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Agile Coach
Atul Sathe
,
worth, United Kingdom
Experience
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I'm offering
SUMMARY:
- I am a lean/agile*/scrum* coach with 18 years of client-focused, hands-on coaching experience in implementing organization wide, sustainable lean culture using Toyota Production System;
- Leading and executing strategic and cross-functional projects using six sigma methodologies at black belt level.
- I am a result oriented change agent of organizational development group and played a key role in training, coaching and facilitating teams across all levels in transforming the way of working of teams, including senior stakeholders.
- Specific skills include coaching, facilitating, lean thinking, Agile principles and values, in depth understanding of Scrum Master role, Continuous improvement, KANBAN, lean enterprise, value stream mapping - lead time/cost reduction, project management, process improvements, driving performance metrics (KPIs), cost-impact- feasibility study, stakeholder management, meeting governance – daily kaizen meeting, Kaizen/Sprint Events, standardisation; Enterprise process management, process architecture for transactional processes.
- Proficient in MS Excel, PowerPoint, Master Schedule, Statistical Data Analysis using Minitab
- MBA from University of Leeds, and Bachelors in Metallurgy Engineering
- Certified Lean Six Sigma Black Belt, and Lean Systems Certification from University of Kentucky
- Certifications - *in progress - Prince2 Agile*, PMI Agile certified practitioner*, CAPM*, Certified Scrum Foundation *
- I am a lean/agile*/scrum* coach with 18 years of client-focused, hands-on coaching experience in implementing organization wide, sustainable lean culture using Toyota Production System;
- Leading and executing strategic and cross-functional projects using six sigma methodologies at black belt level.
- I am a result oriented change agent of organizational development group and played a key role in training, coaching and facilitating teams across all levels in transforming the way of working of teams, including senior stakeholders.
- Specific skills include coaching, facilitating, lean thinking, Agile principles and values, in depth understanding of Scrum Master role, Continuous improvement, KANBAN, lean enterprise, value stream mapping - lead time/cost reduction, project management, process improvements, driving performance metrics (KPIs), cost-impact- feasibility study, stakeholder management, meeting governance – daily kaizen meeting, Kaizen/Sprint Events, standardisation; Enterprise process management, process architecture for transactional processes.
- Proficient in MS Excel, PowerPoint, Master Schedule, Statistical Data Analysis using Minitab
- MBA from University of Leeds, and Bachelors in Metallurgy Engineering
- Certified Lean Six Sigma Black Belt, and Lean Systems Certification from University of Kentucky
- Certifications - *in progress - Prince2 Agile*, PMI Agile certified practitioner*, CAPM*, Certified Scrum Foundation *
Markets
United States
United Kingdom
France
Germany
Lithuania
Denmark
Norway
Sweden
Finland
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Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2020 - ?
job
Value Stream Manager
De Beers Group. www.e6.com.
Element Six - De Beers Group
Element Six is a global leader in the design, development, and production of synthetic diamond and tungsten carbide supermaterials. Part of the De Beers Group. www.e6.com
Designation: Value Stream Manager
Duration: Jan 2020 - till date.
Achievements / Responsibilities
The purpose of the role is to implement Hoshin Kanri of the business across value stream using WCM (World Class Manufacturing) . Transform the way of working and develop people towards 'true lean' culture.
My Responsibilities:
➢ Toyota Production System (Toyota Production System) Strategy Development (True Lean Operating Model STG / KPS)
➢ Team Development
➢ Jishuken (Delivery of Site Prioritized Projects using 8 Step Problem Solving Methodology)
➢ Opportunity & Waste Identification
➢ Stabilisation
➢ Site Maturity Assessment
➢ Establish Continuous Improvement culture
➢ Improve the productivity and achieve the service level
Major Achievements:
➢ Lead a value stream workshop with loss identification of £1 Million savings.
➢ Doubled the productivity for two products using visual management principles.
➢ Successfully developed & implemented the Site Lean Strategy to change the culture from "Who" to "Why" which has enabled the Site Teams finding the problem, fixing the problem & keep the problem from coming back.
➢ Successfully developed and implemented "Opportunity Assessment" Standards and 'new product launch' standard.
➢ Achieved sustainable Toyota Production System- TPS (Lean Maturity) Level 3 milestone for the third Site of Kerry Foods within 6 years.
