HARA SATAPATHY

Role play In Current Assignment as Functional Head, Roll forming & Renewable Energy Solutions.

 Handle multiple solar energy projects , prioritize and plan project and client requirements, execute to ensure timely delivery of quality products as desired by customer.

 Plant operation, materials management, productivity and safety, quality management, manufacturing practices, improvements and employee development.

 Supplier Engagement to align them with our Quality Objectives to ensure consistence supply of quality product and develop long term association based on trust and values.

 Enhance Customer satisfaction and Customer engagement.

 Continuously Evolve team and quality function to set a benchmark in terms of competency, performance and accuracy.

Challenges Handled and surpassed as unit head of roll forming and Renewable energy solutions.-November-2014
1-Huge Customer escalation
2-High Inhouse Rejection
3-Low Productivity
4-Absence of systems to assure Quality
5-Poor Quality from supplier
6-Absence of Customer engagement Mindset
7-Absence of Training and Development
8-Unsafe work practice and condition

ACHIEVEMENTS:-

 Started from scratch, establish a well-defined system, right from project initiation to final dispatch, to capture various process metrics for analysis, decision making and improvement.
 That also helped to meet the delivery time (CRDD) from 65% to 85%.

 Ensured in house quality management through overhauling recruitment process, grooming exiting personnel through tailor-made training program and effectiveness mapping (enhancing 30% to 85%),making and establishing product control plan, implementing raw material quality assurance system (lot wise sample testing for physical and chemical composition) , feedback, visit and seeking CAPA from supplier to put continuous check on raw material quality ,etc.

 Eliminated major customer escalations regarding product quality from 33% to zero, through series of actions ensuring quality improvement in the process of procurement, manufacturing, storage and dispatch.

 Established and maintained material traceability system and inventory management system, for precise production and procurement planning as well as decision making.

 Increase productivity from 800 ton average per month to 1500 ton average per month. (Increasing m/c availability from 55% to 78% through effective preventive plan, training and check sheet, tooling and spare part management etc. with planning, monitoring and follow up.

 Reducing attrition rate from 30% to to zero since last two financial years through series of actions to ensure safe working condition, enhance motivation and employee engagement.
Challenges Handled as Manager, Grinding-July 2012

 Under utilization of resources
 High rate of target failure , More than 60%.
 High set up time and break down
 Poor quality rate and customer complain.
 Low motivation and high attrition rate both at staff and worker level,
 Chaos and mismanagement due to absence or violation of systems and procedures.
 High in process inventory.
 Dangerously high communication gap

Role play In Previous Assignment as Manager (HOD), Grinding Division.
 Implement systems, procedures and work instructions for smooth and stream lined operation.
 Ensuring products meet quality expectation of customers, leading teams on productivity and quality improvement.
 Ensuring quality system compliances across all manufacturing process.
 Identifying areas of improvement and recommending process modifications to enhance operational efficiencies of the systems.
 Conducting CAPA analysis for nonconformities in product and process.
 Implementing Improvement projects like 5S, kaizen, O.E.E. etc. on Shop Floor for boosting productivity and building culture.
 Maintaining systems to comply with safety and regulatory requirement.
People Management-
 Leading team of 70+ associates and engineers in 24x7 working environment.
 Setting priorities and allocating equipment with the combined objective of working safety, meeting cost and production requirement.
 Impart training on SOPS, resolving grievances and maintaining high motivation level.
 Effectively coordinating all support functions and creating environment for continuous improvements.

ACHIEVEMENTS:-
 Improving product quality level by reducing deviation from 16.5% to less than 8%, rework from 8% to 2%, rejection from 4.5% to 2% followed by FTR increase from 87% to 96% .(Data validation through MSA,Upgrading MMD use, maintenance, repair and calibration procedure, input quality improvement through feedback , process and tooling improvement, training, monitoring and follow up)
 Improving plant average OEE from 35% to 58% within time span of 3 months by six sigma DEMAIC approach and sustaining between 58% to 62% till now, without any investment.
 Achieving average set up time reduction by 50% ,adopting SMED approach.(Video shooting, screening ,dedicating tooling location, set up trolley, improvising like profile type wheel, also introducing incentive scheme)

 Increased value addition per person by more than 50% followed by average efficiency hike from 60% t0 85% .(efficiency monitoring through data visualization, training to low performer, plotting bar graphs on display board, inciting competitive spirit among operators and rewarding best performer over a period )

 Increasing manufacturing value from average 1.10 cr to avg 1.40 cr ( avg7000 bearings to 12000 bearings) within 4 months and sustaining 1.25 cr throughout without any kind of investment.(Improving m/c availability, accurate m/c planning,

 Reducing WIP of grinding mismatched material inventory from approx. 75 ton to 45 ton within one year.

 Introduced grinding Dash Board on vital metrics like Pareto of loss time, operator efficiency,OEE, Rejection, Rework and Deviation, Bore rejection metrics, MTTR,MTBF, Planned vs. achieved production target, Trend analysis charts on 7 vital quality parameters of bearing.

 Trained people and introduced 7 QC tools and SPC on all bore grinding machines.

 Promoting culture of participation of down line staff and operators through monitoring, registering and rewarding improvement works (kaizens), problem solving , new initiative which save cost, time,and space, there by skewing the mindset of people ,towards value addition and boosting the morale.

 Achieved streamlining of new DVDR Challenger lines & converted STEAG make CDR lines into DVDR within a record time period of 45 days.
 Successfully increased overall productivity by 40% by reducing cycle time of DVDR Challenger and origin make lines from 4.0 to 3.5, 3.0, 2.6 and 2.4 Sec thus
 Successfully reduced product conversion time from 492 minutes to 241 minutes through effective application of SMED method
 Set new productivity benchmarks against previous records by achieving increase from 18k and 24 k to 30k, 29k and 32k avg. in challenger and origin lines.
 Designed and implemented an effective base training program for employees; boosted employee skill level from 5% to 8.5% in the year 2009-10.
 Minimized scrap and rejection of all DVDR lines from avg 17% to 6% through Six Sigma DEMAIC approach.

 Executed ball and roller bearing design calculation and drawing in AutoCAD
 Obtained feedback from customer on current designs
 Designed products according to client’s requirements/specs.
 Performed tests on designed product.
 Participated in ISO audit
 Selected raw materials