Interim Plant Manager

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Summary

This Interim Plant Manager has extensive experience as a Plant Manager/General Manager in ferrous (Alloy steel, Ductile iron, grey iron, malleable iron, wear resistance iron) and non-ferrous (Brass, Aluminium) foundry, heat treatment, and machining, with a Metallurgy Engineering degree. They are seeking to pursue a career as the General Manager at your company, to support the engineering sector in manufacturing and quality, delivering competitive prices and minimal lead times by guiding, coaching, and supervising the team to achieve goals and objectives.

Highlights

• Workplace Safety & Environmental Compliance
• P&L management and financial oversight
• Identification of problem/defects and determining associated corrective and preventive actions
• Process control & continuous improvement
• Document review & approval (purchase requisitions, capital requests, expense reports)
• Coaching, guiding, advising, and supporting team members for cost reduction programs, Failure, and defect analysis
• Organizational development & team structuring
• Customer & stakeholder relationsmanagement
• Strategic planning & goal setting
• Materials, machinery & work force utilization planning
• Critical thinking and problem-solving
• Excellent in cost analysis working for all processes
• Self-starter, Leadership, decision-making, and succession planning
• Computer skills: Microsoft Office, Excel,PowerPoint, Word, Outlook
• Adaptive to changing environment
• Lean manufacturing
• Inventory control & supply chain management
• Experience working in a union environment

