Kunal Prasad

• Successfully executed three greenfield projects of total $900MM ($300MM, 1380manhours, 58 to 109 stakeholders, and saving of ~3.8%) in countries like Germany (STR2-AMXL), Italy (FCO5-AXML), and Czech Republic (BRQ2-ARS).
• Successfully executed three Snowflake projects of $100MM (Max up to $80MM, 600Manhours, +20Stakeholders, and ~6.9% Cost saving) in countries like UK(EMA3-TS), Italy (MXP5-TS), Germany (FRA7-TS).
• Successfully achieved 29% reduction in module costs, resulting in $1.28MM savings per Fulfillment center for AMXL, through process analysis in 5 newly launched EU FCs, alignment with leadership, and implementation of savings realization process for each new FC launch in EU.
• Implemented cost reduction programs resulting in 2% decrease in project costs, with anticipated annual savings of €126K, achieved through close collaboration with over 25 key leaders and all stakeholders.
• Streamlined launch processes for Fu Centre (FC) in EU and MENA regions through implementation of dashboard, reporting mechanism, and incorporation of key missing processes, enabling timely launches for strategic FCs.
• Enhanced stakeholder experience by implementing time-bound mechanisms to address and resolve issues, resulting in 75-day reduction in issue resolution time by categorizing root causes and directing them to appropriate teams.

• Successfully delivered 30 projects in various roles across 5 different sites in India, focusing on operations, quality, and cost improvement over 5-year period.
• Developed macro-based Excel tool with VBA logic to track hourly shift performance, reducing report preparation time from 45 minutes to 5 minutes.
• Utilized problem-solving techniques to improve outbound, inbound productivity and processes, by collaborating with team members to achieve target results.
• Achieved 8% year-on-year improvement in site productivity by enhancing ship, dock, pack, receive, and stow processes, with communication of best practices incorporated into benchmark documents for INFC and Peak playbook.
• Implemented box utilization metrics for INFC network, reducing defects per million opportunities from 25,000 to 8,000, leading to improved transportation cost through focus on frugality, innovation, and simplification.
• Deployed Robotic Process Automation (RPA) system using UiPath tool to automate repetitive tasks and reduce overall costs by 30% across network.
• Generated cost savings of $2.47MM in three North-INFC sites (30% cost in FCPU) by implementing a process for asset requirements based on volume needs and centralizing IT asset management to handle excess assets efficiently.
• Demonstrated a high level of initiative and creativity while tackling difficult tasks

• Achieved remarkable 95% on-time delivery to customers on monthly basis, showcasing confidence in manufacturing processes, proactive actions, critical thinking, and continuous process improvement.
• Demonstrated commitment to biodiversity, waste reduction, waste management, and cost reduction from safety and environmental perspective, specifically on shop floor.
• Actively participated in team-building activities to foster strong working relationships among 6 managers, 4 supervisors, 108 union associates, and 60 contract associates.
• Successfully reduced breakdowns by 15% through application of critical thinking techniques, problem breakdown, solution evaluation, decision-making, and cross-functional collaboration.

• Attained remarkable track record of zero safety incidents in 0/1066 days by enhancing employee engagement, implementing proactive manufacturing solutions, and establishing processes to track daily risks and actions.
• Achieved 23% reduction in man-hours by optimizing flow of parts, improving processes, and minimizing critical moves through ergonomic assessments.
• Improved site cost efficiency by 10% based on financial records of 2012, accomplished through monitoring estimated costs and conducting monthly quality standard reviews during MIS review.
• Implemented global standards such as 13MR rules for safety, 7MR for management, 7QC and 8D problem-solving methodologies for quality, initial TPM for facility management, lean setup for HR manpower deployment, Kanban systems, and vehicle scheduling.
• Recognized with award for improving plant performance at Manesar Site, acknowledged by Vice President in FASI, Manesar, for adopting benchmarking processes from China, France, and Poland sites and being best site globally in completing FES Global Audits.
• Pioneered 30% reduction in risk through ergonomic assessments, with 70% of critical areas (Black Zone) addressed, accomplished through internal training of ergonomic specialist from Wuxi, FAS-China training program lasting one month.

• 2008-2009: Received recognition from Managing Director in CLAAS Organization, India for achieving 20% productivity improvement in Hydraulic Assembly line and 10% improvement in Transmission Assembly line.
• 2009-2010: Successfully established assembly line in new plant located in Mohali, India and effectively executed ramp-up plan till sustaining monthly delivery.
• Currently implementing short-term, mid-term, and long-term strategic plans for continuous improvement in plant.
• Responsible for developing production plans and schedules, as well as allocating resources to meet predefined targets within budgetary parameters.

• Consistently achieving daily production plans and serving as Kaizen initiator to drive improvements in quality, process flow, and output.
• Developed and regularly updated departmental work instructions and reports.
• Recognized three times by Senior Directors in Murugappa Organization during 2007-2008, including achievements such as 38% productivity improvement in paint shop process area, implementing SMED and low-cost automation for 100% increase in assembly line throughput, and reducing paint shop defects from 13,000 DPMO to 650 DPMO, thus improving overall quality
• Created streamlined production schedules and collaborated with production employees to communicate objectives and goals.

GPA: 2.84 / 4.00

• Professional development completed in Operation and Supply Chain.
• Completed professional development in Sr. Management Program.

GPA: 7.5 / 10.00

• Completed professional development in Mechanical Engineering
• Member of Rotract Club- NGO firm
• Member of Dramatic Clubs
• Elected Captain of Intra College National Paper Presentation - Genesis.

GPA: 79.00% Overall and 94% in SCIENCE