NITIN BHATIA

• Leading team of 13 internal OE experts at 7 manufacturing sites in India and 01 in US, who have proven ability to break down complex problems, evaluate solutions and deliver superior business results
• Demonstrated strong organizational and time management skills while managing multiple projects to deliver cost savings of Rs 90 cr in FY23 and plan to deliver Rs 150 cr savings in FY24
• Improved OEE by 5-15% on constraint unit operations thereby releasing additional capacity and mothballing underutilized assets ~ Rs 100cr+ increase in Throughput through additional sales and Rs 65 cr savings in Operating Expenses projected in FY24
• Leading Lights-Out initiative ~ unprecedented approach in pharmaceutical industry for creating highly robust process, highly reliable equipment, and ability to control remotely with bare minimum human intervention during run time of equipment
• Led people capability development program in TPM / Lean Six Sigma for operators, supervisors and middle management team members ~ 1400+ Kaizens, 300+ YB & GB projects executed

• Led excellence in manufacturing Quality, Cost & Delivery for formulation plants that account for more than 80% of volumes produced in India and global sites (Canada, Israel, Bangladesh, Malaysia, Hungary and Romania)
• Lead teams and stakeholders in enhancing performance and productivity through change management and training programs while meeting GMP compliance norms
• Coordinating closely with plant heads, head of network strategy, global Head of Operations and head of OE to oversee plant operations involving team of 10000+ members
• Increased output by 25% to 30% in several plants without incurring capital expenditure and with minimum additional resources
• Reduced backlog of 120 MT to zero within 5 months at a plant supplying to emerging markets thereby improving 'Sufficiency Metric' to above 95%
• Reduced lead time ‘Dispensing to Dispatch' for a key product line by reducing process cycle time and increasing number of batches per month
• Developed dashboard for monitoring and analysis of D2D Lead Time using Power-BI
• Propelled capability development and operations excellence plans, trained people on multiple aspects, coordinated with Accenture on a study for operations efficiency and working closely with McKinsey & Company on indirect cost optimization initiatives to contribute substantially to savings target of INR 95 crore by 2021
• Implemented 4 Disciplines of Execution at selected sites to improve performance on business metrics of Demand vs Supply, Batch Rejections and Customer Complaints.

• Led continuous improvement program across 10 plants (India, Bangladesh and Vietnam) with a team of 12 people, which helped to improve business growth
• Played a key role in designing and implementing Continuous Improvement program called 'Act Now!' with broad based objectives of stable & capable processes, change people behaviors, eliminate waste and optimize costs
• Handled CAPEX analysis and recommended changes to senior management
• Developed standards, training modules and internal audit structure for five pillars of Act Now!
• Established Center of Excellence for Visual Management, Asset care, Daily Work Management & Energy, focusing on building expertise and enabling cross-pollination of ideas; the success of this concept prompted company to implement it across all other sites
• Identified energy wastage, based on auditor's report, conducted cost-benefit analysis and enabled investment in new pumps and motors for boilers, which resulted in long-term recurring benefits
• Coached & mentored individuals & teams leading Lean Six Sigma projects on defect reduction, waste reduction, energy efficiency improvement and increased cost savings
• Enhanced value across all sites through Kaizen, promoted inter-circle and inter-site Kaizen competition and reward & recognition for winners
• Improvement in behavioral & process safety and 5S by leading Gemba audits, highlighting gaps and enabling corrective action

Reduced budgetary expenditures by effectively driving operational efficiency improvement program for External Supply Sites

Enabled 3rd-party sites to reduce manpower cost by automating high-speed packing lines

Delivered additional savings of INR10 crore by enhancing packing capacity from 75 KT to 82 KT at GSK's 3P packing site at Baddi before the end of the tax holiday in 2014

Achieved benefit of lower invoicing from a vendor by helping to improve output from 12 MT to 16 MT per day

Implemented Lean Strategy Deployment & Performance Management ; while driving the company's internal structured approach for business problem solving and cost optimization. Drove Kaizen events to identify solutions to ensure zero accidents, zero defects and zero waste, improve OEE and capacity, reduce energy use and costs and increase productivity.

Increased Output and reduced energy cost by optimizing spray drying process parameters

Developed internal capabilities by driving internal training programs, projects & JDI (Kaizen)

Played a key role in achieving team recognition and an award (PROH) from GSK's Global President for implementing Strategy Deployment Process at Sonepat site