Summary
• Senior Change Management Consultant, with extensive experience in Change Implementation leading to operational and financial improvements in complex project environment.
• Successfully project managed change programmes in healthcare, manufacturing, FMCG, Shipbuilding, Mines and Refinary Operations.
• Skilled in managing multinational teams. Lived and worked in India and Australia.
• Results orientated & profit focused, with good relationship management skills.
• Strong project management skills over multi-site, multi-region change management implementation programmes.
Consultant Change Manager Experience
November 2008 – Present Renoir Consulting Australia Pty Limited:
July 2004 – October 2008 Renoir Consulting India Private Limited:
Renoir Consulting is a change management consulting company with operations all over the world with a fleet of over 100 Change Management Consultants working with clients to improve their business processes. Website: [login to view URL]
Roles & Responsibilities:
• Analyze business processes and management systems to highlight benefits possible through change
• Assess risk and develop risk management strategies
• Develop implementation plans involving Stakeholders to get initial buy-in
• Re-design/develop business processes and management systems
• Develop communication strategy and involve all process stakeholders
• Handhold Process Stakeholders throughout the Change Implementation
• Resolve complaints, queries, critiques and any issues
• Periodically review and highlight benefits to stakeholders
• Develop standard operating procedures for the implemented changes for sustenance
Track record of achievements in complex projects through organizational change is as follows. All the projects we executed with prior operational and financial results commitments:
March 2009 to December 2009: BP Kwinana Refinery
Scope: Maintenance Management and Contractors Management
Key Solutions Implemented:
• Maintenance Planning system design with new prioritization process thus reducing Average Planning time and Improving effectiveness
• Routine Interval Control on Jobs in progress thereby improving work efficiency and reducing lost time
• Contractors Evaluation Criteria enabling rewards for good work and challenge for poor work done
• Improved Invoicing process to plug gaps and reduce overall cost
Key Results:
• Reduced cost per Work Order (Job)
• Reduced Spend on Contractors
December 2008: Portman Iron Ore Limited (now Cliffs NR)
Scope: Logistics
Key Solutions Implemented:
• Operational Scorecard for HR Manager
• Analysis tool to assess yearly demand
Key Results:
• Improvement in Service Level; Employee Satisfaction
March 2007 to August 2008: Bharati Shipyard Limited
Scope:
• Productivity Improvement
• Implementation of Time and Quality Standards for all processes
• Implementation of PMBoK based Project Management process
Key Solutions Implemented:
• PMBok based Project Management Process
• Estimation Manual for time estimation of Shipbuilding
Key Results:
• 22% Productivity Improvement
• Estimation Manual for Processes
• Reduced Cost per Shipbuilding Project
March 2006 to February 2007: Tata Main Hospital
Scope: Supply Chain Management, In-Patient Care Management, Operation Theatre Scheduling & Management, Development of Vision and Mission Statement with Growth Strategy
Key Solutions Implemented:
Supply Chain:
• MRP system with automatic review of stock information and automatic purchase / delivery order system
• Main Stores Operational Scorecard with reporting of KPIs such as Stock information, Stock-outs, Probability of stock-outs etc.
• Vendor rating system
• Rationalization of Vendors
In-Patient Management:
• Implementation of patient feedback system
• Changes in Admission and discharge processes
• Active supervisory control over nursing
• Management of the antibiotics
• Operational scorecards for Nursing
Operation Theatre Management:
• Operation Theatre Scheduling Optimization
• Improvement in documentation and theatre records
• Reduction in waiting time of emergency cases
• Forming the costing strategy for the theatre charges
Strategy:
• Defining the vision and mission statement for the Hospital
• Implementation of new Organization structure and promotion policies
Key Results:
• Reduction in Holding Cost
• Increased Service Level
• 20% Improvement in Operation Theatre Utilization and revenue
• Reduction in Admission and Discharge Process time
• 30% reduction in postponement of procedures
• Improved Patient Satisfaction
Tata Steel Tubes Manufacturing Unit
Scope: Mill Productivity Improvement, Maintenance Management
Key Solutions Implemented:
Operations:
• Implementation of a shop floor routine interval control
• Operational scorecards for supervisors and managers
• Implementation of 5S on the shop floor
• Designing and installing the Audit structure and mechanism for Change Control
Planning:
• Installation of Inventory management system on the principles of ABC and VED analysis
• Implementation of Sales and Operations Planning meeting
• Installation of planning, review and commitment meeting structure and improving the material compliances
• Design of a problem solving methodology (Focused Problem Analysis - FPA) with prioritization and job assignment system
Key Results:
• 27% Improvement in Mill Productivity
• Increased Mill Reliability
• Reduction in the mill setup changeover time
Godrej Sara Lee Ltd.
Scope: Operations Productivity of Multiple Process Units
Key Solutions Implemented:
• Installation of a system for Daily commitment system from Material Planning department to production to minimize material delays and the operations cost.
