Ajay Deva

Excelled for more than a decade in Pre-Production Activities & Planning, Estimation of production OB for floor, Special Machine Requirement, and Resource Management in the textile manufacturing sector. Currently responsible for spearheading the development and evaluation of advanced manufacturing methods and processes, Proficient in leading and implementing lean manufacturing practices, resulting in reduction in waste and significant improvements in operational efficiency, contributing to cost savings and enhanced productivity. Achieved an increase in productivity through the analysis and re-engineering of production layouts, demonstrating a strong ability to drive tangible results and operational improvements in the current role.

Major Clients: CK, Victory secret, Pink LINGERIE, PVH, KHOLS, JOCKEY, ZIVAME, LASENZA, ABG, VSX SPORTS, UNIQLO.

Products handling: Ladies Bra, briefe, Inner wear, sports wear, Legging, Crowe neck T-shirts.

Sr IE Executive at Gokaldas Exports (2026-01 – Present)

• Established long-term client relationships through consistent delivery of high-quality products and services.
• Enhanced customer satisfaction by streamlining communication channels and improving response times.
• Developed innovative solutions to complex problems, resulting in improved organizational performance

Sr. IE Executive at Brandix Apparel India (2023-05 – 2025-10)

• Production Monitoring: Track daily line performance, compare actual vs. target output, and identify bottlenecks.
• Efficiency Analysis: Record operator/machine utilization, prepare daily/weekly IE reports, and analyze performance gaps.
• Method Improvement: Implement Kaizen, Poka Yoke, and lean practices to eliminate non-value-added activities.
• New Style Preparation: Plan manpower, layout, and pilot runs for new garment styles.
• Training and Development: Train operators on motion economy, and supervisors on method study.
• Coordination: Work closely with production, planning, quality, and maintenance teams.
• Bottlenecks occur if manpower balancing is not done correctly.
• Resistance to change from operators when new methods are introduced.
• Data accuracy issues in SMV, or efficiency reports, can mislead planning.
• Pressure to meet daily targets while maintaining quality.

Work Study Officer and Executive at Brandix Apparel India (2016-05 – 2023-05)

• Work Study & Time Study: Measure operation times (SMV/SAM) to set performance standards and production targets.
• Line Balancing: Design balanced sewing lines to eliminate bottlenecks, reduce WIP (work-in-progress), and ensure a smooth workflow.
• Method Improvement: Analyze operator motions and processes to reduce non-value-added activities, and improve ergonomics.
• Capacity Planning: Forecast manpower needs, allocate operators using skill matrices, and plan production capacity per style/order.
• Efficiency Monitoring: Track daily production, operator efficiency, and machine utilization; prepare reports on productivity and cost.
• Cost Control: Reduce labor costs by improving efficiency, minimizing waste, and supporting lean manufacturing initiatives.

B.Tech. in ECE – ABR College of Engineering And Technology JNTU - Kakinada, AP (2012-01)

12th – Board of Intermediate Education - Visakhapatnam, AP (2008-01)