MAHMOOD DAVANI 9602 NE 11th

Street
mdc257a6@westpost.net
Cell: (360) 713-1810
Vancouver, Washington
98664
Home: (360) 852-8286PROFESSIONAL PROFILEPLANT MANAGER a" Qualified by
20+ years of experience in operations / manufacturing and a record of
success in technical leadership, change management, team building,
and employee relations in high-volume, state-of-the art,
manufacturing and distribution facilities. Results-driven with proven
ability to drive the efficient utilization of plant personnel and
physical facilities while streamlining inventory, reducing production
costs, and improving performance and output. Strong service
orientation and commitment to high standards of excellence in
customer service, plant operations, and service
delivery.* MANUFACTURING EXPERT: Master's degree in
industrial engineering and expert knowledge of Lean, Six Sigma, 5S
and Kaizen methodologies. Hands-on experience in all facets of
manufacturing, planning, assembly, packaging, facilities,
maintenance, scheduling, quality, process improvement, EBIT
improvement, and waste elimination.* BUSINESS SAVVY
MANAGER: Strategic problem solver with sound judgment and
well-developed analytical and organizational skills. Accustomed to
working as core member of management team with full P proficient with
MS Office (Word, Excel, and PowerPoint).* TEAM
BUILDING: Dynamic leader, able to interview, hire, motivate, develop,
and discipline employees. Well-developed written / verbal
communication skills and ability to communicate effectively with
senior management, regulatory agencies, department heads, engineers,
and plant personnel at all levels.REPRESENTATIVE
CONTRIBUTIONSOPERATIONS MANAGER / CERUS INDUSTRIAL a" Successfully
transitioned corporate culture to focus on Lean manufacturing,
standardization, staff accountability, and continuous improvement,
achieving a $100,000 reduction in manufacturing costs and $60,000 cut
in packaging and tooling costs.PLANT MANAGER / SIEMENS ENERGY AND
AUTOMATION a" Proposed outsourcing with potential cost savings of
$532,000; streamlined inventory 45%, reduced lead time by 2 weeks,
and cut indirect labor costs 28%.DIVISION CHAMPION FOR LEAN, SIX
SIGMA / COOPER INDUSTRIES a" Led efforts that reduced labor and
material costs by $2.2 million annually. Implemented flow
manufacturing system that reduced WIP and indirect costs by 90% and
60% respectively.EXPERIENCE HIGHLIGHTSCERUS INDUSTRIAL Inc. a"
Hillsboro, Oregon (2009-2010)_Leading provider of intelligent
industrial and HVAC motor control systems _OPERATIONS MANAGER:
Managed day-to-day operations and directed the delivery of technical
SUPPORT, customer service, assembly, procurement, warehousing, and
shipping / receiving. Supervised department heads, including
manufacturing manager, application engineer, customer service
manager, and procurement manager. Cultivated a positive work
environment and _a_pplied Lean principles to all aspects of
operations. Provided training and established a culture of continuous
improvement and efficient waste elimination. Developed a motivated,
cross-functional team and optimized team performance by communicating
specific goals and expectations.* _Cost Reduction:_
Reduced manufacturing costs for 2 product lines by 33 percent
annually through strategic process improvements and outsourcing.
Improved standard cost by establishing engineering standards and
updating 95% of BOMs. Cut packaging costs 11% and reduced packaging
material cost by $40,000 annually. Cut fastener, service, and tooling
costs by $20,000 annually.* _Process Improvement:_ Cut
process time of return goods from 6 months to 5 days. Reduced number
of enclosures from 69 to 15, saving $2,500 annually in shipping
costs.* _Inventory Management:_ Improved inventory accuracy
by performing daily cycle count. Identified $300,000+ in non movable
inventory and led efforts to a higher turn inventory.MAHMOOD DAVANI /
PAGE TWOSIEMENS ENERGY union facility_PLANT MANAGER: Directed plant
operations with full P oversaw 70 employees and supervised managers
in engineering, human resources, procurement, materials, customer
service, manufacturing, shipping / receiving. Played an active role
in employee relations. Implemented open door management policy that
improved communication plant-wide and increased employee satisfaction
by 12 points. Worked closely with German management partner to ensure
that stringent corporate standards and expectations were met.
Cultivated a strong teamwork environment and established culture of
process improvement and waste elimination; trained staff in Lean
management. Managed successful transition from GULL to SAP system.
Delivered highest profit margin and lowest L improved EBIT revenue
31%).* Eliminated manufacturing bottlenecks by
providing cross-functional employee training; absorbed swing shift
into day shift. * Established new safety awareness
programs, reduced accident rates, and improved safety record from
23.3 accident rate in 2006 to no lost work days / no recordable
injuries in 2007 and 2008.* Successfully negotiated a
first time 5-year Union contract with the International Brotherhood
of Electrical Workers._Bottom Line Contributions: _Slashed net
inventory 45% and improved inventory turns 122% -- stabilizing work
force and significantly reducing training costs. Cut finished goods
lead time from 8 weeks to 6 weeks, resulting in improved customer
satisfaction and higher business volume. Consistently maintained
delivery reliability from 88% to 96%+. Implemented productivity
improvements that reduced total operating expense over throughput by
7%. Reduced scrap and warranty cost from .63% to .15% (as a percent
of sales). Achieved cost savings of $297,000 in 2008 and projected
savings of $488,000 in 2009. Reduced outbound freight cost by
$175,000.cooper industries / wiring devices division a" Charlotte,
North Carolina (1985-2007)_International manufacturer of wiring
devices such as switches, receptacles, wall plates, caps, and
connectors_MANAGER OF PACKAGING / DIVISION CHAMPION FOR LEAN
MANUFACTURING AND SIX SIGMADIRECTOR OF INDUSTRIAL ENGINEERING /
SENIOR INDUSTRIAL ENGINEER / INDUSTRIAL ENGINEERMANAGER OF
MANUFACTURING AND PROCESS IMPROVEMENT / ASSISTANT PLANT
MANAGER* Set up packaging center (75 employees) to
reduce plant inventory and improve on-time delivery. *
Directed up to 450 employees in high and low-volume assembly and
packaging environments.* Member of cross-functional
management team that set up 250,000 sq ft manufacturing facility in
Mexico; transitioned four plants in the US and Canada to the new
facility. Designed plant layout, procured / installed equipment, and
provided training in safety, quality, and SOP. Trained specialty
staff in Lean and Six Sigma processes, leading to $2.2 million cost
savings division-wide. Established engineering standards, measured
labor efficiency, and conducted manpower analysis that cut head count
by 25%.* Participated in consolidation of 3
manufacturing facilities in New York._Bottom Line Contributions:
_Converted time work payday to incentive system, achieving 140%
efficiency rate and 90% productivity. Revamped distribution center's
order picking process and generated annual savings of $269,000.
Implemented flow manufacturing system that reduced WIP 90% and cut
indirect labor costs 60%. Reduced labor and material costs for
manufacturing facilities by $1.3 million and cut labor cost on
semi-auto packaging machine 29%. Negotiated 25% cost reduction in
material handling equipment contract. Improved throughput of TISMA
packaging machine by 51%. Established quality procedures that reduced
rejects from 3.25 to 0.19 PPM.EDUCATIONM.S: INDUSTRIAL ENGINEERINg a"
Western Michigan University, Kalamazoo, MichiganPROFESSIONAL
DEVELOPMENT a" Six Sigma, Lean, Kaizen Events, Management Training,
DFT, Cell Manufacturing, Synchronous Manufacturing, Flow
Manufacturing, Certified in MTM, MOST, Stop Watch.