➢ Influenced culture change of an organisation where LEAN is the only way of working across the sites, and all the functions.
➢ Created OEE driven culture to improve efficiency and reduce labour cost. OEE is owned by operations as one of their key metric for problem solving.
➢ Established standardised way of working across cross functions - Operations, Technical, Supply Chain.
➢ Drove KPI driven culture to deliver value against Profit Improvement Projects (PIPs) through daily, and weekly KPI problem solving governance at all levels.
Element Six is a global leader in the design, development, and production of synthetic diamond and tungsten carbide supermaterials. Part of the De Beers Group. www.e6.com
Designation: Value Stream Manager
Duration: Jan 2020 - till date.
Achievements / Responsibilities
The purpose of the role is to implement Hoshin Kanri of the business across value stream using WCM (World Class Manufacturing) . Transform the way of working and develop people towards 'true lean' culture.
My Responsibilities:
➢ Toyota Production System (Toyota Production System) Strategy Development (True Lean Operating Model STG / KPS)
➢ Team Development
➢ Jishuken (Delivery of Site Prioritized Projects using 8 Step Problem Solving Methodology)
➢ Opportunity & Waste Identification
➢ Stabilisation
➢ Site Maturity Assessment
➢ Establish Continuous Improvement culture
➢ Improve the productivity and achieve the service level
Major Achievements:
➢ Lead a value stream workshop with loss identification of £1 Million savings.
➢ Doubled the productivity for two products using visual management principles.
➢ Successfully developed & implemented the Site Lean Strategy to change the culture from "Who" to "Why" which has enabled the Site Teams finding the problem, fixing the problem & keep the problem from coming back.
➢ Successfully developed and implemented "Opportunity Assessment" Standards and 'new product launch' standard.
➢ Achieved sustainable Toyota Production System- TPS (Lean Maturity) Level 3 milestone for the third Site of Kerry Foods within 6 years.
➢ Influenced culture change of an organisation where LEAN is the only way of working across the sites, and all the functions.
➢ Created OEE driven culture to improve efficiency and reduce labour cost. OEE is owned by operations as one of their key metric for problem solving.
➢ Established standardised way of working across cross functions - Operations, Technical, Supply Chain.
➢ Drove KPI driven culture to deliver value against Profit Improvement Projects (PIPs) through daily, and weekly KPI problem solving governance at all levels.
Design, Operations, Continuous improvement, Lean, Management, Service, Assessment, KPI, Development, Strategy development, Team development, Organization, Production, Workshop, Manager
2012 - ?
job
Site Lean Manager (Collett Way Site)
Kerry Foods.
London, UK (Jan 2012 - Till Date)
Kerry Foods is the largest food company in the UK & Ireland and a part of Kerry Group which is the world leader in Ingredients & Flavours. More information about the company can be found on the website www.kerrygroup.com
Designation: Site Lean Manager (Collett Way Site) (reporting to Site General Manager.)
Duration: July 2015 - till date.
Achievements / Responsibilities
The purpose of the role is to provide direction to the site in the transition to develop 'KPS/True Lean' Culture across Windmill Lane Site. Together with the General Manager, set the pace and implement the transformational Strategy.
The scope of the role influences all site activities (HR, Finance, Engineering, and QA, Supply Chain etc.) to contribute to operational and overall business improvement in a systematic and sustainable manner.
My Responsibilities:
➢ Toyota Production System (Toyota Production System) Strategy Development (True Lean Operating Model STG / KPS)
➢ Team Development
➢ Jishuken (Delivery of Site Prioritized Projects using 8 Step Problem Solving Methodology)
➢ Opportunity & Waste Identification
➢ Stabilisation
➢ Site Maturity Assessment
➢ Establish Continuous Improvement culture
Major Achievements:
➢ Successfully developed & implemented the Site Lean Strategy to change the culture from "Who" to "Why" which has enabled the Site Teams finding the problem, fixing the problem & keep the problem from coming back.
➢ Successfully developed Lean Co-ordinators, C I Managers, KPS Coaches, Training Co-coordinators, and 8 Step Mentors including Front Line, Middle and Senior Managers across the Site.
➢ Successfully delivered £2.54 Million savings by site teams delivering prioritized projects (Jishuken), identified through Opportunity Assessment, on Labour, Waste, Automation, Inventory Reduction etc. over last three years at Collett Way Site.
