Bhavesh Shah

Business Partner for EMEA Distribution Centers. Part of Site Management Team. Promoted and transferred to Netherlands to lead JCMS continuous improvement system deployment, conduct training and promote best business practices across global operation. Conduct network foot print analysis. Develop business case for consolidation, sourcing or expansion Key Project Accomplishments: • CI System Deployment and Initiatives: As a business partner and change agent led teams at different locations across Europe. Coach and train on key principles of lean methodology as well as CI culture (Kaizen, VSM, Simple Problem Solving, 5S, Gemba Walk, Root Cause Analysis, Visual Factory, TPM) to sustain improvements over years. Led the team that won Chairman’s Merit Award. One of the highest acknowledgements of achievements. Standardized KPI measurements across warehouses in the region. Set cadence for CI projects tracking and measurement. Each site generated 100-150K USD first year of implementation. Implement CI project to conduct freight rate shopping using software ProShip. Resulting in €700K savings per year.

Changed industry to broaden experience and have exposure to highly regulated product requirements. As company evolving from holding company to strategic company, led collaborative efforts for critical future Foot Print Consolidation as well as Supply Chain Optimization efforts in China, Europe, Middle East and US. Key Project Accomplishments: • Supply Chain Optimization: Led collaboration across crossfunctional team to standardize and optimize supply chain for Fire Suppression Products. Team size varied from 6 members to 22 members. Followed Total Cost of Ownership model in SC to show need for investment in new site/equipment vs strategic placement of inventory in various regions. Analysis included End to End (E2E) demand and supply analysis (S&OP), Make/Buy considerations, options compared on strategy, timeline, cost and risk assessment. • VA/VE Projects (NPI): Savings ranged from 300K to 1.2M in annual operating cost. Sites involved were in US, EME and China. Led multi-function team to upgrade China Certification Center for Fire (CCCF) & Tianjin Fire Research Institute (TFRI) certification for pressurized fire suppression product systems. 2yr effort to setup complex supply chain between US and China. Collaborate with local advisor, engineering team in UK as well as US and operations in China to successfully pass documentation and testing requirements. Operationalize new supply chain with Supplier Lifecycle Management, Demand Planning, Materials Mgmt as well as Production Phase. This project enabled revenue growth by 40% in first year.

Promoted to oversee team of 11 manufacturing engineers, consultants and onsite/offsite technical support service engineers managing various Value Streams for hydraulic system division. Supervisory Role Accomplishments: - Empowered and mentored manufacturing engineers, improving engagement from 63% to 87%. Achieved accountability by setting realistic but challenging goals and checkpoints to measure progress. - Provided guidance on succession planning as well as performance evaluation. Conducted business requirement analysis for staffing needs and determine skill set needs.

Six Sigma Project Accomplishments: • New Product Introductions: Led team of product engg, manufacturing engg, quality engg, Metlab spcl, Purchasing and Procurement Spcl, Supply chain Spcl and Bus Resources to develop program plan for new product introduction. Successfully launched more than four completely new product line, more than 50 product improvement initiatives. Most of the initiatives were concurrent and at various stages of product launch. Deliverables were detailed PFMEA, Quality Plan, Process Plan, Demand Plan, Training and KPI Measurement Plan. • Hydraulic Cylinder Area Transformation: Took initiative to streamline the fabrication and assembly area, increasing daily throughput from 245 cylinders to 305 cylinders. Performed a detailed analysis of processes and material movement (VSM). Developed business case for capital requirement in justification with IRR and ROI targets. Procured, tested & installed new equipment and automated the material handling system. CMI Team Project Leader Accomplishments: • Directed team in capacity planning and system efficiency analysis. Proposed change of separating high volume standard size parts and grouping them to reduce changeover on the bottleneck machine. Worked with operations team to standardize Key Performance Indicators in People, Quality, Velocity and Cost. • Lean Manufacturing Implementation: Introduced use of Lean Manufacturing concepts in the Hydraulic Cylinder area, reducing in-process inventory from $933K to $279K & improving delivery from 60% to 100%. Process Planning Accomplishments: • Drove safety optimization efforts by performing safety audits, implementing OSHA & ANSI-RIA guidelines. • Teamed with Supplier Development Group to rapidly bring new suppliers online using APQP-PPAP.