Hariharan R

A highly experienced and results-driven operations/manufacturing professional with a proven track record of optimizing production processes, enhancing safety standards, and reducing operational costs through lean manufacturing methodologies and data-driven approaches. Expertise includes process optimization, project management, plant layout and workflow optimization, team leadership, continuous improvement initiatives, and implementing digital tools for enhanced process visibility and real-time decision-making. Proven ability to lead cross-functional teams, foster collaboration, mentor team members, and drive a culture of continuous improvement through training and best practice promotion.

Adept at stakeholder management and proactive problem-solving, consistently identifying opportunities for improvement across various operational areas, including supply chain analysis, to achieve sustainable competitive advantages.

Bonfiglioli Transmissions Pvt. Ltd., Chennai | (Jun’21- Present)

• Demonstrated expertise in implementing lean manufacturing methodologies to streamline production processes and improve overall operational efficiency.
• Proven track record of optimizing production processes, enhancing safety standards, and reducing operational costs. 
• Skilled in conducting thorough root cause analyses and implementing sustainable corrective actions to enhance product quality and reliability.
• Experienced in project management, from conception through execution, with a strong focus on meeting deadlines and exceeding project goals.
• Proficient in plant layout planning, maximizing space utilization, and optimizing workflow to facilitate seamless material flow and enhance productivity.
• Adept at leading cross-functional teams in executing process improvement projects, fostering collaboration, and ensuring alignment with organizational objectives.
• Committed to driving a culture of continuous improvement by mentoring team members, conducting training sessions and promoting best practices.
• Expertise in utilizing data-driven approaches and performance metrics to drive decision-making and achieve measurable improvements in operational metrics.
• Skilled in implementing and managing digital tools and systems (e.g., MES, E-Kanban) to enhance process visibility, efficiency, and real-time decision-making.
• Strong communication and interpersonal skills, adept at effectively liaising with stakeholders at all levels to drive consensus and achieve project milestones.
• Proactive in identifying opportunities for improvement across various operational areas, from manufacturing processes to supply chain analysis, to achieve sustainable competitive advantages.

