Mohan Ram Rajasekaran

• Developing, implementing, and sustaining process management and process improvement initiatives across the organization utilizing advanced frameworks such as Lean, Six Sigma, and TQM methodologies.
• Managing programs to diagram and evaluate existing processes and facilitate the development of documentation, process measures, and best practice standards. Managing quality team responsible for collecting, measuring, reporting, and continuously improving
• Directing the activities of project support staff, project managers, program managers, and sub-contractors and is responsible for ensuring appropriate resources are allocated and maintained to facilitate the successful completion of the project from scoping (pre-sale) through implementation and hand-off to the operations team.
• Creating and maintaining an organizational program plan, including coordinating updates from project teams for ongoing reporting to the senior management team of the overall project status, including key milestones, risks, and mitigation plans.
• Managing team responsible for technology deployments across multiple functions, business units, and business lines, including new client implementations and complex and/or highly sensitive projects for Fostering a strong client-needs mindset throughout the application development team while championing thought leadership and partnership with the business.
• Seeking out, validating, and implementing innovative best practices and ideas from the outside, with particular emphasis on application development methodologies,.
• Ensuring that all application development initiatives are well managed and delivered to meet expectations
• The scope of the work encompasses all organizational functions as well as three operational sites (Cambodia, Kenya, and Laos), Remotely Operating from India

• Helping multiple organizations in enhancing their efficiency and effectiveness by Business diagnosis, creating Problem-solving and Improvement capabilities, Supply Chain Optimization, delivering Lean Six Sigma Programs, Process Excellence, and Strategy deployment.

• Led Operational Excellence division and developed a framework to bring Total Employee Engagement across the organization to delivering QHSE objectives, Revenue growth, Supply-chain Efficiency and bottom-line improvements by incorporating Lean, TQM, TPM & Six Sigma principles. Set-up a 5S framework with GMP, Food Safety, and BRC requirements, with a deployment plan, steering committees, and audits.
• Business Process Management (BPM) and Lean Six Sigma training, support, execution and advice.
  Managed total outcome of value stream through strategy and financial budget related processes like Hoshin Kanri, Decision Gate Meeting, Target Annual Plan, Long Term Financial Plan and OKR’s.
• Associated with Financial Controller in FPNA processes on Diagnosing financial data, Forecasting process, Budget Planning, Resource Planning and optimization, Spending policies & procedures, Improvement Projects identification, Budget Management & Reporting.
• Partnered with Supply Chain, Logistics and Distribution Leadership to own and delivered results in support of the Company’s annual goals, specifically, working with teams using analytical skills to identify, prioritize, mentor and lead CI projects and activities.
• Completed Value Stream Mapping & Factory model and identified 6 M.SAR opportunities on waste and loss reduction, Supply Chain Optimization as part of WCoM implementation across the plants and Supply Chain.
• Scope is across the organisation which includes 4 manufacturing plants, Integrated Supply Chain (Demand to Delivery), Sales & Commercial and Other Support functions.

• Deployed Almarai Continuous Excellence (ACE) program and Responsible for continuously driving a culture of excellence across Gulf region. Coaching and enabling waste removal activities using lean and six sigma approaches and guiding actions to a sustainable conclusion.
• As an Internal Consultant, Conduct quantitative and qualitative deep-dives on key processes across various existing and emerging business verticals to establish new processes and improve existing ones and working with all Business Heads, identified & executed many Transformation and DMAIC projects.
  * Delivered the 47 LSS Training sessions covered 87% of employees across all the units, mentored five waves of DMAIC projects to success and developed many Lean Six Sigma Belts (YB/GB/BB) in 3 years.
• Guaranteed DMAIC projects completion within the time frame using PMO methodology and brought more than 3% financially validated Cost savings consecutively for more than 2 years.
• Completed a Transformation Project as per organisational strategy towards building Innovation Team and generated many ideas generated business benefits and financial benefit around 30 M.SAR
• Conducted Value stream Mapping exercise to create, execute, and maintain an AS IS to TO BE Roadmap. Design & Re-Design Business Processes towards Process Improvement, Transformation, Business Process Mapping(BPM) using iGrafx, validated all Business Processes and generated many projects.
• Optimized End2End business process Procure to Pay(P2P) by 60% with entire finance, procurement and SAP team, reduced process errors and cycle-time using BPM and Cross functional matrix.
• Scope is across the gulf region which includes 8 Mega food manufacturing plants (Dairy, Juice, Bakery, Infant Nutrition & Poultry) and Integrated Supply Chain (Demand to Delivery).

