SureshKumar Manickam is an aerospace engineer and continuous improvement specialist seeking a new position utilizing over 5 years of experience in the aviation industry. He has a Master's in Aerospace Engineering and various lean six sigma certifications. His experience includes roles managing lean implementation projects, being a manufacturing engineer, and working as a continuous improvement specialist at Meggitt where he led quality improvement initiatives.

1. SureshKumar Manickam
Aerospace Engineer | CI Specialist
sureshmanickam.aero@gmail.com Ashford, Kent, TN23 7SE
+44 (0)7805 069 735, Available Immediately, Relocation: Yes
CAREER SUMMARY
Aerospace professional with masters in Aerospace Engineer with over five plus years of
proven experience as a manager in the Aviation industry, seeking a position in the areas of Aircraft design, MRO,
Manufacturing, Sales, Testing and Management, Continuous Improvement where I can utilize my expertise and
enhance the skills gained throughout my career.
CERTIFICATIONS & TRAININGS
 Six sigma Green Belt online core, Six Sigma Online Fundamentals Training, Standard Design and
development process (SDDP), Principles of Financial Management and VPD Cell design factory.
 Resource and work load management, Voice of Customer(VOC), Smart Goals Workshop, Work Breakdown
Structure (WBS), Mechanical Design Overview, Process Control planning and Execution (PCPX).
 Lean culture, Visual management, Rapid problem solving, Mistake proofing, One Drive for Business,
Kaizen,5S and AS9100 for leadership. Professional in SAP systems.
 Process confirmation, Product segregation, Customer demand and Customer gap analysis. Design for Six
sigma (DFSS)and TAT, Minitab, Solid works, Siemens NX6, CFD and Aerospace Product Certification.
 Cost Estimation for Aerospace Proposals and Lean operating system integration- various phases.
 Honeywell Presentation Skills, PowerPoint Best Practices and Effective Communication.
 Supervising for Success Taking a Management Role, Managing Time Effectively, Managing Talent,
Managing Team Conflict, Building and Leading Teams and Building your influence as a leader.
 Drive a continuous improvement culture by utilize PDCA methodology. Result (KPI) oriented with history
of getting breakthrough results through TPS. Knowledge of TS16949 and ISO 14001.
WORK EXPERIENCES
Continuous Improvement Specialist,
Meggitt Target and Defense Systems Ashford, UK June 2016- Sep 2016
 Leading the ISPP site performance deployment matrix improvement projects and driving the MPS red phase
exit program throughout the site. Developing 6S Culture and VSM Programs within each department.
 Work with Departmental Managers/Engineering Directors to identify improvement opportunities and
establish project goals based on strategic priorities.
 Analyze processes using established CI techniques to optimize performance statistical analysis, Takt time
studies, single piece flow, Kanban, value stream mapping, waste elimination, 6S, etc.
 Responsible for implementing appropriate continuous improvement projects for the achievement of key
business metrics relating to Safety, Quality, Delivery, Inventory and Productivity.
 Mentor Yellow Belts in the Lean/Six Sigma methodology of DMAIC through to project completion.
 Share best practice and process learning across all MTS and MDS facilities and the wider Meggitt group
 Support monthly priorities to ensure successful progression through Meggitt Production System (MPS).
 Provided guidance to the rest of the business on their CI initiatives to support them in meeting their
objectives.
Manufacturing Engineer, Stress Man Limited, UK May 2016
 Technically support operational teams to provide airworthy products to the customer with CAA limits.
Support technical training and develop people on track.
 Assist in maintaining shop compliance to various regulations and develop processes to reduce cycle time.
Participate in and contribute to cross-functional projects.
Work Flow Specialist, Honeywell, Feltham, London January 2012 – October 2015
 Lead the Landing gear component department to initiate, monitor, assist, support, and improve all aspects of
KPI: safety, quality, productivity, people, delivery, inventory, cost, and continuous improvement.

