Sabyasachi Biswas

Managed and formulated a multi-disciplinary team to successfully increase Part availability in the market under PROJECT SAHYOG thus reducing the IPTV (20% in 3 months) due to part shortage eventually enhancing the Customer satisfaction

• Formulated & deployed Spare part procurement dashboard (single source of truth) that optimized the entire buying process by minimizing manual updates & repetitive work.
• Development of strong review cadence within procurement team, comprehensive collaboration with TML plants coupled with smart analytics dashboards led to a reduction of VOR parts by 25%, Black trigger parts by 40% and other triggers by 52% overall since Jan'24.
• Led a CFT in the Eastern zone to conduct GEMBA visit in the worst performing dealerships to carry out technical & systematic improvements which resulted in Non conformity cases reduction by 25%.
• Conducted comprehensive workflow assessment and streamlining for 4 key dashboard development, reducing operational inefficiencies by 23%
• Implemented project management best practices to optimize project performance and delivery.
• Identified and mitigated project risks and issues to ensure successful project outcomes.
• Collaborated with cross-functional teams to define project requirements and deliverables, fostering a culture of teamwork and collaboration
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• Led a cross functional team consisting 10 members that worked for Free cash flow improvement and delivered 23% reduction in CV Inventory overall i.e. ~310 Crs.
• Formulated and Deployed the CVP/CLIP dashboard in all 5 CV plants ( First in the industry, filed a Copyright application ) to measure the efficiency and effectiveness of Buyers in terms of respective Inventory kitty. CVP measure helped in controlling parts inventory in terms of value while CLIP measure checked their increase in Ageing inventory.
• As a part of CVP CLIP dashboard, invented the Alpha Beta gamma concept and formulated dashboard part wise Inventory targets basis Local, Out station and Import.
• Led a team of 4 professionals to efficiently deploy a Procurement project emphasizing " Passion for Customers " - Buyer Control tower enhanced the entire procurement process through automated buyer trackers showing RYG based on daily production plan and latest VC BOMs thus increasing daily efficiency of Procurement team by 18% by eliminating manual excel reports.
• Led an efficient team of 6 members to implement Digitization and Industry 4.0 projects in all central Warehouses at CV Pune under Key theme 6 to improve overall working efficiency by 28%.
• Major projects implemented in KT6 were Online Traffic Management system to track vehicles inside plant , Smart Shelf life monitoring dashboard to check the expiration of Shelf life prone items, Digital Picklist and Pick to light (POC) implementation and Digital Orange zone for SQPDCME monitoring and DWM.
• Lead Co-Ordinator for implementation of Anaplan, RCCP & SCP throughout all plants in collaboration with EY and Deloitte to improve the entire S&OP process thru collaborative digital transformation along with 1000+ vendor gamut.
• Worked as PMO lead for critical strategic and transformational projects being executed across the organization for improving Operational efficiency.
• Led a team of 3 members to drive & deploy TQM practices in entire Supply chain through Policy Management & Cross Functional management & QC story projects.
• Responsible for BSC Cascading and co-ordination of Performance metrics in entire Supply chain CV Pune.

• Led a cross functional team of 7 members that worked for MOP improvement and increasing the overall efficiency of Grinding line. (Increment of 12% MOP through manpower management and elimination of NVAs)
• Member of a cross functional & diverse team that worked under Cost reduction CLT and reduced Tool cost for Profile grinding & Shaft hard area by 30% & 26% respectively.
  
• Member of a diverse team that implemented & deployed TQM methodologies across Transmission division.
• Led team having 5 members to ensure continuous Improvement (KAIZENs) with company objective.
• Enhance Customer Satisfaction by timely production of machined Shaft parts & Profile grounded products for Gear box production as per released plan/requirement by PPC.
  
• Manpower Management in different operating shifts keeping in view the company requirement and production rate.
  
• Responsible for improvement and monitoring of various operational cost pillar in entire Gear Hard area
• Ensuring 100% Quality OK Product through monitoring of OEE & loss analysis, and leading various projects for OEE Improvement.
  Ensuring.
• Safe working environment with Target of Zero TRC cases, leading various safety improvement projects and preparing WIS, Control Plan etc.
• Team Member of 3 major SPS projects on various subjects including Cost reduction and OEE using QC tools.
• Controlling Tool cost, IDM Cost, Power Cost, Freight cost and various operational cost by leading 3 separate teams in various projects and controls.
• Continuous improvement in Manufacturing line in terms of Cost reduction, improved MOP & Manpower reduction.
• JH Champion/coordinator of Gear Hard- Adherence to machine level wise JH implementation through TQM methodologies.
• Development of e-Safety feedback form, Online Safety Management System in Gear Hard.
• Development of e-DWM, Online Daily work management system in Shaft Hard for easy monitoring of all pillars.
• Member of GEMS Project Team for Lean process flow through Layout Optimization in Transmission unit
  

• In the first year, I was rotated in various areas of Maintenance across Rear Axle division.
• Learnt intricacies of Manufacturing processes and maintenance procedures.
• Learnt CNC programming in High profile machines with Siemens and Fanuc controllers.
• In the management front, handling of blue collar workforce came as a Challenging yet thrilling experience.
• Introduction to World class sustenance activities helped improve the knowledge across value chain.
• Skills : 7 QC tools, Problem solving, People management, Six sigma