal recycling. He holds certifications in project management and management accounting.
Keya Bhattacharyya is an electrical engineer with over 25 years of experience in diverse industries including aerospace, automotive, medical, and consumer products. She has a strong track record of driving technical development, quality assurance, process improvement, and team leadership. Her experience includes roles in engineering, quality, manufacturing, and project management. She is proficient in various standards and processes including ISO, FDA, Lean, and Six Sigma.
Fred Duchow has over 25 years of experience in master scheduling, production planning and control, and manufacturing engineering. He has a track record of improving production processes, resolving issues, and ensuring accurate reporting. Duchow is skilled at troubleshooting, data analysis, and working with both manufacturing and IT teams.
Tulsi Das Nathwani has over 28 years of experience in production management and plant management. He has a proven track record of meeting production schedules while reducing costs and implementing process improvements. His core competencies include production management, plant management, project management, and team management. Some of his accomplishments include improving manpower productivity by 20%, reducing setup times and inventory carrying costs, and negotiating material cost savings. He has worked for various companies in roles such as Quality Head, General Manager of Quality, and Transmission Incharge.
T. Keith Bishop is a senior operations leader with over 30 years of experience managing manufacturing and distribution operations. He has a proven track record of driving continuous improvement through lean initiatives, quality assurance programs, and labor efficiency improvements. Bishop has extensive experience managing multi-site operations, logistics programs, and safety compliance.
Gloria Hill has over 20 years of experience leading quality improvement and Lean Six Sigma projects. She has reduced costs and improved processes at several organizations. As a Lean Master and Black Belt, she has reduced cycle times, inventory, and defects while improving productivity, capacity, and employee development. Her expertise includes change management, process improvement, logistics, benchmarking, and contract management.
This document is a resume for Karamjit Sekhon that summarizes his experience and qualifications. He has over 15 years of experience in quality engineering, reliability engineering, and electronics manufacturing. Some of his key responsibilities have included managing quality assurance departments, implementing quality systems, conducting supplier audits and qualifications, and leading corrective action processes. He has worked in various industries including electronics, computers, and data storage.
Henry Vu's resume summarizes his experience and qualifications as an industrial global lean project manager with a focus on continuous improvement. He has over 15 years of experience leading lean six sigma projects internationally, with a proven track record of cost savings and productivity gains. His areas of expertise include lean methodology, process optimization, change management, and developing high-performing teams. He currently holds the position of Lean Project Support Manager at Coats American Inn, where he has delivered over $4.44 million in annual cost reductions since 2016.
- Manufacturing processes must meet both technical and business requirements. The technical requirements relate to transforming inputs into outputs, while the business requirements relate to factors like production volumes and customer needs.
- There are different categories of manufacturing processes that are suited to different production volumes and product types, including project, jobbing, batch, line, and continuous processes. Each process type has different trade-offs in terms of flexibility, cost, and other factors.
- Companies must select a manufacturing process that aligns with their market needs and intended production levels, as process investments are difficult to change and are typically designed not to require frequent changes.
This document discusses quality systems and processes for building high performance homes. It outlines the goals of making quality practices widely available to builders to improve home performance. Various metrics are presented that show the economic benefits of quality, including reduced costs, higher profits and customer satisfaction. A hotspot process is described as a way to identify, train on and inspect recurring quality issues. Developing quality management systems for new and existing homes is presented as an area for further research.
Samarth Kumar has over 8 years of experience in project management and business leadership roles, most recently as a Lead Project Engineer at John Crane Sealing Systems India Limited where he oversees project execution from order booking through delivery. Prior to this, he spent 6 years at Control Components India Pvt Ltd in progressively senior roles managing projects, inventory, and a team with over $130M in annual revenue. He holds a BE in Chemical Engineering and several professional certifications.
Q-C-D is a management approach originally developed to help manufacturing companies. It is a methodology that is still used today. Lean Manufacturing, Six Sigma, Kaizen, and Toyota Production Systems (TPS) are all based upon the original Q-C-D methodology. All require data to make decisions.
This document provides a summary of Rajesh J's professional experience and qualifications. He has over 7 years of experience in quality assurance and quality control roles, including working as a Senior Engineer - Quality Control & Quality Assurance at Larsen & Toubro Limited. He has extensive experience in managing quality assurance operations, conducting audits, developing quality plans, and leading teams. Rajesh also has several technical certifications in quality management systems and non-destructive testing.
This document summarizes the professional experience of Danish Noor including over 10 years of experience in quality assurance, operations management, and project management. Some of the key roles and responsibilities included leading quality improvement projects using tools like Six Sigma, managing supplier quality, and resolving customer issues. The experience spans several industries and includes roles with companies like Caterpillar, Gateway Computers, and General Electric.