• Development of systems and procedures for Demand allocation and S&OP Forecasting to improve Forecast Accuracy.
• Creation of an Inventory Optimization Model taking care of the seasonality in the demand for the business
• Development of Production, Maintenance, Quality and Planning Management Control Systems
• Development of Sampling Plan and Testing Procedure in the Incoming Inspection Department to ensure no outflow of supplier rejections to the shop floor
Key Results:
• Improvement in Productivity by reduction in Operations Lost time
Tata Steel Wire Manufacturing Unit
Scope: Operations Productivity, Logistics planning and control
Key Solutions Implemented:
Operations:
• Implementation of Routine Interval Control in Shop Floor Implementation of Operational scorecards for Supervisors and Managers
• Maintenance Planning and Prioritization system
Planning:
• Implementation of Sales and Operations Planning meeting
• Implementation of Hourly and Daily management systems
• Implementation of effective route plan for trucks
• Improved machine scheduling system for different SKUs
• Rationalization of SKUs
Change Analysis:
BP Bulwer Island Refinery:
Scope:
Procurement:
• Process Mapping and analysis of process delays
• Purchase Order Cost Analysis
• Vendor Share of business analysis
Stores:
• Service level analysis
• Stock Level Analysis
• Stock Movement Analysis
Caltex Refinery Sydney:
Scope:
Operations:
• Supervisory and Management Styles Analysis
Stores:
• Service level analysis
• Stock Level Analysis
• Stock Movement Analysis
Laboratory:
• Time Analysis of Lab Tests as per standards
• Machine Repeatability and Reproducibility analysis
• Analysis of sampling
Mahanagar Compressed Natural Gas:
Scope:
Maintenance Management System
• Preventive Maintenance
• Risk Assessment and priority planning
• Repair maintenance
• Spares procurement
Contracts and Procurement
• Contracts process
• Vendor rationalization
• Procurement Process Delays
Subros Air conditioning:
Scope:
• R&D: Major studies in the R&D department included mapping of the management control System, studying the project management structure, studying the project cost and Schedule overruns and the assigned reasons with the root cause analysis.
• Operations: Studies in Operations included process mapping the contribution, lost time, reporting structures, root cause analysis, contingency planning etc
• SCM: Studies in SCM included the study of Lost time due to Supply Chain ineffectiveness, Order to delivery lead time, stock keeping, inventory, stock ageing etc
• Behavior: Some other studies were conducted for mapping the management culture, working styles at different levels, Q-sort etc.
Tata Main Hospital:
Scope:
Supply Chain:
• Medicines and other material planning
• Forecast accuracy
• Purchase system
• Vendor Management system,
In-Patient Management:
• Admission and discharge processes
• Nursing Management
• Customer service policy
Operation Theatre Management:
• OT utilization
• OT Scheduling
Administration:
• Pricing Strategy
• Billing System
• Markup policy
Previous Employers: Worked in Musashi Auto Parts India Private Limited as Engineer from January 03 to July 04.
Company Profile: Musashi Auto Parts India Pvt. Limited is a Japanese multinational company dealing with the manufacturing of the gears, shafts and connecting rods and also with cold forging. It is having 18 plants worldwide. It is known for its forging and precision manufacturing in the whole world. It currently supplies its products to Honda's different companies.
Job Responsibilities:
• Line balancing
• Production planning and scheduling
• Internal auditing for ISO-TS-16949
• Controlling quality using standard tools like SPC on six sigma concepts
• Manpower planning
• Handling production of gears & shafts, a total of five components with 45 machines including turning, grinding, broaching, honing, presses, hobbing, shaving etc.
• Layout designing implementation of 5s programming and troubleshooting of CNCs.
Achievements:
• Grinding wheel design change to decrease set-up change time and to decrees tool cost.
• Designing a fixture on grinding machine to double the production on the machine by grinding two diameters in one cycle.
• Changing the machine parameters to increase the tool life and to improve the cutting quality.
• Designing a setting procedure on Spline rolling machine for pitch matching to reduce setting time from about 90 min. to about 15 min (SMED).
• Designing a poka-yoke (fool-proofing) for miss-operation problem in the line.
Industrial Training:
• Six Sigma Black Belt,
• Internal Auditor for ISO-TS-16949,
• Statistical process Control
• Change Management Implementation
• Project Management body of knowledge
• Theory of Constraints
• Total Productive Maintenance
Prior Experience (2002-2003)
Started career with a Japanese Automobile industry (manufacturing Gears for Honda) in the Production department, managing the implementation of in-house technical projects.
Professional & Educational Qualifications
B. Tech. In Instrumentation & Control from Kurukshetra University, India
Executive MBA from IIM Calcutta, India
Six Sigma Black Belt from KPMG Advisory Services
Project Management Trained from Project Management Institute – North India Chapter
Personal
Male, Perth resident
