Amit Prasad

• Supporting all safety programs and OSHA compliance to ensure a safe work environment for all Associates • Developing performance goals and objectives to achieve customer promise expectations and ensure accuracy and quality • Partnering with the management team to establish and maintain quality control standards • Proactively identifying and leading process improvement initiatives and Lean tools • Building and executing productivity plans by reviewing work forecasts, determining productivity requirements, and partnering with other Area Managers to balance labor • Leading and developing a team of Amazon associates • Communicating policies to associates and act as the primary information source for the team, maintaining compliance and consistency and taking corrective action when needed • Ensuring procedures are followed for building security and product loss prevention • Creating, managing, and supporting recognition and communication programs

• Overall production planning and scheduling for all phases of production; collaborated with multiple stakeholders to streamline and report production and project plan, budget, and schedule • Strategized & planned end-to-end product manufacturing and conducted feasibility analysis via design to manufacture & assembly (DFMA). The overall objective was to optimize manufacturing lead times, develop low-cost manufacturing strategies, & evaluate and recommend design changes against manufacturing and assembly constraints • Collaborated with external clients viz. Fortune 500 global automotive manufacturers (selected examples include Jaguar & Land Rover, Ford, Toyota) • Master production scheduling (MPS), BoM explosion, material requirement planning (MRP), planned order release & receipt scheduling, net material requirement calculation using ERP (SAP PP, SAP MM) • Vendor management, supplier negotiation, contract management, bid documents (SOW/RFx/contracts), source selection criteria, bidder conferences, supplier audit & performance reviews • Kanban, 5S, Lean implemented to conduct value stream mapping & optimization, reduce DC operational costs, expendable to reusable packaging to reduce packaging costs, vendor managed inventory (VMI) • IT business process automation & digital transformation initiative focused on automating process-planning workflow and engineering drawing release • Collected, defined, analyzed requirements to digitally integrate business processes across internal and external stakeholders

• Managed NC/CNC machine shop; accountable for streamlining day-to-day operations, labor & workcenter capacity planning and execution, work order delivery, safe labor practices • Managed facility of optical metrology; facility is instrumental in creating digital twin of products, physical entities, and engineering equipment • Spearheaded IT Business Analysis & Data Governance project for enterprise-wide integration of digital twin data (*.stl/*.iges) across all end data user platforms (CAD/CAM/CAE/PLM) • Maintain data governance processes and controls by working with project and business leaders to analyze the impact of future changes on critical data and mitigate any potential risks to data quality. • Led Kaizen events in-house and vendors to enable cost reduction, reduce waste, and increase operational efficiency

The LOB of Foundry Tooling at Production Engineering caters to the tooling requirements of the foundry division for mass producing engine castings, powertrain & transmission housings, and other auto casting components to be finally supplied to auto assembly. • Managed, controlled, and directed resources towards meeting production targets and carrying out allied repair, modification, and refurbishment activities • Coordinated with multiple stakeholders (design, planning, machine shop, QA, & suppliers) to deliver product to the end customer (foundry) • Responsible for driving safety initiatives in accordance with procedures and guidelines outlined in OHSAS 18001:2007. Organized and facilitated safety training programs, safety drills, and safety audits towards 100% safety compliance

Automakers worldwide reported declining sales post the 2008 global meltdown. This coupled with changing customer expectations captured by declining JD Power ratings propelled our top management to launch corporate-level initiatives to regain sustained competitive advantage. In line with these initiatives, an 8 member cross-functional consultant team was formed at the Commercial Vehicle Business Unit. I was handpicked among 88 GET's by the Senior VP (Mfg. Operations - India) to be a part of this team represented by experienced members from R&D, Production Engineering (PE), Central Quality, Sourcing, Planning, Auto Production & Business Excellence Services. The team was responsible for troubleshooting underlying causes of customer dissatisfaction and high cost of quality (COQ); and present recommendations to the senior management to transform operational strategy and roll out customer-centric vehicles Key deliverables: • I contributed as a consultant member by individually carrying out root cause analysis to identify process variations. I developed Ishikawa templates, conducted feasibility studies, and recommended process improvements to standardize vehicle assembly practices and reduce process variances. • Identified internal and external failure issues to reduce failure costs and minimize cost of quality. • Reinstated previously laid-down vendor guidelines for manufacturing outsourced components in order to raise dipping quality standards • Executed competitor product benchmarking exercises to evaluate customer responses to JD Power surveys and implement best delivery practices as per customer expectations Key outcomes: • Vehicle assembly workflow re-engineered by optimizing resource allocation across assembly lines of 2 major product automobile segments (worth $42 million in annual sales) generating 12% reduction in operating costs