Relevant Accomplishments

• Followed all processes and procedures associated with the Tyler Union Safety Program and advised management of any deviations from this program.
• Managed the site’s production, quality, scheduling, and shipping plan to enhance goal and objective achievement while maintaining effective operations and cost factors.
• Evaluated performance against production goals and adjusted the allocation of resources as needed to optimize product quality, customer service, and cost efficiency.
• Established a continuous improvement culture in manufacturing processes, setting priorities, capacity, scheduling, metrics, forecasting, and employee involvement.
• Accountable for all Key Performance Indicators (KPIs) in Safety, Environmental, Quality, andProductivity areas of foundry and machine shop; Ensured compliance with government regulations, including OSHA and EPA standards and company safety policies
• Collaborated with senior leadership in establishing and monitoring budgets.
• Assisted in establishing annual cost reduction goals and execution of goals for the organization to meet the corporate business plan.
• Direct P&L ownership, driving profitability by closely managing process parameters, optimizing material consumption, and improving efficiency across foundry and machining operations. Focused on reducing scrap, enhancing production work flows, and minimizing down time to ensure alignment with corporate financial targets.
• Motivated and encouraged teamwork among departments to ensure objectives are met.
• Carried out managerial and supervisory responsibilities by the Company’s policies, practices, and procedures for foundry and machine shop
• EHS and McWane way implementation.
• On-time delivery > 95%.
• Cost reduction of $533/ton as compared to 2023.
• New foundry installation and commission in 2024.
• All threeFoundry & Machining Scrap <5%.
• Improve Efficiency in Machining cycle time by 25%
• Achieve manufacturing excellence by directing and motivating supervisors and technical employees to meet objectives.
• Encourage and promote operating in a continuous improvement environment.
• Create and manage capital and expense budgets to maximize profitability.
• Develop concepts for manufacturing excellence in processes and operations and provide technical assistance to production, engineering, and maintenance operations/projects—On-call 24/7/365 for facility security and damage control services.
• Oversee quality control at all stages—incoming materials, in-process production, and final product—by working closely with the quality team to ensure consistency and identify issues early.
• Monitor scrap rates to determine trends and areas of improvement. Identified ways to reduce costs while maintaining product quality.
• Provided a safe workplace for all employees by working closely with theEnvironmental Health and Safety personnel to ensure all the manufacturing team members know and abide by safety policies.
• Ensure company & environmental safety, and HR policies are consistent with daily practices.
• Drive cultural initiatives forward by becoming the change they want to see in others. Communicate and role model the Clow mission, vision, and values and hold others accountable for doing the same
• Create an environment and a culture where promises made and promises kept are the norm.
• Coach and mentor supervisors and high-potential employees to ensure organizational alignment and business continuity.
• Create and articulate clear monthly, weekly, and daily plans of action.
• Ensure vision and plan are disseminated throughout the organization
• Historical Achieved the Highest production record in theIron & Brass Foundry& Achieved the historical lowest Man-hours per Ton (MHPT) in the foundry in one year without adding any new equipment.
• Reduce the Induction furnace downtime and increase lining life.
• Reduced Scrap rate from 4.58 % to 1.45 %in theBrass Foundry and from5.3 to 3.7 %in theIron Foundry by standardizing gating risers & controlling the overall process parameters.
• Yield improvement of 2.6 %
• Foundry process improvement – achieved zero Pig iron uses in ductile iron & reduced manufacturing casting cost.
• All KPIs of 2021 achieved by > 115%
• Coached and guided a global team of more than 30 people across the US, Europe, and Asia.
• Aggressively supported manufacturing cost reduction, root cause analysis, and customer requirements.
• Helped, advised, and supported worldwide plants facing technical operations concerns like quality, cost, lead time, and process; ensured, developed, and implemented best practices.
• Provide ongoing technical assistance to the Plant in the metallurgical production process, gating, risers, pattern layout, and casting defect analysis.
• Established a strong link between the OEM customers’ needs and the Magotteaux offer to maximize the added value for both Magotteaux and its customers.
• Provided a multi-faceted Magotteaux interface to the customer in close collaboration & liaising with all internal stakeholders across the region, sales, marketing, manufacturing, standardization & R&D.
• Established a constructive relationship with the original equipment manufacturers OEM like B&W,Policies, Pfeiffer, Mitsubishi, and Hitachi power systems in a mindset of co-development in close collaboration with the regional general manager, commercial/marketing.
• Worked with various people in different situations, effectively resolving customer issues promptly.
• In Thailand, the Plant achieved a30% cost reduction.
• Increase the induction furnace lining life by 50% in the Thailand plant.
• In India, the Plant reduced scrap rate from 8% to 5%by standardizing gating risers and controlling the overall process.
• It was created and established as a direct riser pouring in high-chrome and high-chrome ceramic castings, which resulted in a 5% yield improvement and a20% reduction in fettling/grinding work.
• By foundry process improvement, zero customer complaints/rejections were achieved in the duo-cast casting product.
• B&W is the biggest customer for VRM foundry, and it achieved zero customer rejection on the customer end.
• Management requested that I take charge as interim plant manager in Q4 2018 in India. We achievedRecord-high production (525 MT/ M), dispatched 5% rejection, and established the benchmark at all KPIs.
• India plant production increased by 50%, resulting in increased productivity with a 5 % rejection