➢ Successfully achieved Jishuken Level 4 (2012), Jishuken Level 5 (2014), KPS Level 3 (2015) as a outcome of Kerry Production System Maturity Assessment by Kerry Food's Lean Specialist Coach.
➢ The Windmill Lane Site has received "Service Level" and" Customer (Sainsbury's) Excellence Award" through Continuous Improvement.
➢ Successfully developed and implemented "Opportunity Assessment" Standards and 'new product launch' standard.
➢ Achieved sustainable Toyota Production System- TPS (Lean Maturity) Level 3 milestone for the third Site of Kerry Foods within 6 years.
➢ Influenced culture change of an organisation where LEAN is the only way of working across the sites, and all the functions.
➢ Created OEE driven culture to improve efficiency and reduce labour cost. OEE is owned by operations as one of their key metric for problem solving.
➢ Established standardised way of working across cross functions - Operations, Technical, Supply Chain.
➢ Implemented the change on how launches are governed and executed with cross functional teams including NPD, Technical Development, Operations, Kitchen, Purchasing, Commercial, Planning. Established standardised weekly meeting, and influenced the culture driven through rigorous use of master schedules.
➢ Drove KPI driven culture to deliver value against Profit Improvement Projects (PIPs) through daily, and weekly KPI problem solving governance at all levels.
➢ Support site GM/SMTs in delivering value (£864000) of budgeted PIPs by creating weekly visibility of numbers, review of A3s/Master Schedule in weekly site strategy review meeting for back spikes.
Kerry Foods is the largest food company in the UK & Ireland and a part of Kerry Group which is the world leader in Ingredients & Flavours. More information about the company can be found on the website www.kerrygroup.com
Designation: Site Lean Manager (Collett Way Site) (reporting to Site General Manager.)
Duration: July 2015 - till date.
Achievements / Responsibilities
The purpose of the role is to provide direction to the site in the transition to develop 'KPS/True Lean' Culture across Windmill Lane Site. Together with the General Manager, set the pace and implement the transformational Strategy.
The scope of the role influences all site activities (HR, Finance, Engineering, and QA, Supply Chain etc.) to contribute to operational and overall business improvement in a systematic and sustainable manner.
My Responsibilities:
➢ Toyota Production System (Toyota Production System) Strategy Development (True Lean Operating Model STG / KPS)
➢ Team Development
➢ Jishuken (Delivery of Site Prioritized Projects using 8 Step Problem Solving Methodology)
➢ Opportunity & Waste Identification
➢ Stabilisation
➢ Site Maturity Assessment
➢ Establish Continuous Improvement culture
Major Achievements:
➢ Successfully developed & implemented the Site Lean Strategy to change the culture from "Who" to "Why" which has enabled the Site Teams finding the problem, fixing the problem & keep the problem from coming back.
➢ Successfully developed Lean Co-ordinators, C I Managers, KPS Coaches, Training Co-coordinators, and 8 Step Mentors including Front Line, Middle and Senior Managers across the Site.
➢ Successfully delivered £2.54 Million savings by site teams delivering prioritized projects (Jishuken), identified through Opportunity Assessment, on Labour, Waste, Automation, Inventory Reduction etc. over last three years at Collett Way Site.
➢ Successfully achieved Jishuken Level 4 (2012), Jishuken Level 5 (2014), KPS Level 3 (2015) as a outcome of Kerry Production System Maturity Assessment by Kerry Food's Lean Specialist Coach.
➢ The Windmill Lane Site has received "Service Level" and" Customer (Sainsbury's) Excellence Award" through Continuous Improvement.
➢ Successfully developed and implemented "Opportunity Assessment" Standards and 'new product launch' standard.
➢ Achieved sustainable Toyota Production System- TPS (Lean Maturity) Level 3 milestone for the third Site of Kerry Foods within 6 years.
➢ Influenced culture change of an organisation where LEAN is the only way of working across the sites, and all the functions.
➢ Created OEE driven culture to improve efficiency and reduce labour cost. OEE is owned by operations as one of their key metric for problem solving.
➢ Established standardised way of working across cross functions - Operations, Technical, Supply Chain.