• Led Operational Excellence Deployment across the zone and played an internal management consultant role, diagnosed the financial & process metrics, identified and delivered many Transformation and DMAIC projects to meet CX, QHSE, Productivity, Revenue & profitability goals.
• Developed and implemented appropriate metrics, dashboards, and systems to sustain gains and promote Process Excellence activity and a continuous improvement culture for aligned with organizational goals.
• Delivered 57 Lean Six Sigma Training sessions, mentored seven waves of DMAIC Projects generated many benefits including finance validated saving of 9.3 M.USD over 3 years by developing many Lean Six Sigma Belts (YB,GB & BB) across the zone.
• Provided critical insights and advice to plan solutions that synchronize the flow and delivery of products and materials, and optimized business processes & automating supply chain activities, also significantly optimized Logistics and Distribution cost by 17% by successfully improving all Freight Cost levers.
• A Project enhanced incidence ratio by 8% in Eat & Drink channel, awarded as 2nd Best LSS Project in 5th Annual ASQ Conference, India, and it was appreciated for using LSS approach in Marketing.
• Engaged all the plants globally for Centre of Excellence(COE) Assessments, Benchmarking, Business Process Standardization, Training Content Development, Global OE Deployment Strategy and Sharing Best practices.
• Scope is across the zone which includes Integrated Supply Chain (Demand to Delivery) - 6 mega bottling plants & 5 mega warehouses, Sales & Commercial and other Support functions across 2 two states.

Developed and Facilitated Operational Excellence initiatives build upon Lean & Six Sigma principles, across 3 business units in India, which makes & sells Flexible Packaging Products and Rotogravure Printing Cylinders.

• Led the company towards Kaizen culture by establishing 5S system combined with Food Safety and GMP Principles, managing steering committees and executing deployment plans with regular audits.
• Delivered 21 Lean, Six Sigma, Problem Solving training sessions and covered 82% of the company staffs.
• Identified and Mentored many Lean Six Sigma DMAIC Projects which generated Cost Savings (finance validated) of 1.1 M.USD on Improving OEE, manpower productivity, material yield; Reducing Changeover time & product defects; Optimizing recipe & energy consumption.
• Conducted training sessions, completed PFMEA for all the key processes and reduced risk score for 68% of identified failure modes towards achieving process excellence.
• Conducted many Kaizen Blitz and run Quality Circles across the organization, generated & implemented 183 Kaizen Ideas and small projects.
• Scope is across the organisation which includes 3 business units which makes Flexible Packaging Products and Rotogravure Printing Cylinders and Supply Chain, Sales function.

Implemented Group Lean Program to instill Kaizen Culture and validating financial benefits across the plant. Ensured the effectiveness of Lean implementation, Trained & Coached the plant team on Lean, Six Sigma Concepts, Tools & Techniques. Identified and Managed the projects on Capacity enhancement, Productivity & Quality improvement and HSE Improvement. Led the core committee for Integrated Management System(IMS), right from Risk assessment till Implementation of the QHSE standards and procedures across the plant and got certified in 6 months.

Led the Railway brake block Cell for delivering SQPDCM targets. Deployed TQM processes and achieved Deming Award. Complied with ISO 9001 & 14001. Implemented Daily Routine Management (DRM) for ensuring regular control on each Key Business and Performance Indicators, as a part of Policy deployment. Managed Kaizen Idea system, facilitated Quality Circles (QCC) & Quality Improvement Teams (QIT). Delivered trainings and Implemented 5S and TPM across the plant.

Executed Quality functions of a Rubber cell and complied with QS9000 & EMS standards. Implemented 5S, TPM Practices across the shop floor & progressed as an Autonomous Maintenance Pillar Champion. Facilitated Quality Circles, managed Kaizen, SMED, and Lean Improvement Projects across the plant. Developed PPAP documents and regularly updated the Control plans, FMEA, SPC for APQP processes of Ford, GM, Chrysler and TVS motors and resolved customer complaints using 7 QC Tools & 8D. Using SMED, reduced Tool Changeover time and managed a mega mould room.