Collaborating with teams to integrate Operational Technology (OT) systems like MES and SCADA, focusing on understanding system gaps and aligning enhancements with operational goals.

Supporting Agile Project Management by participating in sprint planning, stand-ups, and contributing to iterative project execution and stakeholder alignment.

Assisting in the deployment of Manufacturing Execution Systems (MES) by coordinating with vendors, learning system functionality, and providing initial user support.

Exploring digitalization and automation technologies such as Cobots, RPA, AR, and IIoT to identify opportunities for process improvement and efficiency gains.

Gaining hands-on experience with IIoT and Smart Factory solutions, including system integration and data analysis for actionable insights.

Observing and contributing to process optimization efforts, applying foundational Lean and Six Sigma principles to enhance workflows and productivity.

Actively engaging in cross-functional collaboration, building knowledge of departmental needs, and supporting initial system adoption and team training initiatives. 

Automated over 30 daily order routings by leveraging advanced ERP attribute functions and innovative categorization streams, saving 8 man-hours per day and successfully increasing processing speed and efficiency.

Participated in Green Belt certification and led the “Sub-Contracting Project,” analyzing delays and deploying a live dashboard to prevent communication gaps and missing documents, saving 2 weeks of average delay.

Conducted data analysis and cleaning of over 20 years of bad data, reducing delays in order processing and confirming previously uncompleted operations, achieving a 9% increase in on-time delivery.

Mastered tools such as ERP-M3, Aton, BarTender Labeling, Management Client, Minitab, and SQL Data Server within 3 months.

Transformed the unorganized and manual flange inventory system using Power Apps and Power BI, streamlining tracking processes and substantially cutting 60 hours off search time for 12 flanges annually.

Designed and implemented a high-level CNC & Tester maintenance dashboard with Power BI; by integrating Power Automate, further reduced manual reporting efforts, saving 30 hours monthly.

Automated data entry process of product routing with the proficient use of Power Automate, strategically refining diverse product routes and realizing a significant timesaving of 12 hours every day.

Introduced and effectively rolled out the “Valve Testing” and “Gemba Walk Scoring” apps using Power Apps, marking a leap in factory digitization, and conserving 20 pivotal hours each month in data analysis and entry.

Managed USD 13.5 million “33 MVA Submerged Arc Furnace” commissioning project, coordinated with 60+ stakeholders, implemented Lean Project Management methodology and completed project before deadline.

Initiated 21 different projects in one year including automation and optimization of existing processes and machine efficiency with Structured Problem-Solving approach and 7 Quality Tools.

Designed and documented process of fabrication, testing, commissioning, and closure of unique solution to capture high temperature fumes without disturbing ongoing processes on shop floor using CAD, Visio, and Excel.

Performed Time-Motion-Method Study, Worst Case Scenario Analysis, Data Analysis and Simulation for decision making of critical business process along with Top Management and achieved savings of USD 8 million.

Spearheaded implementation process of “Total Productivity Maintenance” and documented Why-Why Analysis, One Point Lesson, Change Management, Kaizen, Abnormality Register and eliminated 10k abnormalities from processes.

Founded and led a cross-functional team of 14 members to automate and digitize 17 plant operations and manual report making processes by Robotic Process Automation and collaborating with external agencies. 

Implemented ERP-SAP system in yarn warehouse, designed process flow, identified primary and foreign key to prepare unique data set for each table considering data management and database design approach. 

Performed study on manual sample card making process by applying Maynard Operation Sequence Technique and cut down 28% of excessive workforce by evaluating actual time and workforce requirement. 

Managed stores and spares inventory and controlled the increase in inventory by 13% by utilizing Lead Time Analysis, ABC Analysis, Weekly Meeting with all key stakeholders and finalizing quarterly budget. 

Conducted weekly analysis of power consumption in different areas by setting a baseline of consumption based on previous records and used regression to predict future consumption for respective machines. 

Led planning and annual budgeting of plant expenses, analyzing raw material, workforce, stores, and spares, civil, administration, water, electricity, coal, and coke requirement by implementing forecasting technique. 

Incorporated “Theory of Constraints” for interdepartmental SCM to reduce overall lead time of plant and eliminated bottlenecks by establishing effective communication with 20+ stakeholders. 

Prepared “Department Procedure Manual” for all production departments by understanding Process Flow, SOP, ERP, Organogram, Roles, Responsibilities, Authority, Machine Parameters, Maintenance and Manpower Requirement.

Collaborated with Core Integrated Management System team to prepare “Change Management” and “Hazard Identification & Risk Analysis” documents for ISO 9001, 14001, 45001 and 50001.

Conducted study and observation of internal material transfer at CRI Assembly using Stop Watch Time Study, and Process Mapping resulted in the optimization of overall process by 47%.