• CI Manager /Black Belt (MEA Region)

    at General Electrics, GEMTEC Saudi Arabia

    June 2016 - at Present

    Al Minţaqah ash Sharqīyah

    • Leading strategic business initiatives and continuous process improvement with business leader across multiple functions within Middle East and Africa region and support simplification of the complex processes for Power Business. • Support the development and execution Quality and Improvement strategies, portfolio, and project management. • Implement lean principles ensuring world class repair facility delivering $6MM/yr in repair productivity. • Facilitated lean SSGB classes for GE employees in MENA region and mentored 10 Green Belts projects. • Lead multiple Demand Flow Technology teams and drive best practices in process design and implementation. • Responsible to execute Quality Audits (process & KPIs) and meet audit parameters / compliance thresholds, ensure audit actions closure 100% on-time • Reduced overall repairs cycle time by 35% Delivering total operational cost savings of over $0.25M

  • Lean Engineer – Operational Excellence Department

    at Emirates Global Aluminium

    August 2013 - June 2016

    Abū Z̧aby

    • Implemented, collaborated and consulted CI programs across the value chain driving efficiency, quality, delivery and safety improvements. • Develop and give consultation in, among others, the following tools: 5S, Control Plan, Kaizen, Problem Solving, Standardized work, PDCA, Process Mapping SIPOC, Value Stream Mapping, FMEA, ISO9001, TPM and Autonomous Maintenance, OEE, A3s, Error-proof techniques, Visual Management, SPC, 8D etc. • Deploy and conduct monthly 5S audit across whole plant for 5S Area of the Month & Annual 5S certification. • Analyzing suggestions of employees as Head of Suggestion Scheme Committee from Lean Manufacturing. • Conducting six sigma green belt training and monitoring of all six sigma projects across plant. • Continuously review and improve the training material.

  • Assistant Manager Procurement & CI

    at Avery Dennison

    July 2012 - June 2013


    • Insuring Cross functional / Organizational alignment of strategic and operational plans. • Looked after 38 spend categories of direct and indirect materials for ADPK. (US $ 3.7M spend/qtr) • Prioritizing / organizing cost saving projects driven by formulation changes and new supplier qualifications. (Savings achieved US $ 1.2M) • Working & forwarding plan to procurement for 530 SKU’s for Wall mart, Nike, Levis, GAP, H&M, Next, M&S etc. • Applying Six Sigma DMAIC methodology along with the concept of Lean Manufacturing for the improvement of processes and on-time shipments.  Improving on time shipment by 4% through applying Pareto Analysis and effective Root-Cause Analysis.  Achieved inventory turn of 8.6, highest in South Asia..  Deploy & coach on the use of tools such as TMFA (Time Map Flow Analysis) for site’s overall cycle time. • Manages stock-out, discontinued, obsolete and provisioned off materials.. • S&OP meeting for better liaison & review of stocks..

  • Global Operations Leader (GOLD Associate)

    at Avery Dennison

    June 2010 - July 2012

    Al Minţaqah ash Sharqīyah

    • Enhanced capacity of 18% by applying lean concepts and techniques such as Value Stream Mapping (VSM) and Plan-Do-Check-Act. • Reduced cycle time from 7.73 to 6.15 days through time and motion study and VSM. • Reduced Scrap rate to 3% after successfully applying root-cause analysis tools. • 5’S improvement kaizen resulted in annual savings of US $ 5,502.24 • Enhancing overall equipment effectiveness by 10% and saved 150 min of production time. • By applying time and motion study and implementation of shadow boards reduced setup time resulted in;  Increased revenue from all 636 machines of US $ 1,582.35  Productivity enhanced by 0.603%  Impact of increased revenue with respect to contribution margin of US $ 284.82

  • Total Productive Maintenance Consultant

    at Karachi Mechanical and Engineering Works

    February 2011 - September 2011


    • Applied TPM principles to analyze, plan and execute while giving strong consideration to productivity, efficiency and cost. • Failure Mode and Effect Analysis of machines resulting in reduced downtime and quality defects US $3,650. • Developed and managed spare parts along with localization of tools for better control and utilization: Savings of US $ 4,674. • Motivates employees to participate in the TPM process.

  • Management Trainee (Supply Chain Division)

    at Pak Suzuki Motor Company Limited

    February 2010 - June 2010


    • To facilitate smooth production and First Time Pass (FTP) by ensuring 100% In-time supplies. • Cost Analysis of more than 80 automotive parts to place the orders to vendors for localization. • Implementation of IMS (Integrated Management System) standards as a coordinator of (IS0-9001-2000, OSHAS, and ISO-14001). • Have good command on AS - 400. (ERP System)


  • Masters in Business Administration

    at Institute of Business Management

    2011 - 2014 (3 years) Sindh

  • Post Graduate Certificate Operations Research

    at N.E.D. University of Engineering & Technology

    2010 - 2010 (1 year) Sindh

  • Post Graduate Certificate Project Management

    at N.E.D. University of Engineering & Technology

    2010 - 2010 (1 year) Sindh

  • Bachelor of Industrial & Manufacturing Engineering

    at N.E.D. University of Engineering & Technology

    2006 - 2010 (4 years) Sindh

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