Jayant Madhukar Mahajan's Profile
Jayant Madhukar Mahajan | |
Corporate Planning/Strategy Manager, Suzlon Energy Limited | |
 | Suzlon Energy Limited  |
Professional summary
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Current Experience:
Corporate Planning/Strategy Manager, Suzlon Energy Limited
Previous: Deputy General Manager, Suzlon Energy Limited
Sr. Manager, Siemens Limited
Assistant Manager, Schneider Electric ,
Senior Engineer, NRB Bearings ,
Technical Support Engineer, -Technical Services
Trainee, SKF Bearings ,
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Bharathi Vidyapeeth College of Engineering
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18.5 Years
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Operation strategy & excellence, Business Process Re-engineering using Lean & Six Sigma methodology, ...
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Contribution score:(62 points)
- Contacts: 1 following, 1 followers
Jayant Madhukar Mahajan's Experience
| Current : |
Corporate Planning/Strategy Manager, Suzlon Energy Limited |
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| Power | ||
| India | ||
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Brief summary :
Job Description: (Change Champion-Operation Strategy & Excellence) ð Identifying and planning change initiatives & projects for execution of strategic objectives ð Development of business case, obtaining executive buy-in & support from functional leaders, and development of project plan with clearly defined phases, activities, timelines & ownership ð Attaining key resources from different functional groups, ensuring alignment of the team to common objective & create internal change agents through training & coaching ð Program manage & lead the change initiatives & projects in 4 phases as diagnosis (current state), re-engineering, finalizing optimized solution (in alignment with objectives), implementation (with continuous improvement platform) | ||
| Previous : |
Deputy General Manager, Suzlon Energy Limited |
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| Pune | ||
Worked from 2008 to 2011 | ||
Brief summary :
Since Apr08 at Suzlon Energy Limited, Pune as Deputy General Manager-Strategy and Planning Job Role: (Change Champion) Identifying and planning change initiatives and projects for execution as per strategic objectives Development of business case, obtaining executive buy-in and support from functional leaders, and development of project plan with clearly defined phases, activities, timelines and ownership Attaining key resources from different functional groups, ensuring alignment of the team to common objective and create internal change agents through training and coaching Program manage and lead the entire change initiatives and projects (diagnosis of current state, re-engineering the solution and its implementation) Monitoring, evaluating and improving the projects performance with Continuous Improvement platform Key Highlights: Proposed cash liberation of 2000mINR (achieved so far ~500mINR) by designing and implementing inventory norms using dynamic and fixed R.O.L. model for Class B and C components (VB), scheduling agreements and delivery schedules (Plan For Each Part-SAP enabled) Proposed savings of ~1100mINR (achieved ~400mINR) by developing global contracts for the procurement of site project requirements (Balance of Plants) Program management of achieving Q4/FY08-09 revenue recognition target successfully ( 25000mINR) by ensuring availability of design, raw material, manufacturing capacity and logistics plan with a cross functional team from purchase, production, logistics, planning, quality, technology, commercial and finance - 4 MBU, 5 SBU and R and D Projects Handled: Leading strategic initiative of material synchronization with Project goal of achieving 98% material availability at optimized inventory levels by improving upstream supply chain using sourcing strategy of Full Pull as per ROP (Class A), VMI (Class B), Delivery Schedule and KANBAN (Class B and C) at 3 MBUs and 8 Plants Program Management of Quality improvement initiatives with long term objective of Zero Non-Conformity Products (Blade and Nacelle) with goal of COPQ reduction of ~3000mINR by Q4/FY09-10 through Companywide initiative following TQM approach of CTQ-QFD-NCs-RCA-PFMEA-CAPA at 2 MBUs and 12 Plants Program Management of re-engineering of exiting Order Fulfillment System (Order to Cash cycle) to achieve short term goal of collections of 50000mINR (receivables) over 6 months and to establish the function with Organization and System to track the Project life cycle to increase throughput, reduce Cash cycle, improve cash flow and reduce LDs Team member in establishing world class Sales and Operation (End to End) Business Planning process (Demand Forecasting-S and OP-Purchase-Production-Logistics-Project Execution) to enhance demand forecast accuracy, improve profits and RR visibility, reduce lead time, inventory and increase flexibility of Supply Chain, improve delivery reliability and OTIF (using PULL with Project Site Plan) | ||