This document is a resume for Avinash Bhaurao Wadaskar seeking a senior level position in manufacturing operations or greenfield projects. It summarizes his 14+ years of experience in manufacturing operations, process improvement, quality assurance, and greenfield project management. His experience includes setting up manufacturing for refrigerators and freezers, managing operations to meet production targets, and handling budgets and process improvement projects. His employment history includes roles in process engineering, manufacturing engineering, and quality assurance at Liebherr and Western Refrigeration.
Sharise Heenan has over 15 years of experience in supply chain management, inventory planning, and materials management roles. She has a proven track record of streamlining processes, improving customer satisfaction, and reducing costs and inventory levels. Her experience spans several industries including aerospace, manufacturing, chemicals, and HVAC. She holds a Master's degree in Manufacturing Management and Leadership and has received extensive lean training.
Helping industrial OEMs reduce engineering and design cost, time to market, and improve equipment uptime through smart value redesign and engineering support
This document provides an overview of operations scheduling. It begins by defining operations scheduling as ensuring customer requirements and performance targets are met. Operations scheduling helps cushion stable delivery systems from unstable markets through various mechanisms like inventory, order backlog, and capacity.
The choice of scheduling system depends on factors like the delivery system/process type and whether demand is repeat or non-repeat. For non-repeat demand, bar charts or informal systems are used, while for repeat demand MRP, JIT, Lean and other systems are options. Different case studies on JIT and ERP implementations are also discussed. The document concludes by reflecting on integrating systems to support diverse business needs and selecting systems that best match requirements.
- Choosing a location and layout are distinct yet related decisions for organizations. Location concerns where to site a facility while layout concerns how to arrange operations within the facility.
- Several factors must be considered at multiple levels when choosing a location, from continent/region to country to city to site. This is a large, fixed investment so uncertainty must be reflected.
- There are three basic types of layouts: fixed position, process/functional, and service/product. Process/functional is best for repeat, high-volume delivery while fixed position suits project manufacturing.
Joel Ramos is an experienced engineering professional seeking a new role to apply his skills. He has over 8 years of experience in quality engineering, validation engineering, and manufacturing engineering. His background includes roles at Baxter Healthcare and Stryker, Inc. where he performed tasks like packaging validations, audit closures, process improvements, and computer/equipment validations. He has a Bachelor's degree in Mechanical Engineering and additional training in areas like medical device regulations and Lean concepts.
The document provides an overview of Edward Hockwater's experience as a senior operations leader in industrial manufacturing with over 25 years of experience leading operations, engineering, and business units. He has a proven track record of improving productivity, profitability, safety, and customer satisfaction through strategic planning, production optimization, and team building. The summary highlights his strengths in revenue forecasting, production planning, relationship management, and leading employees to drive bottom line results.
James Criscillis is a Lean deployment leader with over 20 years of experience in continuous improvement. He has a track record of transforming traditional manufacturing to Lean through implementing tools like 5S, value stream mapping, Kaizen events and TPM. His accomplishments include reducing setup times, improving throughput, eliminating waste and stockouts. Currently he is analyzing assembly issues at Ford and previously led Lean initiatives at Honeywell and ILSCOR, training associates and creating implementation plans.
David Lohbauer has over 30 years of global executive experience in engineering, quality, operations, and project management across various industries. He has a proven track record of achieving growth, profitability, and operational excellence through initiatives like capacity expansion programs, Lean Six Sigma implementations, and process redesigns. Lohbauer is skilled at leading multi-site, collaborative functions and looking to take on a manufacturing operations, engineering, quality or project management role.
This document provides an excerpt from the book "The Lean Six Sigma Guide to Doing More with Less" which discusses how Lean Six Sigma methodologies can help companies reduce costs. The summary includes testimonials from company leaders about the benefits they achieved from Lean Six Sigma including reduced costs and improved processes. It also previews the book's table of contents which details how Lean Six Sigma can be applied at both the process and enterprise level to drive cost reductions through waste elimination, process improvements, and transformation efforts.
The document discusses customer engagement and employee engagement in business process excellence. It provides examples of how companies have improved customer engagement, such as how airlines have reorganized their processes around customer touchpoints. It also discusses the importance of measuring customer loyalty through metrics like Net Promoter Score. The document concludes with a case study of how one company reduced employee attrition rates through initiatives to improve engagement like identifying problems, implementing solutions, and providing recognition.
Gloria Hill has over 20 years of experience leading quality improvement and Lean Six Sigma projects. She has reduced costs and improved processes at several organizations. As a Lean Master and Black Belt, she has reduced cycle times, inventory, and defects while improving productivity, capacity, and employee development. Her expertise includes change management, process improvement, logistics, benchmarking, and contract management.
