Shivakiran Patil

• Lean culture development in the plant involves training the frontline workforce on basic lean tools, assessing them, and certifying them as lean ambassadors.
• Training engineers on time study tools and other productivity improvement tools to develop a lean mindset in all.
• Led 3P Kaizen on new product implementation.
• Led cost reduction kaizens to improve EBITDA.

• Led team in identifying and implementing lean and continuous improvement actions to enhance production volume and efficiency while exceeding quality standards and product specifications.
• Conducted Kaizen events to identify ways to eliminate waste and improve quality.
• As a continuous improvement engineer, I used different lean tools like VSM, standard work, JIT, POU, 5S, SMED, Kaizens, 3P, spaghetti, SWCS, etc., to identify bottlenecks in the workflow and improve productivity.
• Lead and facilitated multiple kaizens in safety, delivery, cost, and transactional process.
• I organized an entire 'Shingijutsu kaizen' and participated in it as a facilitator.
• Supported other plants as a lean advisor.

• Worked on continuous improvement projects in the warehouse.

Project 1: Elimination of forklift usage inside the shop floor.

• Brainstorm and try storming on eliminating forklift usage for material delivery.
• Lead a kaizen on the same, and successfully implemented the "Tugger cart material delivery" system.
• CEO award for the successful elimination of forklift usage inside the shop floor.

Project 2: Material Kitting Improvements

• Implementation of the 'Two Bin System'.
• Multiple material touch elimination.
• Motion reduction in material kitting by spaghetti diagram.