| Previous : |
Sr. Manager, Siemens Limited |
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| Mumbai | ||
Worked from 2006 to 2008 | ||
Brief summary :
May06-Apr08 at Siemens Limited, Mumbai as Sr. Manager-Corporate Planning-Manufacturing Excellence Job Role: Developing key manufacturing strategies and guidelines for implementation such as Make or buy, Operations-MTO/MTS, Logistics, Stocking, Purchase, Production Technology, Organization and Peoples Developing strategic objectives with BUs as per their Business Plan (BSC) and based on Competitor benchmarking Implementing operation excellence program at BUs and Plants through Rapid assessment, determining KPIs based on Balance Score Card and its measurement FINANCIAL: COGS, Cost Over-run (COPQ, Claims etc), NOWC QUALITY: First Pass Yield, Defects Per Million Opportunities and Plant Return Rate PRODUCTIVITY: Plant Productivity, Direct Labor Productivity and Space Productivity EFFICIENCY: Industrial Efficiency, Staff Utilization Rate, Net Equipment Efficiency LOGISTICS: Lead time, Inventory Rate, Delivery Reliability (On Time Delivery) Diagnosis - Re-engineering - Optimization of the existing Business and Plant processes Project Team building and planning Existing picture of the processes - observation, recording and analysis Re-engineering - challenging the existing situation to define the problems Set the objectives in alignment with BU strategic objectives Recommend solutions to achieve target operation results through optimized Order Management process, Make or Buy decisions, Stocking policy, reliable and flexible Supply Chain, Cellular Manufacturing and Organization, simplified process flow, high value add and in-built Quality manufacturing processes (using MOST, CTQ-PFD-PFMEA), Pull and flow production system (using JIT and KANBAN), world class tools and equipment (Best Available Techniques), optimized Factory layout and flow etc Program manage and lead the BU and Plant teams to implement the new/improved processes, systems and solutions Set up continuous improvement platform to measure, monitor and improve the Operation KPIs (KAIZEN) Supporting and guiding the Greenfield projects in budgeting capital investment and setting IRR-ROI targets, location analysis, process planning, facility planning, flow and layout planning based on lean principles, stocking policy using JIT and KANBAN, organization development, production management systems (PLM, OM, SCM, PM and QM) etc Distinctions: Industrial Steam Turbines - Lead time reduction (Order to Dispatch)-13 to 9 months by optimizing entire value stream (Engg, SCM and Mfg.) 100% Capacity increase with same resources through Productivity improvement by implementing MOST (Time Study), NVA reduction and Flow production process Delivery reliability improvement from 16% to 70% by improving reliability of Engineering, Supply Chain, Stocking and Manufacturing processes Medical equipments - achieved Cost reduction of ~ 30% of COGS through Value and Reverse Engineering. Material Cost reduction by Competitor benchmarking, FCW analysis and FAST diagram (VE) and Purchase Power. Labor and O/H cost reduction by improving Labor Productivity through MOST, NVA reduction and Flow production process Low Tension Switchgear - Lead time reduction (Order to dispatch) from 8 weeks to 15 days (proposed 3 days) though optimization of entire value chain mainly includes Logistic strategy, Order Management process, full pull Supply Chain and Flow Production process Greenfield project of MV Products - achieved saving of two third space, ~ 50% less capital cost, ~ 70% less manpower in comparison to the benchmarked Siemens plant in Germany through Lean Manufacturing Projects Handled: Operation excellence implementation at 5 plants (4 BU) with objectives to improve productivity, reduce lead time, improve delivery reliability, enhance capacity, improve layout and flow, and reduce target COGS Process planning of Greenfield Factory (1 project) includes location analysis, finance and development feasibility, process-capacity-resource-equipment planning, production management system and MOST implementation Cost competitive and value enhancement through value engineering (1 project) with objective to increase market share from 5%-20% (over 3 years) by building cost competitiveness and easier in service Developed Lean module for Greenfield Plant set-up and existing Plant transformation, and Lean training module with simulation games | ||
| Previous : |
Assistant Manager, Schneider Electric , |
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| Bangalore | ||
Worked from 1999 to 2006 | ||
Brief summary :