This document is a resume for Karamjit Sekhon that summarizes his experience and qualifications. He has over 15 years of experience in quality engineering, reliability engineering, and electronics manufacturing. Some of his key responsibilities have included managing quality assurance departments, implementing quality systems, conducting supplier audits and qualifications, and leading corrective action processes. He has worked in various industries including electronics, computers, and data storage.
Henry Vu's resume summarizes his experience and qualifications as an industrial global lean project manager with a focus on continuous improvement. He has over 15 years of experience leading lean six sigma projects internationally, with a proven track record of cost savings and productivity gains. His areas of expertise include lean methodology, process optimization, change management, and developing high-performing teams. He currently holds the position of Lean Project Support Manager at Coats American Inn, where he has delivered over $4.44 million in annual cost reductions since 2016.
- Manufacturing processes must meet both technical and business requirements. The technical requirements relate to transforming inputs into outputs, while the business requirements relate to factors like production volumes and customer needs.
- There are different categories of manufacturing processes that are suited to different production volumes and product types, including project, jobbing, batch, line, and continuous processes. Each process type has different trade-offs in terms of flexibility, cost, and other factors.
- Companies must select a manufacturing process that aligns with their market needs and intended production levels, as process investments are difficult to change and are typically designed not to require frequent changes.
This document discusses quality systems and processes for building high performance homes. It outlines the goals of making quality practices widely available to builders to improve home performance. Various metrics are presented that show the economic benefits of quality, including reduced costs, higher profits and customer satisfaction. A hotspot process is described as a way to identify, train on and inspect recurring quality issues. Developing quality management systems for new and existing homes is presented as an area for further research.
Samarth Kumar has over 8 years of experience in project management and business leadership roles, most recently as a Lead Project Engineer at John Crane Sealing Systems India Limited where he oversees project execution from order booking through delivery. Prior to this, he spent 6 years at Control Components India Pvt Ltd in progressively senior roles managing projects, inventory, and a team with over $130M in annual revenue. He holds a BE in Chemical Engineering and several professional certifications.
Q-C-D is a management approach originally developed to help manufacturing companies. It is a methodology that is still used today. Lean Manufacturing, Six Sigma, Kaizen, and Toyota Production Systems (TPS) are all based upon the original Q-C-D methodology. All require data to make decisions.
This document provides a summary of Rajesh J's professional experience and qualifications. He has over 7 years of experience in quality assurance and quality control roles, including working as a Senior Engineer - Quality Control & Quality Assurance at Larsen & Toubro Limited. He has extensive experience in managing quality assurance operations, conducting audits, developing quality plans, and leading teams. Rajesh also has several technical certifications in quality management systems and non-destructive testing.
This document summarizes the professional experience of Danish Noor including over 10 years of experience in quality assurance, operations management, and project management. Some of the key roles and responsibilities included leading quality improvement projects using tools like Six Sigma, managing supplier quality, and resolving customer issues. The experience spans several industries and includes roles with companies like Caterpillar, Gateway Computers, and General Electric.
This document is a resume for Avinash Bhaurao Wadaskar seeking a senior level position in manufacturing operations or greenfield projects. It summarizes his 14+ years of experience in manufacturing operations, process improvement, quality assurance, and greenfield project management. His experience includes setting up manufacturing for refrigerators and freezers, managing operations to meet production targets, and handling budgets and process improvement projects. His employment history includes roles in process engineering, manufacturing engineering, and quality assurance at Liebherr and Western Refrigeration.
Sharise Heenan has over 15 years of experience in supply chain management, inventory planning, and materials management roles. She has a proven track record of streamlining processes, improving customer satisfaction, and reducing costs and inventory levels. Her experience spans several industries including aerospace, manufacturing, chemicals, and HVAC. She holds a Master's degree in Manufacturing Management and Leadership and has received extensive lean training.
Helping industrial OEMs reduce engineering and design cost, time to market, and improve equipment uptime through smart value redesign and engineering support
This document provides an overview of operations scheduling. It begins by defining operations scheduling as ensuring customer requirements and performance targets are met. Operations scheduling helps cushion stable delivery systems from unstable markets through various mechanisms like inventory, order backlog, and capacity.
The choice of scheduling system depends on factors like the delivery system/process type and whether demand is repeat or non-repeat. For non-repeat demand, bar charts or informal systems are used, while for repeat demand MRP, JIT, Lean and other systems are options. Different case studies on JIT and ERP implementations are also discussed. The document concludes by reflecting on integrating systems to support diverse business needs and selecting systems that best match requirements.
- Choosing a location and layout are distinct yet related decisions for organizations. Location concerns where to site a facility while layout concerns how to arrange operations within the facility.
- Several factors must be considered at multiple levels when choosing a location, from continent/region to country to city to site. This is a large, fixed investment so uncertainty must be reflected.