➢ Implemented the change on how launches are governed and executed with cross functional teams including NPD, Technical Development, Operations, Kitchen, Purchasing, Commercial, Planning. Established standardised weekly meeting, and influenced the culture driven through rigorous use of master schedules.
➢ Drove KPI driven culture to deliver value against Profit Improvement Projects (PIPs) through daily, and weekly KPI problem solving governance at all levels.
➢ Support site GM/SMTs in delivering value (£864000) of budgeted PIPs by creating weekly visibility of numbers, review of A3s/Master Schedule in weekly site strategy review meeting for back spikes.
Npd, Manager, Direction, Production, Organization, Team development, Coach, Strategy development, Development, KPI, Assessment, Support, Operations, Engineering, Website, Service, QA, Finance, Lean, Continuous improvement, C, Automation, Training
2011 - 2012
freelance
Management Consultant - LEAN Six Sigma
Breakthrough Management Group International (BMGI) - India. (Mumbai).
Duration: May 2011 - Jan 2012
Designation: Management Consultant - LEAN Six Sigma.
Achievements / Responsibilities
➢ Improved the permeability of cigarette paper (COV from 95% to 98%) through a full fledge DMAIC Six Sigma Black Belt Project with the annual savings of £100000 for Indian Tobacco Corporation's (ITCs) world class plant near Kolkata, INDIA as a part of consulting project for BMGI.
➢ Mentored, facilitated, and supported LEAN Six Sigma BB Projects - sectors - manufacturing - automobile - John Deere; and services - Telecom Company (Vodafone, Telenor - Bangladesh), and Financial services - Nomura
Designation: Management Consultant - LEAN Six Sigma.
Achievements / Responsibilities
➢ Improved the permeability of cigarette paper (COV from 95% to 98%) through a full fledge DMAIC Six Sigma Black Belt Project with the annual savings of £100000 for Indian Tobacco Corporation's (ITCs) world class plant near Kolkata, INDIA as a part of consulting project for BMGI.
➢ Mentored, facilitated, and supported LEAN Six Sigma BB Projects - sectors - manufacturing - automobile - John Deere; and services - Telecom Company (Vodafone, Telenor - Bangladesh), and Financial services - Nomura
Lean, Consulting, Management, Six Sigma, Telecom, Management Consultant, Sigma
2010 - 2010
freelance
Consultant
CDP Ltd.
MBA Intern.
Client: CDP Ltd, UK.
A manufacturer of precision section wire for over 50 years. In 2006, CDP was acquired by Bekaert, the largest wire manufacturer in the world.
➢ Executed a role of external consultant to identify and evaluate environmental 'Aspects' and 'Impacts' as a crucial part of implementing ISO 14001 certified EMS for the organization.
Client: CDP Ltd, UK.
A manufacturer of precision section wire for over 50 years. In 2006, CDP was acquired by Bekaert, the largest wire manufacturer in the world.
➢ Executed a role of external consultant to identify and evaluate environmental 'Aspects' and 'Impacts' as a crucial part of implementing ISO 14001 certified EMS for the organization.
ISO 14001, EMS, Internal
2006 - 2009
job
Assistant Manager
Bekaert.
India
Bekaert is a Belgian multinational with a turnover of € 4 billion, employing 23000 people worldwide, serving customers in 120 countries.
➢ Championed process improvement projects in all areas of the operations with extensive application of Lean Six Sigma methodology.
➢ Mentored peers and middle management in the formulation and execution of process improvement projects and apply tools from Lean Six Sigma.
➢ Conducted customer surveys in order to implement Six Sigma and Total Quality Management initiatives for continuous process improvement and enhanced customer satisfaction levels.
➢ Championed the pre-planning requisites during prototype, pilot and start of production phases for every new project launch.
➢ Discovered internal and external (suppliers and customers) application opportunities for the six sigma breakthrough strategies based upon the KPIs and process metrices.
➢ Led cross functional team (CFT) including professionals at customer end that drove implementation of cross-functional projects saving $200k in 2006.
➢ Surfaced business opportunities through partnerships and joint-development projects with client organizations.
➢ Worked within a wide range of industries including tyre industry, technical textile industry, automotive glass industry, electrical (conductive plastics) industry, metal processing and manufacturing, metal reinforced building products and automotive industry.