• Receiving Stores, Methanol& Scrapyard Expansion (May 24 – Oct 24)
  • Centralized Receiving Stores: Designed and established a centralized warehouse facility based on a 3-year forecast for raw material storage, incorporating 2500 locations, articulated forklift truck (AFLT) systems, dock levelers, and a staging area for efficient unloading processes and material feeding.
  • Vehicle Turnaround Time Reduction: Achieved a significant reduction in Vehicle Turnaround Time (VTAT) from 5 hours to 1.15 hours, enhancing overall logistics efficiency, by implementing returnable bin system for forged components, which streamlined storage and handling processes.
  • Methanol Capacity Enhancement: Constructed a 24 KL underground methanol storage facility to meet increased demand, optimizing available space by creating an additional 250 sq. m for operational use.
  • Scrap Yard Renovation: Upgraded the scrap yard facility to accommodate current and future demands for various scrap commodities, ensuring operational readiness until 2029.
• Re-layout of Warehouse, MachineShop and Heat Treatment(Jan 24 – Dec 24)
  • Cellular Layout Implementation and Mult manning: Redesigned the warehouse, machine shop, and heat treatment areas to streamline material flow and implement a cellular layout, grouping machines for multi-manning operations. This initiative optimized shop floor space and prepared the facility for future machine accommodations.
  • Warehouse Capacity Planning and Optimization: Calculated warehouse capacity based on the 2028 forecast volume, determining a total requirement of 7800 pallet positions considering volume, MOQ, and safety stock. Planned 4800 pallet positions in a centralized warehouse using a combination of Very Narrow Aisle (VNA) and reach truck operations. Shifted 3000 pallet positions to the BDSPL plant in Sriperumbudur, placing one week's stock in the main unit. This warehouse movement created an additional 1600 sq. m of space in the machine shop.
  • Material Flow Improvement: The final inspection and grinding machines which were positioned near to the heat treatment were shifted to the 1600 Sq. M space created to eliminate the reverse flow of material and size variation which occurred in grinding machines due to heat generated from heat treatment.
• OEE Improvement in Induction Hardening Machine (Jun 24 – Dec 24)
  • Improved the Overall Equipment Effectiveness (OEE) of an induction hardening machine from 32% to 75% by conducting a detailed Man-Machine study to analyze the current process and identify non-value-added activities. Utilized DMAIC methodology to define the actual problem, measure and analyze losses through Pareto analysis and OEE per shift, and implemented targeted solutions, including a separate crane facility and chiller unit for the IQT machine, to minimize machine idle time and enhance productivity. Additionally, used control chart to monitor process stability and set corrective action plans to address any identified issues.
• Capacity Improvement in Tempering Furnace (Sept 24 – Sept 24)
  • Improved the capacity of the tempering furnace by redesigning its basket to meet demand. The original basket could accommodate only 12 components per batch (1,000 kg), leading to underutilization of the furnace's designed 2,000 kg capacity. By studying and redesigning the basket, increased capacity from 12 to 18 components per batch (1,990 kg), ensuring 100% furnace utilization. This improvement reduced the number of cycles by 63, resulting in annual power savings of 36,162 kWh (INR 36 lakhs). Additionally, eliminated cracks that occurred due to long waiting times for tempering post-IQT process (>4 hours).
• Manpower Optimization (Apr 24 – May 24)
  • Reduced warehouse manpower from 42 to 38 headcount, achieving annual savings of INR 8.84 lakhs. Implemented standardized work content by conducting a work study, analyzed and optimized workflows. Positioned fast-moving materials in quick access locations to minimize unnecessary movement and streamline material flow. This lean initiative reduced non-value-added activities (Muda), improving overall efficiency and enabling a more cost-effective operation.
• Packing Conveyor (Aug 22 – Nov 22)
  • Optimized Workflow: Implemented a conveyor system to streamline the flow of gearboxes from paint shop to packing areas based on a 3- year forecast volume.
  • Manpower Optimization: Reduced manpower in packing from 12 head count to 8 head count by eliminating multiple handling, material transfer from paint FI to packing and automated strapping of gearbox.
  • Increased Throughput: Reduced throughput time from 15 minutes to 5 minutes by dividing activities into specialized stations for applying RP oil, packing, and unloading. This optimization increased output from 30 to 90 gearboxes per shift and allowed a shift reduction from three shifts to a single shift operation.
• Productivity improvement in 700T Assembly Line (April 23 – May 23)
  • Improved the throughput of the 700T wind assembly conveyor line by increasing production output from 43 to 44 gearboxes per shift.. 
  • This was achieved by optimizing net available time, increasing it from 430 to 440 minutes per shift, and implementing SMED (Single-Minute Exchange of Die) techniques to reduce changeover time by 50%, from 20 minutes to 10 minutes. These Lean initiatives eliminated non-value-added activities, streamlined workflows, and enhanced machine utilization, resulting in a 2.3% increase in throughput and improved overall production efficiency without requiring additional resources.
• BDSPL Plant (Jan 22 – Mar 23)
  • Facility Design and Integration: Designed and implemented a new greenfield plant with dedicated production, storage, packaging, and quality assurance areas, ensuring end-to-end integration of processes and seamless material flow across the facility.
  • Cellular Manufacturing: Utilized cellular manufacturing principles to optimize the layout, grouping similar processes together to reduce travel time and material handling, enhancing production efficiency.
  • Process Standardization: Established standardized work procedures and quality control systems in the worm hobbing and bevel grinding areas, minimizing variation and ensuring consistent product quality.
  • Lean Layout and Workflow: Implemented Lean layout principles, such as minimizing waste and streamlining the flow of materials ensuring smooth transitions between stages in the production process from RM stores to dispatch.
• 30% Productivity Improvement in Gear Cells (Aug 22 – Nov 22) 
  • Process Optimization: Led Kaizen initiatives within the Sun Gear and Planetary Gear Cells, optimizing process routings through current state mapping (using spaghetti diagrams), machine capacity analysis, and fixture availability assessments. 
  • Changeover Time Reduction: Implemented Single Minute Exchange of Die (SMED) techniques to decrease changeover times and maximize machine uptime. 
  • Bottleneck Elimination: Resolved a critical bottleneck at the deburring station by reconditioning an unused machine and integrating it into the production process. 
  • Continuous Improvement: Analysed OEE trends and implemented continuous improvement initiatives to sustain performance gains.
• MES Implementation in Machine Shop (Oct 22 – Dec 22)
  • Implemented software to automate data collection and reporting, transitioning from manual processes to a digital platform. Integrated MES with ERP systems, generating key production reports (breakdown analysis, OEE trends, standard hours analysis, operator incentives). Enhanced data accuracy, improved production efficiency, and provided actionable insights for continuous improvement.
• E-Kanban System (Oct 21 – Dec 21)
  • Developed and implemented a digital E-Kanban system to facilitate a pull-based inventory approach, using real-time visual signals to trigger material replenishment only when needed. This reduced excess inventory and minimized overstocking in the shopfloor.
• Poka-Yoke (Sep 21)
  • Developed and implemented a poka-yoke (error-proofing) system at centralized oil filling stations to prevent incorrect oil filling. The system incorporated a color-coding mechanism to differentiate between various types of oil, ensuring that operators could easily identify and use the correct oil for each application. This initiative improved first-time quality (FTQ) and eliminated gearbox failures.

I hold an MBA in Logistics and Supply Chain Management with a CGPA of 8.06 from the University of Petroleum and Energy Studies (2024), and a B.E. in Mechanical Engineering with a CGPA of 8.07 from Chennai Institute of Technology (2021).