2.  Communicate with counterparts regarding key metrics and Initiate escalation process.
 Lead and execute the CI Projects. 8D, RPS, Identify bottlenecks and Current Production Process.
 Ensure customer delivery is 100% OTTR of all orders without any escapes.
 Initiate action to prevent/correct product/process non-conformity and Participate in root cause analysis
(RCCA). Knowledge of FMEA with ECAT system. Knowledge of Airworthiness Regulations and Part
M/Part 145 aviation regulations. Quality control Inspection for Aircraft Components w.r.t CMM Regulations.
 Mentor and coach team members to facilitate both participation in and understanding of all aspects of the lean
Operating System with reference to engineering performance metrics ratio.
 Facilitate a continuous improvement culture by instilling Plan, Do, Check, Act, and root cause corrective
action methodology to eliminate waste. Ensure operational NDT Eddy Current and Ultrasonic Inspection are
carried out within quality standard.
Aircraft Mechanic, Honeywell, Feltham, London October 2011 – December 2011
 To perform repairs and overhauls on aviation wheels (B737NG, B777, B767, A300, MD11) and brakes per
FAA and component maintenance manual (CMM), SPM and MSDS requirements.
 Involved in handling of work packs, EASA form 1 to support aircraft components maintenance schedule.
Technical Trainee, Falcon Flying Service, London February 2011- September 2011
 Involved directly with aviation safety and assist with maintaining various types of aircraft.
 Perform work activities within the set time limit and according to the quality requirements, guidelines and
client specifications. Review Airworthiness documents of the aircraft. Knowledge of CAMP software.
QUALIFICATIONS
 Master of Science in Aerospace Engineering. Kingston University, London. Jan 2009 – Nov 2010
 Bachelor of Aeronautical Engineering. Anna University, India. June 2004 – April 2008
LEAN BRAVO (PHASE 1 – SILVER EXIT) PROJECTS
Project Lead, Lean Implementation Projects, Honeywell. Jan 2012- Oct 2015
 Identified various lean waste along the production line and implemented lean projects for the department.
 Monitor current and assess future resource needs for the projects. Produce specific and detailed reports to the
project manager. Monitor of actual progress, costs and hours against plan.
 Primary point of contact for Project Manager and project team for all matters relating to project costs,
Schedules and resources. Ensure that project teams, suppliers and products are managed within the budget.
Streamlining the process flow Project brings a Potential Savings of $12K per year.
 Eliminating Excess Motion Project saves excess travelling of 696km per/year. Performance Project
promotes the customer delivery to 97% OTTR within Customer TAT.
 Inventory Project promotes supplier’s delivery of 75% on heavy goods and 30% on light goods.
 Kanban tool storage system project was planned and implemented. It saves almost $4K in purchasing tools.
Kaizen projects are planned, monitored and implemented with MS project planning and SAP systems. Basic
understanding of Primavera.
AMPHIBIOUS FIRE FIGHTING AIRCRAFT DESIGN PROJECT
Project Lead. Kingston University. May 2010 – October 2010
 The design is based on the configuration performance improvement, incorporation of new technologies,
impacts of the Cl-215 aircraft system design and operations.
 Lead the project cost within the cost budget of $50 Billon dollars by MS Project. Estimate planning 102 days
of time allocation for design Project by project timeline views. Allocation of Manpower resource for
upcoming tasks and key milestones like project progress, workload reports are measured. Using MS Project
combine different project plans into single master project structure.
 Various performance reports are generated for reviews. Cost estimation, Planning and conceptual design,
Preliminary design and system integration, Detailed design and development, Operation and support.

3.  Estimation of Manufacturing and operation cost, Research support and flight testing cost, manufacturing man
hour cost, tooling cost, prototype program cost, cruise time calculation, direct and indirect operating cost,
aircraft programming cost. Act as a reliability cost analyst from aircraft design phase to maintenance cost for
the new aircraft.
OVERHAULING OF MIG -29 FIGHTER AIRCRAFT JET ENGINE (RD-33) MOD
Project lead, Hindustan Aeronautics Limited, India. December 2007- January 2008
The Project deals with the ‘Flow Line Group Technology’ with the Engine parts being dismantled, viewed
and loaded to different work centers. The assembled engine can be tested by various tests such as bird strike test,
one blade off test, water ingestion test, Hot test in engine Turbines blades, Altitude test, endurance test and Icing
(Hail) Certification. The tested engine is packed and stored.
EXPERTISE
 Act as a champion lead change to initiatives and design the layout for process excellence. Ability to make a
significant change in a variety of environments with multiple learning experiences and to build, manage,
energize and motivate high performing teams.
 Commitment to achieve key performance metrics and drive continuous improvement. Strong knowledge of
lean, six sigma tools and problem solving methodology. Ability to manage multiple priorities in a highly
matrixed organization across supply chain teams.
 Proactively anticipate business issues to identify production needs and plan resources to meet organizational
goals. Line balancing in the operation. Identifying bottle necks. FMEA and RPN analysis.
 QOS, SMED data relevant issues are addresses and control systems are promoted within operational teams
 Reduced Scrap Cost by implementing lean tracking tool systems, Daily business Production targets are
achieved by Interacted with various section leaders to create one-piece flow.
 Liaised with the leadership team to drive continuous improvement following operational implementation.
Introduce processes to measure and reward employee engagement in operational activities and develop action
plans to improve and sustain employee engagement to support operational systems.
HOBBIES AND INTEREST
School Athletics Champion, Regional Athletic player, watching Football and Cricket. Reading Air crash
investigation reports, Involved in volunteer services at school and university.
REFERENCES
Available upon request