Mahesh Kumar Sharma

• Developed products based on customer specifications involving CAD approval, shrinkage calculation, and sample process finalization.
• Preparing a report for the RJC audit, policy, and tracker for recycled metal, Fairmine.
• Implementation of Lean Manufacturing Techniques, like 5S,
• Working on QMS – preparing the Quality Manual, QSP standards for different.
• Implementing different strategies to increase production and quality, such as KPI, an incentive plan, traceability, building a team for process recording, and a new machines plan.
• Setting up the best practices, such as a coding system, BOM, and optimizing inventory levels—gold and silver rotation.
• Developing new designs based on machines.
• Daily production planning – Target vs. Actual production, Deciding.
• Based on the monthly open orders plan for the contract, as well as new staff.
• Raw material arrangement – Gold, Silver, Alloy, Finding, Plating Solution requirement.
• Gold and silver: To achieve the monthly target, plan the metals according to the verticals.
• Analyzing the consumption pattern for alloy and other raw materials, minimum stock levels, and reorder quantities.
• Preparing SOPs/systems for executing orders, such as incoming inspection, stone/finding issuing, and inventory control, as well as rhodium consumption control.
• Tracking preventive maintenance in coordination with the maintenance team.
• Preparing MIS reports, such as the dashboard for performance (KPI), on-time, process loss and recovery, rework and rejection report, and store consumption report.

Key Achievements:

• The production process was improved by using automation through the electro-polishing and tumbling processes.
• Production growth of 40% as compared to the previous year.
• ERP-Tiara implementation in production, inventory management, sales, and purchase.
• Reduced metal loss of gold and silver from 4% to 1.5%.

• Developing and implementing long-term operational strategies to ensure that all operations run efficiently to meet the organization's goals.
• Managing the operational budget, including forecasting and allocating resources as required, to meet the business goals.
• Analyzing data to identify opportunities for improvement, and to ensure that all processes are efficient.
• Managed and supervised entire operations.
• Cut production costs by optimizing use of the 4Ms.
• Improve sales pan-India, as per market trends and dealers' channel appointment in the gap area.
• Develop upcoming trends and create better technical systems through innovation and R&D.
• Develop a New Technique for the Evaluation of the New Design.
• Improve the CAD and CAM efficiency to reduce costs.
• Review the master and sample as per customer specifications.
• Budget and cost control through better sourcing.
• AOP budget finalization and close monitoring to achieve the AOP.
• Production planning and execution to achieve monthly targets.
• Raw material and metal planning as per vertical.
• MIS reports and dashboards for performance (KPI).
• Preventive maintenance in coordination with the team.
• Implementation of the 6S and Kaizen systems.
• Improved inventory turnover ratio.
• Solid Idols project a new development of the family range.
• Production lead time reduction and alignment improvement.
• Vendor development for outsourcing and material sourcing.

Key Achievements:

• The production process was improved by using automation through mechanical processes.
• Production average growth of 65% in 2022-23 and 2023-24.
• Successfully ERP-migrated from Microsoft Ax 2012 to Microsoft Dynamics D365.
• Achieved the highest production of 5.2 tons in a month.
• Production lead time was reduced by 56%.

• New setup of the Casting Division, Tubing Division, Product Development, and Fashion Jewellery Division improvement.
• Purchasing all the plant and machinery from China and the local market.
• Successfully set up PD: all designing and sampling processes.
• Newly set up project: Casting/Tubing Jewellery Manufacturing process in a 30,000 square foot area within the given timeline.
• Production installed capacity is 500,000 pieces per month and running.
• Implemented a preventive maintenance schedule to avoid unwanted breakdowns.
• Four to five good jewelry manufacturing factories were visited in China for the smooth line production process adoption.

Key Achievements:

• Production automation and mass production finishing process.
• Barrel tumbling setup.
• New manufacturing plant setup: infrastructure, machinery, manpower, and material.
• Successfully set up the plant from designing, sampling, and production.
• SOP and QMS systems implemented.

• Controlling and monitoring of the Casting Division, Tubing Division, Fashion Jewellery Division, Handmade Division, and Product Development.
• To streamline operations and increase productivity from the current 5,000 pcs a day to 10,000 - 15,000 pcs a day.
• Target to achieve On Time and In Full Delivery (OTIF), and Line Fill Rate (LFR) for the CRM's.
• To improve the processes and infrastructure to make it conducive to better quality production by applying lean manufacturing practices.
• To impart training to people after conducting competency mapping and identifying gaps.
• Maximize utilization capacity through the best planning, and reduce costs and process loss through men, machines, and materials.
• Better resource planning.
• Set the daily production departmental priority and review it on a daily basis.
• Check the daily plan versus actual, review the same with the team, do the analysis, and reschedule by making supervisors accountable.
• Work towards achieving a reduction in process loss of silver, as per the objective set by management.
• Organize the daily production and marketing meeting, and review the daily targets for better customer satisfaction.
• Check the daily MIS (Load Profile Report, Daily Plan vs. Actual Report, Daily Departmental WIP, Root Causes Analysis, etc.).
• Have a meeting with the Production, QC, and QA teams to analyze the main reasons for higher rework and rejection.
• Reduce the daily rework rejection, and solve the daily production issues to maintain a consistent quality level as per customer requirements, along with increased departmental capacity.
• Set the monthly consumables target to avoid extra inventory and costs.
• Handling the product development department, along with production R&D.

Key Achievements:

• The production process was improved by Lean manufacturing and the mechanical automation process.
• Successfully achieved mission target: 3,000 kg.
• Successfully achieved mission target: 5,000 kg.
• ERP - Microsoft Dynamics AX implementation.
• ISO system implemented.

• Company Overview: VGL is the largest exporter of colored gemstones in India, and the largest exporter of studded jewelry, with 1,000 employees.
• It's the only company in the gems and jewelry sector that has a fully integrated manufacturing process, from rough gems to finished jewelry.
• Maximize utilization capacity through the best planning, and reduce costs and process loss through men, machines, and materials.
• Set the target for on-time delivery as per customer requirements.
• Better resource planning
• Set the monthly target in coordination with the marketing team.
• Set the daily production departmental priority and review it on a daily basis.
• Check the daily versus actual plan, review the same with the team, do the analysis, and reschedule by making the supervisors accountable.
• Organize the daily production and marketing meeting, and review the daily targets for better customer satisfaction.
• Check the daily MIS load profile report.
• Daily Plan vs. Actual Report, Daily Departmental WIP, Root Causes Analysis, etc.
• Precious metal loss control, with proper planning,
• Departmental monthly consumable budget control to avoid extra costs.
• Reduce the daily rework rejection, and solve the daily production issues to maintain a consistent quality level as per customer requirements, along with increased departmental capacity.
• The highest turnover achieved was 4.3 million in one month, May 2008, through maximum utilization of machines, men, and materials.
• Participated in the ISO system.
• VGL Software participated in SFC (Shop Floor Control) for material handling.
• VGL is the largest exporter of colored gemstones in India, and the largest exporter of studded jewelry, with 1,000 employees.
• It's the only company in the gems and jewelry sector that has a fully integrated manufacturing process, from rough gems to finished jewelry.

• Company Overview: It's the largest producer of POY, flat, textured, dyed, and specially yarn in India.
• Production planning and control on the shop floor to meet the on-time delivery.
• Participated in the international Quality Circle in Lucknow, U.P. and won an excellent award.
• Participated in different types of external training, i.e., self-development, ISO, 5S, leadership skills, communication skills, QMS, etc.
• It's the largest producer of POY, flat, textured, dyed, and specially yarn in India.