➢ Coordinated benchmarking and leveraging of best practices within subsidiaries worldwide.
Bekaert is a Belgian multinational with a turnover of € 4 billion, employing 23000 people worldwide, serving customers in 120 countries.
➢ Championed process improvement projects in all areas of the operations with extensive application of Lean Six Sigma methodology.
➢ Mentored peers and middle management in the formulation and execution of process improvement projects and apply tools from Lean Six Sigma.
➢ Conducted customer surveys in order to implement Six Sigma and Total Quality Management initiatives for continuous process improvement and enhanced customer satisfaction levels.
➢ Championed the pre-planning requisites during prototype, pilot and start of production phases for every new project launch.
➢ Discovered internal and external (suppliers and customers) application opportunities for the six sigma breakthrough strategies based upon the KPIs and process metrices.
➢ Led cross functional team (CFT) including professionals at customer end that drove implementation of cross-functional projects saving $200k in 2006.
➢ Surfaced business opportunities through partnerships and joint-development projects with client organizations.
➢ Worked within a wide range of industries including tyre industry, technical textile industry, automotive glass industry, electrical (conductive plastics) industry, metal processing and manufacturing, metal reinforced building products and automotive industry.
➢ Coordinated benchmarking and leveraging of best practices within subsidiaries worldwide.
Operations, Lean, Management, Six Sigma, Quality Management, Surveys, Implementation, Development, Production, Processing, Sigma, LED, Manager, Formulation
2002 - 2006
job
Process Engineer/Technical Service Engineer
unknown.
Bekaert, India
➢ Executed Value Stream Mapping and simulated a future state map to decrease WIP (Inventory) and Cycle time at customer's process and enhance Quality standards.
➢ Successfully implemented three Six Sigma (DMAIC) projects as a project leader solving customer process ability problems, reducing internal rejects and wastes by 27% and 10% respectively.
➢ Implemented two Lean Manufacturing sub-processes; annual cost savings of $75,000.
➢ Led project implementing lean techniques to reduce machine downtime due to changeover by 50%.
➢ Eliminated process waste at customer end to increase labour productivity and machine efficiency leading to raw material cost reductions of £101k.
➢ Facilitated continuous improvement culture change in workforce using change management techniques.
➢ Instituted Lean Manufacturing concepts, made ready production control.
➢ Elevated safety program with one year without any lost time accidents.
➢ Implemented POKAYOKES to eliminate quality risk.
➢ Coordinated Quality Circles.
➢ Attended trainings, and topical meetings at subsidiaries in countries such as USA, Belgium, Spain, Turkey, China, UK, Ireland.
➢ Executed Value Stream Mapping and simulated a future state map to decrease WIP (Inventory) and Cycle time at customer's process and enhance Quality standards.
➢ Successfully implemented three Six Sigma (DMAIC) projects as a project leader solving customer process ability problems, reducing internal rejects and wastes by 27% and 10% respectively.
➢ Implemented two Lean Manufacturing sub-processes; annual cost savings of $75,000.
➢ Led project implementing lean techniques to reduce machine downtime due to changeover by 50%.
➢ Eliminated process waste at customer end to increase labour productivity and machine efficiency leading to raw material cost reductions of £101k.
➢ Facilitated continuous improvement culture change in workforce using change management techniques.
➢ Instituted Lean Manufacturing concepts, made ready production control.
➢ Elevated safety program with one year without any lost time accidents.
➢ Implemented POKAYOKES to eliminate quality risk.
➢ Coordinated Quality Circles.
➢ Attended trainings, and topical meetings at subsidiaries in countries such as USA, Belgium, Spain, Turkey, China, UK, Ireland.
Change management, Continuous improvement, Lean, Management, Service, Lean Manufacturing, Six Sigma, Safety, China, Production, Value stream mapping, USA, Sigma, Processes, LED
My education
2020
AXELOS
Certification, Prince 2 Agile Foundation and Practioner
Certification, Prince 2 Agile Foundation and Practioner
2013
University of Kentucky
Certification, N/a
Certification, N/a
2011
-
2012
Asian Institute of Quality Management
N/a, N/a
N/a, N/a
2009
-
2010
Leeds University Business School University
MBA, N/a
MBA, N/a
1998
-
2002
Govt College
Bachelors, Metallurgy
Bachelors, Metallurgy
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