Professional Experience:
From 1st September, 2009 to Present:
Current Position: ELS Project Leader
Avery Dennison Bangladesh Ltd
DEPZ, Savar, Dhaka, Bangladesh.
Portfolio:
1. Strategy Deployment
Challenge:
Unclear, unaligned strategy, no connection to metrics
Actions:
o Conducted strategy retreat
o Decided with team what to aim for and what not to do
o Created clear metrics based on goals
o Identified major actions and responsibilities
o Made metrics basis for variable remuneration
o Team participation drove alignment
Results:
One aligned True North, all efforts streamlined on execution leading to substantial improvement in share and profitability
2. Productivity Improvement
Challenge:
Productivity was very low jeopardizing margin
Actions:
o Implemented machine speed cards indicating the speed ranges for the order running so the team leader could see abnormal conditions at a glance
o Implemented work cells having one operator running two machines rather than two operators one machine
Results:
More than doubled productivity
3. Improving OEE and UEE
Challenge:
Output in bottleneck operation was limiting topline growth
Action:
o Did video analysis on operation identifying opportunities
o Eliminated and / or transferred to external activity until capacity met demand and bottleneck was removed
Result
Added 25% more capacity
4. Reducing Material Scrap Rate
Challenges:
Material consumption was very high eating up margin
Action Taken:
o Identified root causes for material consumption such as changeovers, overproduction, theft, etc
o Implemented operator material consumption tracking system
o Solved each root cause based on priority
o Made scrap rate part of bonus system
Results:
Scrap reduction (from 65 to 95% material utilization) delivered MM USD savings
5. Cutting days out of Lead Time
Challenges:
Long lead time eroded and competitive position and margin having to sell via price rather than benefits to customer
Actions Taken:
o Assessment of lead time allocation on value stream
o Identification of bottlenecks such as machine, material, and operator availability
o Implementation of pull and flow for accelerated completion of orders
o Altered scheduling system
o Changed layout to enable boundary free material flow
Results:
Reduced lead time by 30%
6. Getting On Time Customer Reliability back on Track
Challenges:
Reliability was extremely poor threatening relationship to customer and competitive position
Action Taken
o Root cause analysis revealed that scheduling, information flow, material availability, and communication were major causes
o Changed scheduling system, implemented visual board for order status, adjusted min levels for top runners, and had daily briefings between customer service, production, and supply chain management.
Results:
Improved reliability from 70% to >95% allowing pricing to go back to normal
7. Reducing Quality Related Customer Push Back
Challenges:
Return rate was driving cost up eroding margin and leaving a bad reputation in the market
Actions Taken:
o Implemented quality check gate system along the entire value stream (rather than increasing final inspection)
o Implemented quick problem solving teams and created visualization system
o Made quality performance part of bonus system
Results:
Improved product quality from 90% to >98% cut cost of poor quality and enhanced market repute
8. Improving Inventory Turns
Challenges:
Cash was eaten up by inventory, frequent price reductions to get rid of overproduction
Actions Taken:
o Identified root causes
o Implemented vendor managed inventory for raws
o Replaced distant suppliers by local vendors
o Implemented pull system to connect FG with production schedule
Results:
Improved turns by 25%
9. Stopped Employee Attrition
Challenges:
Lost serious number of employees in particular after new year resulting in delivery issues
Action Taken:
o Understood root causes such as pay level, bonus system, social clubs, safety, leadership, commuting distance, back-home distance
o Adjusted pay system, implemented employee focused leadership features
Result:
More than halved attrition rate
10. Improve Operators Morale
Challenges:
Low morale led to low productivity and vandalism
Action Taken:
o Reviewed leadership model and implemented leader standard work
o Implemented employee led innovation contest
o Conducted social and learning events
Results:
Employee satisfaction increased from 75% to 90%
11. Champion on the project of Standard Work. Developed SOP for Over 200 Businesses and Manufacturing Process.
12. Key Member in TPM and Speed Standardization Project.
13. Process mapping for new or changed business Requirements
14. Establish MDI at all Three Levels across the Organization.
15. Monitor all In-house 5S and Gemba Activities.
Project Management:
- Lead Operations Metrics Implementation in Sri Lanka
- Visual Management in PFL in Vietnam.
- Lead Flexibility Implementation across South Asia.
- Successfully Lead $ 5.4 Million Dollar Savings Project from 2010-12
- Operations Incentive Project Implementation
- Group Technology Analysis- Consumable Savings
- Product Re-engineering – Major Impact on Material Cost
- Reduction of Energy Consumption by 20%
- Innovation and In House Production of Electro/Mechanical Spare Parts.
- 30% Reduction of Daily Basic Labor.
- 28% Reduction of Over Time.
Key Achievements:
- South Asia Operations Excellence Award in 2012
- Out Standing Performer Award in 2012
- Overall Plant Productivity Improved by 25%
- More than 600 Presentations in Operation and ELS activities.
From 17th December, 2008 to August, 2009:
Position: Executive, Industrial and Production Engineer,
Ornate Group
Concerned unit: New Line Clothing’s Ltd
100% Export oriented Denim and Woven Bottom manufacturer.
Job Responsibilities:
- Detailed Production Planning and Follow up
- Ensure timely out Sourcing for Garments washing and finishing.
- Monitor and establish time Line for Fabric and trims In house.
- Provide Line layout as a support of Industrial Engineering Dept.
Key Achievements:
- Operator Skill Inventory Software
- Inventory Control Software for Fabric
- Production Report Builder
