Rahul Salve

Owned end-to-end cost and operational performance for a multi-site fulfillment network across the U.S. and Canada (>1M sq. ft.), improving SLA to 98%+, increasing productivity 15–20%, and driving VCPO improvement from $2.08 → $1.61. Partnered with executive leadership to scale distribution capacity and standardize operations, redesigning warehouse layouts and deploying network-wide SOPs that improved throughput consistency and supported profitable growth across 5+ sites. Owned first- and middle-mile performance for the site, improving shipment visibility and reliability by reducing “never updated” shipments from 0.25% to 0.10% (-60%), eliminating tracking gaps across carrier handoffs Drove network-level defect reduction, improving sort DPMO from 2,485 ~1,044 (-58%), reducing missorts and downstream routing inefficiencies impacting delivery timelines at the site level. Built cross-site performance governance and dashboards (Metabase + automated reporting) tracking OPH, Inactivity %, and Indirect %, enabling daily network visibility and improving underperforming site productivity by up to 25%. Led 10+ cross-functional initiatives with Product, Engineering, and IT, improving WMS integration, order routing, and inventory workflows, increasing operational scalability while reducing variability and operational risk across the network.

Led Inbound and Outbound operations across the full customer order lifecycle, focusing on simplifying processes and introducing automation to improve speed, accuracy, and overall customer delivery performance. Managed a 2,000+ employee fulfillment operation, overseeing safety, security, and facility standards while maintaining operational uptime and equipment reliability. Used operational data to identify safety risks and implement targeted improvements, resulting in a 16.7% reduction in Incident Rate and 50% improvement in Recordable Injury Rate. Mentored and developed three Area Managers, supporting internal promotions and contributing to a 3% reduction in attrition while strengthening leadership bench depth. Led regional sustainability initiatives across 7 sites in 3 states, improving waste diversion to 79% and reducing carbon emissions by 26.6% through process and operational changes.

Provide manufacturing leadership and improvement focus in operations driving results, creating and monitoring measures, providing motivation, and setting expectations in safety, quality, delivery and cost. Communicate with customers, suppliers, shop floor, stakeholders, and staff. Lead annual operating plan, forecasts, and other measurements for manufacturing operations. Manage, coach, and develop staff; work with employees to set goals in training and development, performance, and career planning.

Leader of Generator Assembly, Test and Pack Operations. Responsible for developing the strategic direction to meet short and long-term customer requirements. In charge of $45MM in Annual Sales with 3 Value Streams. Member of the Management Review Group for all major project relating to the Consumer Genset Business. 90+ full-time hourly, managed day to day work direction, employee development 97+% On-Time-Delivery with 8,000+ line items/month. Increased productivity by 20% through improved material deliveries, balanced assembly, and elimination of rework.

Project lead for 5 large projects form inception to completion. Lead Cross Functional teams to meet and exceed Quality, Operations and Engineering KPI’s. Effectively managed the Scope, Schedule and Recourses for the projects. Manufacturing lead for Value Package Change project for a new low cost radiator for generator set. Worked with suppliers (OEM) and operations functions to ensure DFM and smooth launch of the product. Annual savings of about $561,000 from the project. Leading the plant wide deployment of MES (Manufacturing Execution System). Using the New Product Introduction (NPI) methodology and working with stakeholders from receiving to shipping to understand MES requirements, current capabilities and GAPS analysis. $145,000 in savings from a project resulting out of Customer Quality issues. Using Six Sigma tools such as Statistical Process Control (SPC), Production Part Approval Process (PPAP), Failure Mode Effect Analysis (FMEA) and Control Plans. This project was nominated for the “Cummins Chairman’s Award- 2015”. Working with representatives from Global IT, Manufacturing, Finance, Global Logistics and Sales to establish project performance goals; design project plan, develop timeline, identify project milestones, identify and manage risk’s and track performance against KPI’s. Championing the Process Documentation Process as a part of Operation Excellence Team.

Working as a manufacturing engineer for the High Horse Power (HHP) area and Custom Applications Group (CAG). Core Duties include Time studies, Line balancing, Line Mapping, Fixture development, Tooling and equipment ownership, Process documentation, Ergo Score reduction, Risk Assessments, Value stream maps updates and streamlining, AR file maintenance, MCO processing etc. Part of the core team for a 1M dollar transformation for the two HHP lines. The two lines were combined to have a increase in throughput and productivity. Productivity rose up to levels of meeting or exceeding AOP values. Led the Final Assembly set up for the Plant Master Plan project, keeping focused on the ideology of moving form “Best in Class” to “World Class”. Led 2 Sigma Projects. Part of 5 six sigma project, being a core team member and action items holder for 4. Working with counterparts in Kent, UK to come up with solutions for global manufacturing problems relating to high Horse Power products. Extensive exchange of information between different functions let to the successful launch of 91L, QSK 60 and TRINITY in Fridley as well as Kent. Part of the VPI/VPC NPIT team as an active customer, working with a cross functional team to successfully launch products like, GHOST, NEC, HEDGHOG etc.

 Working as a lab manager and as a trainer for the Office of Information Technology.  Hire and train new employees. Also responsible for maintaining the optimum inventory level of lab materials.

 Worked as an Assistant Production Manager and was an active part of the designing and manufacturing team.  Used drafting software’s such as AutoCAD and Solid Works, for machine design and analysis.  Team leader for the design and manufacturing of an SPM: Rubber Bale Cutting Machine and many similar projects.  Designed and rectified hydraulic and pneumatic circuits for automated machine systems.  Conduct Time Studies to reduce cycle time by approximately 17%, thus saving around $ 1500 per month.  Record and organize the inspection and inventory data using MS Excel.