Ganesh Chavan

Results-driven Operations Leader with 15+ years of experience in Industrial Engineering, Manufacturing Excellence, Cost Optimization in automotive, Mass production, heavy engineering, and project-based industries. Proven track record of delivering multi-crore cost savings, improving OEE, and leading enterprise-wide lean transformations. Expertise in driving productivity, automation, and cost mechanisms, with strong techno-commercial acumen supported by M.

Tech (Industrial Engineering) and MBA (Operations & Finance).

Senior Manager – Industrial Engineering & Operations at A.T.E. Group (2023-05 – Present)

Head – Industrial Engineering & Assembly | Driving group-wide transformation

• Established Industrial Engineering function across Group of companies, standardizing work measurement, costing, and productivity frameworks
• Led Multidepartments: Industrial Engineering (Team Size = 11), Assembly (Team Size = 68), NPD Automobile (Team Size = 04)
• Delivered ₹4–4.5 Cr+ cost savings through cost mechanism implementation, value engineering, and waste elimination
• Improved OEE from 64% to 76% (+12%), increasing effective plant capacity without additional CAPEX
• Designed and implemented cost mechanism framework across BUs
• Reduced throughput time by 21%, improving delivery performance
• Reduced rework by 1.4% and improved first-pass yield, enhancing quality and customer satisfaction, Led ODR (Operator Driven Reliability) program
• Optimized material handling cost by 12% via layout redesign and lean material flow, Process study and product routing in system
• Improved DSI from 94 days to 67 days (129%)
• Implemented VSM, GAMBA, Product costing, MHR, Cost center structure, Work center structure, SMED, Green packaging
• Strategic business plan and Annual business plan
• Led automation & semi-automation projects, achieving 15–20% manpower productivity improvement
• Designed and deployed real-time OEE & work measurement system improving decision-making speed
• Owned CAPEX planning (₹15–18 Cr) with ROI-driven project selection
• Acted as Operations Head, managing cross-functional teams during leadership gap
• Led Greenfield plant layout & future factory initiatives
• CFT project – Vendor development for critical part
• Green field projects – Create new 94 assembly work centers and 48 Machine work centers (New plant)

Manager – Industrial Engineering at Walchandnagar Industries Limited (2018-10 – 2023-05)

Head – Industrial Engineering & Process Improvement

• Led IE & Lean initiatives across Aerospace, Gear, Defense, Nuclear (7 Divisions)
• Delivered ₹65 lakh/year cost savings by implementing 'Integrated real time work booking system'
• Improved resource utilization by 10–15% in Machine, Assembly, Fabrication shop (DMC, VTL, HBM, S-axis)
• OEE improved by 9% and responsible for calculation, monitor & improve OEE
• Led multi-skilling program, improving manpower flexibility and reducing dependency bottlenecks by ~20%
• Reduced throughput time in defense & aerospace projects by ~18%, improving project delivery timelines
• Standardized work measurement system (MOST & Time Study) across plant, improving planning accuracy
• Optimized plant capacity utilization (1.23 lakh hours/month) through IE interventions
• Led union-linked productivity improvement initiatives, aligning workforce output with business goals
• Played key role in high-impact national projects like Gaganyaan & Chandrayaan manufacturing programs
• Delivered multiple CAPEX and efficiency improvement projects (₹1–3 Cr range)
• Improved line balancing and bottleneck management, increasing overall throughput
• New Part Introduction with stages – DR, DV, PV, PMP
• CFT projects - BI, Union agreement, CAPEX, ABP

Industrial Engineer – Assembly, Machine shop, Industrial Engineering at Rieter India Pvt. Ltd. (2011-05 – 2018-09)

Assembly, Machine shop, Industrial Engineering

• Delivered multiple Kaizen and cost-saving projects
• Improved assembly line efficiency by 15–20% using VSM, line balancing, and takt time optimization
• Reduced cycle time across key processes by 10–18%, improving output capacity
• Designed and implemented semi-automation fixtures, improving productivity by ~12–15%
• Led New Product Introduction (NPI) from design validation to mass production for multiple product lines
• Reduced assembly bottlenecks significantly, enabling smooth production flow
• Implemented Lean tools (SMED, Poka-Yoke, Kaizen) delivering continuous cost and quality improvements
• Improved workspace ergonomics, reducing operator fatigue and improving efficiency
• Contributed to plant consolidation & capacity ramp-up projects
• Routing of the Assembly, Poka-yoke, various operations
• Lean manufacturing tool - Kaizen, VSM, SMED, JIT, Poka-Yoke
• CFT team member of project – Capacity Ramp Up, CODO, Consolidate of two plants
• Effectively implemented My Idea Scheme, Implementation of 'One Point Lesson'
• Implementation of single piece flow process using, VSM, Line balancing
• Coordination with local as well as Global team for implementation of new projects
• CAPEX & OPEX proposal preparation & circulation for approval

Trainee Engineer at Pune Instrumentation Pvt. Ltd.

• Supported machine shop operations, improving process discipline, supervision
• Contributed to new product development activities

MBA in Finance & Operations

M.Tech. in Industrial Engineering

B.E. in Mechanical

Diploma in Mechanical