- There are three basic types of layouts: fixed position, process/functional, and service/product. Process/functional is best for repeat, high-volume delivery while fixed position suits project manufacturing.
Joel Ramos is an experienced engineering professional seeking a new role to apply his skills. He has over 8 years of experience in quality engineering, validation engineering, and manufacturing engineering. His background includes roles at Baxter Healthcare and Stryker, Inc. where he performed tasks like packaging validations, audit closures, process improvements, and computer/equipment validations. He has a Bachelor's degree in Mechanical Engineering and additional training in areas like medical device regulations and Lean concepts.
The document provides an overview of Edward Hockwater's experience as a senior operations leader in industrial manufacturing with over 25 years of experience leading operations, engineering, and business units. He has a proven track record of improving productivity, profitability, safety, and customer satisfaction through strategic planning, production optimization, and team building. The summary highlights his strengths in revenue forecasting, production planning, relationship management, and leading employees to drive bottom line results.
James Criscillis is a Lean deployment leader with over 20 years of experience in continuous improvement. He has a track record of transforming traditional manufacturing to Lean through implementing tools like 5S, value stream mapping, Kaizen events and TPM. His accomplishments include reducing setup times, improving throughput, eliminating waste and stockouts. Currently he is analyzing assembly issues at Ford and previously led Lean initiatives at Honeywell and ILSCOR, training associates and creating implementation plans.
David Lohbauer has over 30 years of global executive experience in engineering, quality, operations, and project management across various industries. He has a proven track record of achieving growth, profitability, and operational excellence through initiatives like capacity expansion programs, Lean Six Sigma implementations, and process redesigns. Lohbauer is skilled at leading multi-site, collaborative functions and looking to take on a manufacturing operations, engineering, quality or project management role.
This document provides an excerpt from the book "The Lean Six Sigma Guide to Doing More with Less" which discusses how Lean Six Sigma methodologies can help companies reduce costs. The summary includes testimonials from company leaders about the benefits they achieved from Lean Six Sigma including reduced costs and improved processes. It also previews the book's table of contents which details how Lean Six Sigma can be applied at both the process and enterprise level to drive cost reductions through waste elimination, process improvements, and transformation efforts.
The document discusses customer engagement and employee engagement in business process excellence. It provides examples of how companies have improved customer engagement, such as how airlines have reorganized their processes around customer touchpoints. It also discusses the importance of measuring customer loyalty through metrics like Net Promoter Score. The document concludes with a case study of how one company reduced employee attrition rates through initiatives to improve engagement like identifying problems, implementing solutions, and providing recognition.
This document summarizes a quality improvement project to increase last case efficiency and decrease overtime in a PET-CT department. The project team applied Lean Sigma concepts to improve workflow and scheduling. Through interventions like starting the first case earlier, improved patient and staff scheduling, and education, they increased the percentage of last cases completed before 5 pm from 47% to 91%, eliminating unplanned overtime. The project achieved its goals on time and increased both staff and patient satisfaction through greater efficiency.
The document discusses Lean Six Sigma for employees. It defines Lean as focusing on speed and efficiency through eliminating waste, while Six Sigma aims for accuracy and quality by reducing defects. The Six Sigma philosophy is for employees to learn processes, satisfy customers, and improve performance. The goal is to pursue higher levels of performance. There are seven types of waste including transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. Common causes of waste include lack of communication, prioritization changes, multiple workflows, lack of training, and outdated policies. The document encourages identifying and eliminating waste to improve processes.
This document outlines a Six Sigma Black Belt project conducted from February 2009 to August 2009 aimed at reducing the Turn Around Time (TAT) for certificate issuance at DNV Dubai. The project followed the DMAIC methodology, beginning with defining the problem and goals, measuring baseline data on TAT and its components, analyzing sources of delay, improving the process, and establishing controls. Key aspects included collecting data on technical review times in India and Rotterdam as well as certificate issuance times, establishing an 8-day TAT target, and identifying opportunities to streamline approvals and printing. The project aimed to improve customer satisfaction by providing certificates more quickly after audits were completed.
Strategic staffing can help businesses cut costs and build a better bottom line in three key ways:
1) By reducing overhead through using temporary employees to handle extra workloads instead of overtime, converting fixed expenses to variable by minimizing direct staff, and outsourcing inefficient functions.
2) By decreasing employment costs such as lowering the cost per hire, reducing training costs by using skilled temporary workers, and eliminating benefits expenses for temporary employees.
3) By mitigating employment risks like unemployment claims, legal exposure, and the costs of a bad hire through temp-to-hire programs and replacement guarantees from staffing agencies. Developing a strategic staffing plan with a trusted partner can help businesses assess their needs and design
The document provides an overview of analytical quality by design (AQbD) and a case study on optimizing an HPLC method for quantification of an unknown impurity in a drug product. Key aspects included:
- Defining the analytical target profile (ATP) and critical quality attributes (CQA) for the method
- Conducting a qualitative risk assessment to identify critical method parameters using a prioritization matrix
- Performing a quantitative risk assessment using FMECA to calculate risk priority numbers and identify high, medium, and low risk factors
- Selecting experimental factors (column temperature, particle size, etc.), response variables (resolution, retention time), and constant factors for the design of experiments study.
