Satish G R

Manufacturing operations leader with 20 years in precision engineering and industrial manufacturing, including 5 years of full plant P&L ownership across a 6,000 sq.m, 3-shift, ₹150 Cr facility, leading teams of up to 113 people. Proven record of driving safety, quality, delivery and cost outcomes at scale — cutting rejection rates from 0.92% to 0.25%, sustaining over 1,000 days without a lost-time incident, and delivering ₹1 Crore/year in Lean savings for 5 consecutive years (~₹5 Crore cumulative). Deep expertise in Lean Manufacturing, TPM, SMED and Value Stream Mapping, with a track record of translating shop-floor transformation into bottom-line results — including a 33% cut in delivery lead time and ~₹82 Lakhs in annualized VSM savings.

ISO 9001 Internal Auditor, Lean VSM Green Belt and TPM certified. Ready to take full ownership of plant strategy, P&L and cross-functional leadership as Plant Head / GM – Operations.

Senior Manager, Production Operations — Site Operations Lead, Precision Machining & Assembly at HAWE Hydraulik (India) (2018-10 – Present)

Plant snapshot: 6,000 sq.m facility | 3 shifts | ~₹150 Cr annual plant turnover | Team of 59 (2 direct, 57 indirect) | Two production lines — precision machined hydraulic components and manifold blocks, and custom assembly solutions for the Indian market.

• Own Safety, Quality, Delivery, Cost and Productivity performance across precision machining and assembly operations.
• Partner with global stakeholders, supply chain and engineering to drive localization, inventory optimization and cost competitiveness.
• Lead supplier development and localization programs to reduce working capital and improve supply chain efficiency.
• Drive NPI and process industrialization in collaboration with engineering and commercial teams.
• Lead Lean Manufacturing, TPM, SMED and VSM initiatives across the plant.
• Recovered 37–38 lost production days/year caused by power outages by commissioning critical power backup infrastructure, lifting machine availability by 10.78%.
• Industrialized new manufacturing processes with suppliers, enabling new product lines and ~₹1.15 Cr in incremental revenue.
• Led a Value Stream Mapping transformation that cut delivery lead time from 56 to 37 days (33%), reduced raw material cost by 47% and inventory carrying cost by 40% — ~₹82 Lakhs in annualized savings.
• Delivered a 5% cycle-time improvement, freeing machine capacity for additional planning without capital investment.
• Cut annual raw material cost by ~₹22 Lakhs by redesigning sourcing strategy and eliminating non-value-added processing.
• Led SMED implementation across critical cells, cutting setup time by 50% and improving flexibility and availability.

Manufacturing Manager, Metal Forming (Finished Products) — Plant Head, Full P&L Accountability at Kennametal India Ltd (2006-04 – 2018-10)

Progressed from Executive to Assistant Manager to Manager over 12 years — from planning, to managing a single product family, to full plant operations with P&L accountability (2013–2018), leading a team that grew to 113 (8 direct, 105 indirect).

Career Progression: Executive (Planning), 2006–2007 — production planning and scheduling.

Assistant

Manager, 2007–2010 — took ownership of a single product family; team of 7. Manager, 2010–2018 — led full plant operations across production, quality, NPI and cost; from 2013, held full plant P&L responsibility; team grew to 113.

• Reduced product rejection rate from 0.92% to 0.25% through process control and quality system improvements.
• Sustained over 1,000 consecutive days without a lost-time injury through proactive hazard identification, near-miss reporting and close partnership with EHS.
• Sustained a Lean savings target of ₹1 Crore/year for 5 consecutive years (2013–2018) — ~₹5 Crore in cumulative savings — alongside a standalone ₹82 Lakh VSM project.
• Upskilled 9 operators to independently operate CNC grinding equipment (Studer CT960, Studer S31, ATOMAT roll grinder), building bench strength on critical assets.
• Executed a ₹1 Crore customer order in 2 months against a standard 4-month lead time.
• Delivered strategic projects worth ₹5 Crore with a 60% productivity improvement, recognized by senior leadership.
• Reduced manufacturing lead times by ~50% and quotation turnaround time by 60% through process redesign and manufacturing cell optimization.
• Developed and commercialized new products for the Oil, Steel Rolling and Coin Minting industries.
• Built a comprehensive product costing system integrating raw material, machine hour rate, vendor processing and internal manufacturing costs.

Bachelor of Engineering in Mechanical Engineering – Visvesvaraya Technological University (2005)