Channaveera D P

· Successfully handled various departments such as Design Engineer, Costing Engineer, Production planning control, Supply Chain Manager, Technical lead, & currently serving as Operations Manager “South India” · Implemented various activities for training, skill development programs, brain storming for my team members annually to enhance their knowledge, skills & to improve process than the regular standards · Handled various projects & project heads of Prestige groups, Brigade groups, SNN groups, Cauvery groups, Ajmera groups, Sriram groups, Mahindra groups & Sreerosh project. · Handling customer escalations and resolving same at site & dealer level. · Regularly updating customer/s about the current status of the order through mail & being in touch regularly to attain bond with customer/s. · Coordinating with factory team in order to get the update upon the respective customers & current status of order & also escalation materials if any to maintain TAT. · Led & managed a designated work stream to align business plans with actionable, tactical initiatives, ensuring efficient execution & meeting both customer & business objectives. · This also helps to monitor the effectiveness of policies framed by company, adapting same as process can be altered for external or internal changes · Regularly analyzing by taking feedback from customers, collecting and forming corrective actions or alternative solutions if they are in need to stream line process. · Introduced 5S, 6 Sigma, Poka yoke, Kaizen activities which in-turn increased the productivity and minimized the errors by providing quality services · Implemented risk management, root cause analysis & inefficiency analysis [Projects & retails] by considering production, transportation & installation against sales to optimize errors at various stations. · Handling various dealer locations, Asian Paints Beautiful Homes stores & Beautiful Homes service centers across South India by setting up showrooms.

· Managed production planning & design processes for AS 9100Rev C & ISO 9001-2008 compliance · Manufacturers of Aeronautical parts & vendors for HAL, Dynamic Technologies Ltd, Triveni Turbines · Production plan report shared on Daily, Weekly & Monthly, based on orders & delivery timelines as per customer requirements, Control plans were shared against each part production drawings to avoid cycle time and new updates were covered on the new control plans to scrutiny machining cycle time. · Co-ordinated with various departments Procurement, Finance, Quality & Logistics team to ensure production process to be smooth & developed tools for machining multiple operations with single in order to avoid tool changing time. · CATIA V5, Solid Works, Auto Cad tools were implemented for the Design of the components to ease the process plans.

· Company overview: An ISO certified company with standards meeting ISO 9001-2008 · Ensured accurate vendor data management for AMS & ACE Designers, manufacturers of CNC Machine parts with high precision components · Preparing production reports on Daily, Weekly, Monthly basis to avoid process deviation & revised production plans were made on weekends based on customer requirement · Addressed production issues related to machine, tools & hardening of components to avoid process deviation & production delays. · Coordinated with Production team, based on machining centers, materials, labor & equipment availability. · Analyzed root cause & fixed issues related to machines & tools. · In-line process QC was implemented to avoid components rejection at the QC, which will minimize, in-turn increased quality standards. · Trainings & Quality standards were explained to respective operators on regular basis to maintain industry standards, by doing same productivity increased by 5% in span of 6months.

· Evaluated incoming materials quality against order placed · Set & revised production schedules to meet changing demands · Re-worked positions & work flow based on individual abilities & production targets · Successfully managed production activities so all orders were met targets on time · Ensured safe & efficient work place is maintained as per 5S standards · Ensured requirements & quality standards of internal & external stake holders · Implemented attendance bonus culture, which results in increasing production rate by 8% · Various activities were implemented at shopfloor for 2 hours at weekends to motivate labors · Recognition of productivity based on machining station, rewarding them by a appreciation certificate · Directed team members & driven group meetings on alternate days to analyze challenges on peculiar components & feedback on daily production to gather ideas for improvement