This document is a Kansas tax form for claiming the Petroleum Refinery Credit. It provides instructions for calculating the tax credit available to taxpayers who make qualified investments in new petroleum refineries, expansions of existing refineries, or restorations of previously shut-down refineries in Kansas. The credit is 10% of the first $250 million invested and 5% of investments over $250 million, taken in equal annual installments over 10 years. The form walks through calculating the total credit available, the amount that can be claimed in the current tax year, and any credit amounts to carry forward.
The document discusses physical security and outlines best practices for securing the physical environment. It describes threats like natural disasters, sabotage, and theft that physical security aims to mitigate. The presentation recommends using barriers, guards, identification systems, locks, CCTV monitoring, fire alarms, and access control to create layered security. It emphasizes the importance of organizational structure and clearly defined roles to coordinate physical security operations. Fire safety is also a major concern, and the document differentiates between fire types and appropriate suppression methods. Overall, the document provides guidance on implementing comprehensive physical security measures to protect an organization's assets and information.
For most companies, Selling, General & Administrative (SG&A) costs represent 12-20% of total revenue. With these costs hitting the bottom line directly, many companies are starting to take a closer look at how to reduce SG&A.
Using Lean Six Sigma tools help companies streamline, accelerate and execute significant and sustainable SG&A cost reduction. Attend this webinar to learn how other companies are applying Lean Six Sigma to SG&A cost reduction. Compare two different approaches to SG&A reductions and the advantages/disadvantages of both.
In this webinar, you will learn how to:
* Reduce SG&A by 10-15%
Easily identify and prioritize performance gaps
* Gain a better understanding of end-to-end/cross-functional costs
* Uncover “quick and easy” opportunities
Implement a sustainable methodology
Prathith Consultants
A Proprietary Concern established in 2010., engaged in Providing Technical Consultancy in the field of Rubber and Adhesive Tape Industry.
A qualified Rubber Technologist , with a rich Experience of over 43 years , in the field of Rubber industry ( 11 years ) , and Adhesive Tape manufacturing Industry and specialty coated products ( 32 years )
A Science Graduate (1976) with Post Graduation in Rubber Technology , from Plastics Rubber Institute London .Experience in
Case classic pen company with extensionCaritAndersen
Classic Pen Company is facing issues with falling profitability and pricing pressures. It currently uses a traditional costing system that allocates overhead equally based on direct labor. An activity-based costing (ABC) system is implemented to better reflect the actual overhead usage of different products. The ABC analysis identifies key activities and their cost drivers. It determines Red and Purple pens have significantly higher overhead costs than reported previously. The new income statement using ABC shows lower profits and some unprofitable customers.
Investment Opportunity in France and Oil and Gas Industry STEEPLED Analysis i...Utkarsh Amaravat
1) The document presents an analysis of investment opportunities in the oil and gas industries of France and India. It discusses STEEPLED analyses of both countries and provides overviews of key companies Motul and IOCL.
2) SWOT analyses are presented for Motul and IOCL. Motul has strengths in its global presence but weaknesses in marketing, while IOCL has strengths in refining capacity but weaknesses in R&D.
3) TOWS matrices analyze opportunities and threats for both companies in each other's markets. Motul has opportunities in India's growing demand but threats from local competitors. IOCL does not have strong opportunities in France's declining oil market.
Nigeria is Africa's largest oil producer, with proven reserves of 37 billion barrels of oil and 180 trillion cubic feet of natural gas. It produces an average of 2.1 million barrels of oil per day, though production has fluctuated due to issues like oil theft. Shell is the largest operator, producing over 50% of Nigeria's oil and gas. No significant investments have been made in exploration since 2006, so reserves have not grown despite ongoing production. Future production could double to 4 million barrels daily with investments, but may fall 40% by 2020 without them.
Therefore we are pleased to introduce ourselves as an Established company in the field of Pre-Engineered Buildings, fabricated structures and service providers in field of Structural solutions.
The document discusses methods for selecting projects during strategic planning. It describes performing a SWOT analysis to identify strengths, weaknesses, opportunities, and threats. Various methods are presented for selecting projects, including focusing on broad organizational needs, categorizing projects, and performing financial analyses like net present value, return on investment, and payback analysis. Weighted scoring models and balanced scorecards are also discussed as tools to provide a systematic process for project selection based on important criteria.