• MIPL Manufacturing of ‘wear resistant’ castings (in ductile iron- duo cast, high chrome, alloy steel, Ni-hard, with various types of ceramic Castings), which are supplied to renowned to OEMs and companies incement, utility, and mining sectors, which are a high mix – low volume foundry.
• Succeeded as aunit head in strategic & operational issues about improvement in the operational effectiveness of the foundry & machining unit.
• Day-to-day follow-up and coordination with development, planning, production (moulding, melting, coreshop, heat treatment, fettling, machining, assembly), maintenance, HR, Purchasing, QC, EHS, and lean departments for daily operations.
• More than 50 % of the time was spent on the foundry production shop floor observing points related to5S, lean, and process and always asking, “Why?” and “How can we do better?”
• Responsible for achieving Key KPI:environment health and safety, no accident, man-hour per ton, >95%on-time delivery, <5% rejection, reduced 5% operations cost.
• Develop and manage plant annual budget and CAPEX.
• MIPL produced vertical rolling mill VRM castings, such as various rollers, roller segments, rings, ring segments, hollow balls, etc., using Magotteaux standards. The weight ranges from50 lbs to 22,000 lbs.
• Coached, trained, and guided a group of managers, engineers, and supervisor staff in various depts.
• Developed and performed all actions from forecasting to production planning and subsequent steps required to meet deliveries.
• Ensure customers’ satisfaction by achieving >95% OTD& establishing effective communication.
• Responsible for timely recruitment and training of employees
• Turned around the plant performance – 2M USD per year loss in 2011 & 2012 to aProfitable company within six months by controlling the Rejection < 5 %, cost, and productivity.
• Negotiated contracts with vendors in 2013 and achieved payroll administration costs down by 35 %.
• By achieving all the targets, management approved Capex for a new project every year and increased the plant capacity by 50%. – from 4000 to 6000 MT/ Year within three years.
• Management gave additional responsibility for P&L and overall operations of the Thailand plant as PlantManager in 2014. Earlier, the Plant had more than 2M USD loss per year from 2012, and the Plant achieved profitability for the first time with 1% profit in 2015.
• Reduce machining time by 50%in wear-resistant castings.
• Significant changes in pattern layout, match plates, mounting system, introducing the method Card system, and finally standardizing the process related to the pattern.
• Created method card with all micro details and created melting, moulding, and heat treatment process control sheet with every process control step.
• Achieved various certifications like ISO 9001: 2008, ISO14001:2015, ISO50001:2011, OSHA
• When I moved to the USA, I was given a position at the group level as a manufacturing system manager because of my excellent performance management
• Greenfield project – setting up the development department, manufacturing, metallurgical & physical laboratory with full utilization within three months. Which are a low mix – high volume foundry.
• Train and help managers and engineers to achieve various department targets.
• Produced various types and sizes of products, such as mechanical joint fittings, valves, and fire hydrants.Customers were Sigma and McWane India Pvt. Ltd. (MIPL), using customer QIP with American WaterWorks Association-AWWA ref std. Also, produced automotive products using commonly agreed-upon QIP.
• Drawings study, give an estimation, finalize the pattern layout, develop a pattern, do the getting and riserin the pattern, develop method card with process control parameter, take proto casting trial- batch production, and start mass production.
• Shop-wise production planning for induction furnace melting, coke-less cupola (gas base), KOYO Make high presser green sand moulding, no-back, shell core making, fettling, and machine shop.
• Maintenance of medium-frequency induction and cupola furnaces.
• Coordinate marketing and purchase functions to meet customers’ requirements
• Managed and designed the foundry plans for ductile iron windmill castings, resources, and land acquisitions in collaboration with a German consultant.
• We acquired all government licenses and permissions to proceed with the plan.
• Unfortunately, the project was postponed in 2009 due to the recession in India and the world.
• Led and managed ductile iron automobile parts foundry.
• Planner & designer of this green sand foundry from land to production stage within six months.
• Bring order, develop pattern (getting and riser), and deliver the casting On time.
• Training, encouraging, and motivating each department operation, supervisor, and engineer.
• Achieved targeted mold production, liquid metal output, power consumption, and rejection within six months.
• Set process parameters and achieved 4% Rejection
• Lowered power consumption by 7%.Reduced the rejection of malleable and ductile iron castings by8 %to 5 %., achieved higher production year by year.
• Insulator castings, exhaust manifold castings, and Automobile engine castings
• Responsible for foundry, heat-treatment, machining & galvanizing, production planning & targets, power consumption, and rejection control.
• Increase production year by year through time study and time management.
• Achieved record break production as individual handling shifts and during production manager
• Produced textile, earthmoving parts, exhaust manifold castings, and Automobile engine castings inductile iron.
• Change the process of ductile iron metal manufacturing and produce the ductile iron with duplexing with coke base cupola furnace and induction furnace metal, resulting in production increase, Scrap rate reduction, and power consumption also reduces
• Started as a graduate trainee engineer and was promoted to production manager.
• Led the production department, which produced variousInsulator castings, exhaust manifold castings, and Automobile engine castings in ductile iron and malleable iron using green sand mold production and main and medium frequency Induction furnace and coke base cupola furnace followed by machining and galvanizing.

Roles

• Production Manager
• Project & Foundry Manager
• Plant Manager
• Manufacturing Systems Manager
• Assistant General Manager

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