Jul99-May06 at Schneider Electric, Bangalore as Assistant Manager-Industrial Projects-Methods Projects handled and assignments: Industrial Projects, 2005~2006 Setting up Greenfield Factory for industrialization of new products (1 project) Project feasibility study as per COGS, ROCE targets and IRR. Capital budgeting based on sales projection Team formation, project planning and tracking Location analysis and selection, defining legal, infrastructure, utility and electrical requirements Co-ordinate technology transfers from Europe plant and R and D ensuring manufacturing and sourcing feasibility Process planning with lean manufacturing, VSM, JIT and PFMEA methodology (Schneider Production System) Overseeing site development includes construction, offices, electrical, HVAC and utilities Co-ordinate development, procurement and installation of assembly lines and equipments Setup Plant with an Organization for manufacturing, assembly line, stores, quality control, planning, procurement and logistics functions with adequate training, roles and responsibility Implement the SAP enabled production, QC, planning, replenishment, store, traceability systems Ensure validation and qualification of manufacturing setup as per BU and ISO standards Handing over to the Plant team with necessary documents, training, PMS and achieved target efficiency levels Lean Manufacturing, 2002~2004 (Schneider Production System) Diagnosis and implementation of Lean Manufacturing at Plant level to drive target saving plan (2 plants) Existing picture: Costs, times, efficiencies, lead times, flows, inventory, space, quality, etc Evaluate dysfunctions related to 7 industrial wastes from working group in the existing process Develop existing logical flow chart on entire value chain (customer order to dispatch) Simplify flow chart, re-engineering of the process and capacity planning based on lean principles Resource, workplace, equipments planning, alternate layouts with investments and returns Select best layout, set key indicators and prepare detailed implementation plan Methods and Engineering, 1999~2001 (4 Product groups) Setup of manufacturing and assembly lines for new products, enhance capacities and productivity improvement of existing processes Develop tooling and sources for press parts, thermo set and thermoplastic parts, die castings, forged parts, machined parts and fabricated assemblies at Cp 133 min Develop press parts, thermo set and thermoplastic parts, die castings, forged parts, machined parts and fabricated assemblies at Cp 133 min | ||
| Previous : |
Senior Engineer, NRB Bearings , |
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| Aurangabad | ||
Worked from 1994 to 1999 | ||
Brief summary :
May94-Jun99 at NRB Bearings, Aurangabad as Senior Engineer-Production and Tools Engineering Assignments: In charge of Needle Roller Bearings Cell includes Assembly, and Machine Shop of Heat Treatment, Grinding, Lapping and Honing Machines Leading team of 4 Supervisors (Production, Procurement ,Quality) and 40 Direct Operators Overall Production Planning and Control using ERP (Oracle based) Implementing SPC, TPM and QS in Heat Treatment, Grinding and Assembly shop. Responsible for Productivity Index, M/C Utilization, Multimanning, Cp and Cpk, DPMO, WIP, 5S targets Tool design, Tool manufacturing and Engineering support. Development of blanking, piercing, deep drawn, forming, rounding and spot welding tools Design and development of tooling - Wire cutting, Grinding and Sorting Machines Design and development of assembly fixtures and in process gauging elements for SPMs Tool planning, annual and monthly on the basis of production forecast | ||
| Previous : |
Technical Support Engineer, -Technical Services |
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| Aurangabad | ||
Worked from 1992 to 1994 | ||
Brief summary :
Sep92-Apr94 at NIRLEP R and D Center, Aurangabad as Technical Support Engineer-Technical Services Assignments: Design and development of nonstick cookware, consists of drawn press parts, die cast parts and thermo set parts Design and development of SAKHI economic range of nonstick cookware Conceptual design, Prototype development and Final design based on Market Survey Development of components - Deep drawn and forming, Die cast, Thermo-set Standardization of products in the sizes such as concave griddles/flat griddles/fry pans/ sauce pans/multi pans Design to standardize the entire product range and development of new components Design and development of convention oven and molded solar cooker Implementation of new factory layout for cookware production | ||
| Previous : |
Trainee, SKF Bearings , |
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| Pune | ||
Worked from 1991 to 1992 | ||
Brief summary :
Jun91-Aug92 at SKF Bearings, Pune as a Trainee Engineer - Production of Taper Roller Bearings | ||
Jayant Madhukar Mahajan's Education
Bharathi Vidyapeeth College of Engineering |
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| B.Tech/B.E. | |
| India | |
| From 1988 to 1991 | |
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Brief summary :
Production Engineering | |
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1096 members, 84 jobs, 51 articles, 17 questions, 9 debates, 8 idea contests.
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