The Kent assessment process has three phases for selecting projects:
1) Initial project submissions are assessed based on basic criteria like supporting economic growth and collaboration.
2) Projects then undergo a second phase assessment on criteria like deliverability, benefits, and risks. Weightings are applied to criteria to calculate total scores.
3) The highest scoring projects are evaluated by a panel to determine which projects to take forward as partnerships.
This document contains the resume of Deepak Jain, who has over 21 years of experience in project management, business transformation, banking, financial services, and consumer goods. He has delivered over $20 million in business value through transformation projects and supply chain management. Currently he is an Assistant Vice President of Strategy and Execution at Mashreq Private Banking in Dubai. The resume lists his educational qualifications and certifications, employment history highlighting achievements across various roles, and annex with details of key assignments and responsibilities.
This document summarizes several Lean Six Sigma success stories and case studies:
1) Savings of 4 crores/year for a household products company through Design for Six Sigma. Cycle time and cost reductions of $100,000/year for an electronics company. Yield and defect improvements saving $100,000/year for a plastic moulding company. Cost savings of $112,500/year for a process equipment company.
2) OEE and productivity improvements saving $4 million/year for a plastic packaging company in the UAE through integrated Lean Six Sigma implementation.
3) Cost reductions of $1.75 million/year through Design for Six Sigma for redesigning electrical and smoke products.
The document discusses integrating constructability, quality management systems (QMS), and just-in-time (JIT) principles on construction projects. It explains that constructability reviews during design can improve factors like cost, schedule, quality and safety. QMS following ISO 9000 standards help structure processes to meet client requirements. Integrating JIT waste reduction with QMS can improve productivity and quality. Bringing constructability, QMS and JIT principles together in a project provides benefits like fewer delays, disruptions and costs.
The document discusses integrating constructability, quality management systems (QMS), and just-in-time (JIT) principles on construction projects. It explains that constructability reviews during design can improve factors like cost, schedule, quality and safety. QMS following ISO 9000 standards help structure processes to meet client requirements. Integrating JIT waste reduction with QMS can improve productivity and quality. Bringing constructability, QMS and JIT principles together in a project provides benefits like fewer delays, disruptions and costs.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Six Sigma is a data-driven approach to process improvement that seeks to identify and eliminate defects or variations in processes to improve efficiency and quality. It is a methodology that focuses on understanding customer needs, measuring current performance, analyzing data to identify root causes of problems, improving processes, and controlling future performance to ensure sustained improvement.
The benefits of Six Sigma are far-reaching, impacting various industries including manufacturing, healthcare, finance, and service industries. By implementing Six Sigma, organizations can expect to see improvements in customer satisfaction, cost reduction, increased efficiency, and enhanced employee engagement.
This Six Sigma Improvement Process PPT presentation is tailored for senior executives, decision-makers, and key stakeholders who are assessing and planning to launch a Six Sigma program. It is also beneficial for management and staff seeking education on key concepts, principles, and the Six Sigma DMAIC approach to process improvement. Additionally, trainers and facilitators looking to enhance the learning experience with professionally developed training materials by certified Lean Six Sigma Black Belts will find this presentation valuable.
This presentation provides a comprehensive overview of the Six Sigma Improvement Process, offering insights and strategies for organizations to achieve excellence in their operations. Whether you are just beginning your Six Sigma journey or looking to enhance your existing program, this presentation is an essential resource for driving impactful and sustainable change within your organization.
LEARNING OBJECTIVES
1. Understand key Six Sigma concepts and principles for continuous improvement.
2. Apply Six Sigma tools and DMAIC methodology to solve business problems.
3. Identify key roles and responsibilities in Six Sigma projects and understand project selection and management for maximizing benefits.
4. Identify the critical success factors for successful Six Sigma implementation.
CONTENTS
1. Overview of Six Sigma
2. Key Concepts of Six Sigma
3. Critical to Quality (CTQ)
4. Six Sigma Methodologies
5. Six Sigma Toolkit
6. Organizing for Six Sigma
7. Project Selection and Management
8. Critical Success Factors
This document discusses integrating constructability, quality management systems (QMS), and just-in-time (JIT) principles on construction projects. It explains that constructability reviews can improve cost, schedule, quality and objectives by identifying design and specification issues early. QMS provide processes to meet requirements and continual improvement. Integrating JIT waste reduction with QMS can yield high productivity and quality by eliminating delays and defects. The document recommends combining constructability, QMS and JIT to better coordinate project teams and supply chains for improved communication, prefabrication and overall cost savings.
This document discusses integrating constructability, quality management systems (QMS), and just-in-time (JIT) principles on construction projects. It explains that constructability reviews can improve cost, schedule, quality and objectives by identifying design and specification issues early. QMS follow ISO 9000 standards to meet customer requirements through effective processes. JIT and QMS both aim for high productivity and perfect quality. Integrating their principles can reduce waste and improve productivity through techniques like prefabrication and preassembly.
Jeffrey Taylor has over 19 years of experience in change management and business transformation. He has worked with many large companies implementing lean process improvements and continuous improvement methodologies. Some of his responsibilities include value stream mapping, leading kaizen events, training employees, and developing lean roadmaps. He aims to simplify processes, improve productivity, reduce costs and increase quality.
Kirthana Palaniswamy is providing a final report to stakeholders on the ERP implementation project for Kurose Systems Inc. The report provides an update on the status of key tasks and deliverables, noting that some went over the planned end dates. It aims to keep stakeholders informed on the progress of integrating the supply chain, finance, and HR modules into a single ERP system to optimize the company's resources and make information more accessible.
Agile Gurugram 2023 I Simplified Agile EVM - The Art of Managing Triple Const...AgileNetwork
This document discusses a Simplified Agile EVM model for managing projects using a combination of agile and earned value management techniques. It begins with background on the presenter and an overview of why traditional and agile approaches can be challenging. It then introduces the SAEVM model which uses metrics like SACPI, SASPI, SARPI and SAQPI to measure cost, schedule, scope and quality performance. The document outlines how to apply the model and presents two case studies where it was used on both project-focused and sprint-focused projects. It concludes that SAEVM can help improve project success by providing enhanced visibility when complementing standard agile practices.
Helping businesses conduct post-payment audit to recover excess payment from suppliers – through spend analytics and a continuous process improvement to eliminate sources of leakage.
This document provides an overview of an Agile summit held by the Michigan Digital Government. It introduces Agile concepts and frameworks like Scrum. Key benefits of Agile cited include accelerated time to market, improved ability to manage changing priorities, and enhanced software quality. The summit objectives were to introduce Agile, discuss how it differs from traditional approaches, consider its application in the public sector, and allow for discussion. Agile principles like early delivery of working software, self-organizing teams, and responding to change are outlined. The document also discusses scaling Agile to multiple teams, risks, and contracting approaches to support Agile projects.
Steven Larner is an experienced Operations Manager with over 30 years of experience in manufacturing roles. He has a proven track record of improving quality, reducing costs, increasing productivity and yields through implementing Lean manufacturing techniques and building high performing teams. Some of his key achievements include reducing quality issues by over 80%, cutting unit costs by over 20%, and improving productivity by over 15%. He is skilled in change management, employee relations, and health and safety.
Chayan Singh has over 19 years of experience in production and quality management. He is currently the Deputy Manager of Production and TPM at Varun Beverages Ltd., India's largest manufacturer of soft drinks. Previously he has worked at Moser Baer India Ltd. as an Engineer in Production managing robotic machines. He holds a diploma in Electronics Engineering and an MBA in Operations Management. He has extensive training in quality systems, safety, auditing and lean manufacturing techniques.
Sucessful BPO Through Technology EnablementACTIVE Network
This presentation explores the common concerns surrounding the implementation of a BPO program, and how technology enablement has begun to minimize and even alleviate such concerns. Also included are the key project components to consider when evaluating BPO providers and preparing to outsource elements of your business.
When implemented successfully, business process outsourcing can transform areas of an organization from being a financial burden to being a highly-valued profit center.
Demystifying Cost and Implementation Challenges with Adaptive InsightsAdaptive Insights
Learn about the challenges to financial planning and analysis (FP&A) modernization, and how cloud-based solutions like Adaptive can mitigate these risks while reducing planning and reporting cycle times by 75%+!
Business Process Re-Engineering by ADITI WALIAAditi Walia
For the first time ever, this presentation on BPR has a wide coverage of so many topics regarding BPR, it includes not only definition + issues affecting BPR + about core processes of business + history about BPR + General Model + Role of IT in BPR + its objectives + Outcomes as well as problems related to BPR in a very simple and fluent manner along with interactive diagrams and figures so as to aid even the naive or first time reader.
This document provides a summary of David W. Adams' experience as a results-driven manufacturing leader, including over 30 years of experience directing operations, implementing strategic plans, and improving safety, quality, costs and throughput. He has led facilities with up to 900 employees and budgets over $170 million. His experience includes roles as Plant Manager for CIRCOR and BWAY Corporation, where he improved key metrics like on-time delivery, costs, quality and safety.
Successfully Achieving And Delivering ResultsThrough Rigorous Project Select...shawncarner
This document discusses the need for rigorous project prioritization tools and processes at Genentech and provides examples of project prioritization approaches used at different sites within Genentech. It highlights the benefits of standardized, transparent prioritization processes, including better use of resources, managing change capacity, and increased understanding and quantification of project impacts. Examples of prioritization tools and processes currently used at different sites are presented, along with next steps to further improve and standardize prioritization across sites.
Similar to Strategic Project Selection in Oil & Gas Industry (20)
Successfully Achieving And Delivering ResultsThrough Rigorous Project Select...
Strategic Project Selection in Oil & Gas Industry
1. LEAN SIX SIGMA IN A PETROLEUM REFINERY - A CASE STUDY NAVEEN NARAYANAN SSA BUSINESS SOLUTIONS (P) LTD. SEPTEMBER 24TH, 2011 PRESENTED TO:
2.
3. NEED OF THE HOUR PEOPLE ENROLLMENT EVERYONE COMMITTED & INVOLVED | PROACTIVE PROBLEM SOLVING PROCESS EXCELLENCE CONTINUAL IMPROVEMENT | FACT BASED MANAGEMENT WASTE ELIMINATION REDUCE PROFIT LEAKAGE | ENHANCE EFFICIENCY OPERATIONAL EFFICIENCY REDUCE COST | IMPROVE EFFICIENCY NEED OF THE HOUR
4. CI INITIATIVES Strategic Alignment? Bottom-line focus? Sustainable? | | 7 QC Tools Quality Circles Suggestion Scheme 5 ‘ S ’ Daily Work Management TPM
14. SAMPLE PROJECTS Project Goal Metric Baseline Goal Optimize Product Yield for VD, and VGO from VDU Column % Wt. on crude 2.5% 3.9% Reduce H2 Losses to flare Tons/day 2.4 ton/day 0 ton/day Reduce TAT of Bitumen Lorries Time 4.3 hrs. 2 hrs. Improve Reliability of Rotary Equipments Failures/yr. 4/year 2/year Maintain Fuel Oil Viscosity CST 260 160 Improve Reliability of Fire Extinguishers % non reliable 15% 5% Optimization of I/F generation in MMPL Volume 206 Kl 195Kl
15.
16.
17.
18. ENHANCED CUSTOMER SATISFACTION: SEVERAL PROJECTS LINKED WITH CUSTOMER EXPERIENCE & LOYALTY PROCESS IMPROVEMENT: BREAKTHROUGH AND SUSTAINABLE PROCESS IMPROVEMENTS ACCOLADES: RECOGNIZED AS BEST PROJECTS IN SEVERAL NATIONAL & INTERNATIONAL AWARDS SUCH AS INSSAN, QIMPRO, IDEAS ETC. PRODUCTIVITY GAINS: DRAMATIC IMPROVEMENT IN OPERATIONAL EFFICIENCY, CONSISTENCY AND RELIABILITY OF PROCESSES FINANCIAL SAVINGS: DIRECT LINKAGE TO BOTTOM-LINE, CUMULATED SAVINGS (RATIFIED) OF OVER INR 200 CRORE RESULT
32. ROOT CAUSES Problem Root Cause Solution Too much waiting for Visitors at early morning, lunch time & end of the shift No manning before 8am, after 3:30pm, lunch time 2 shift Counter operation (7:30 am to 5.30 pm) Visitors had to move back & forth at different windows Vehicle pass, Laptop entry & Mobile deposit area at different counter Vehicle no on the same welcome slip, single window approach, allow mobile for admin area, laptop entry by visitor CISF to confirm Visitor has to wait till welcome slip is ready Minimum communication between the visitor and staff SMS to visitor on slip approval to ensure the slip is created prior All types of visitors through Welcome Slip No convenient procedure for contractor, delivery persons Welcome Slip for visitors and daily pass for technocrats/ delivery persons
37. PURPOSE & VISION Purpose: To enhance Stakeholder ’ s Value through partnering for growth; our journey will continue as long as there is a passion for perfection. Vision: To become the No.1 Business excellence solutions provider in India by 2015 with 20% revenue from overseas consulting. HIGH PERFORMANCE CAPABILITY | HIGH FINANCIAL STRENGTH
38.
39. ACCREDITATIONS RATED SE-2A BY CRISIL | HIGH PERFORMANCE CAPABILITY HIGH FINANCIAL STRENGTH ISO 9001 CERTIFIED ANSI IACET 1-2007 AUTHORIZED PROVIDER ISO 27001 ISMS CERTIFIED HIGH PERFORMANCE CAPABILITY | HIGH FINANCIAL STRENGTH
42. BASKET OF OFFERING HIGH PERFORMANCE CAPABILITY | HIGH FINANCIAL STRENGTH Lean Six Sigma Lean Management BPMS Solutions TPM ISO/ISMS/EMS/OHSAS Process Simulation Daily Work Management Project Management Design for Six Sigma (DFSS) Performance Management IT & ITES Support
43. SSA ’ S ISM MODEL “ ISM ® aligns people and the processes with the corporate objectives and goals ” - NC HIGH PERFORMANCE CAPABILITY | HIGH FINANCIAL STRENGTH