The plant specializes in products essential for oil and gas measurement and quality control, crucial from extraction to refinement, and instrumental in optimizing production and ensuring safety. My role involved working with cutting-edge technologies and methodologies in a dynamic, innovation-driven environment. Under the guidance of industry experts, I engaged in various projects that enhanced my understanding of process engineering, contributing significantly to product quality optimization and cost-effective production in the oil and gas industry.

The highlights of internship are as follows:
• Optimized production line performance using FIFO, line balancing, manufacturing data synchronization, material flow and ergonomic improvements, resulting in 3.12 min. reduction in cycle time, and annual savings of $ 110K.
• Managed 8 NPI production trials, identified & resolved 11 bottlenecks leading to 18% enhancement in resource utilization.
• Led Six Sigma Green Belt project, to standardize and streamline lab testing and runout process, achieving 47% reduction in process time and 23% reduction in process variability.
• Spearheaded team of 10, utilized PFMEAs to pinpoint failure modes; executed countermeasures and redefined quality gates achieving 14% surge in First Pass Yield, yielding in $ 10K savings in COPQ.
• Designed & validated new product manufacturing processes; collaborated in NPI process mapping, developed workstations setup for NPI line & leveraged DFA (Design for Assembly) principles, resulting in 6% decrease in product costs. Developed workflow for NPI, encompassing standards for tool use, testing details, takt & workforce planning. Created BOMs, work instruction (MPs), quality gates, and testing criteria for new products.

I was immersed in a multifaceted production environment. The company, known for its quality in specialized castings and machining, collaborates with major clients like York Transport Equipment and ESCORTS Ltd. My experience spanned across various aspects of manufacturing, from casting to advanced machining processes involving VTL, VMC, HMC, robo drilling, and robotic machines. This position allowed me to contribute to the production of high-quality automotive components for heavy-duty and commercial applications, deepening my expertise in both casting and sophisticated manufacturing techniques, and reinforcing the importance of precision and quality in every aspect of production.
• Improved OEE (overall equipment effectiveness) by 21% utilizing motion studies, eliminating non-value-added activities, optimizing production plan, & revising work instructions, resulting in increased machine availability & performance by 13%.
• Conducted Gage R&R, process capability studies; achieved R&R score of 9.47%, and decreased variance by 15%.
• Boosted molding line efficiency by elevating throughput yield from 22 to 29 units/hr through effective line balancing.
• Pioneered implementation of FMEA and managed associated 7 ECRs (Engineering Change Requests), reducing product launch cycle times by ~20% through early detection and resolution of potential failures.
• Devised and executed 3 control plans for axle hub manufacturing line, yielding in 55% reduction in monthly defects.
• Developed and updated process flow charts, control plans, GD&T specifications, achieving PPAP approval for key parts.

The Process Pump Division, Multistage Pump Division, and Split Case Pump Division from SMPD (Small and Medium Pump Division). This position allowed me to apply and expand my industrial engineering skills in a practical and diverse manufacturing environment. Kirloskar Brothers Ltd. is renowned for its advanced pump technologies, and during my internship, I was actively involved in optimizing manufacturing processes across these divisions. My responsibilities included streamlining production workflows, enhancing efficiency, and ensuring high-quality standards in the production of various types of industrial pumps.

The key projects I worked on are as below:
• Performed in-depth root cause analysis using 8D approach; identified and rectified 26 contributors to decreased productivity and quality issues by implementing CAPA, leading to annual savings of $25K.
• Conducted time studies to identify & resolve bottlenecks in production system, causing cycle time improvement by 18%; revised time standards for 9 subprocesses from foundry and painting shop using MOST, enabling precise wage structuring.
• Enhanced machine utilization by ~10%, incorporating capacity planning strategies and MySQL insights for 44 machines.
• Revamped production line layout to reduce daily motion by 0.59 miles/individual, using AutoCAD and cell designing tools.
• Implemented value stream maps across machine shops, foundries packaging, boosting operational efficiency by 15%.
• Introduced 11 Kaizens and 6 Poka-Yokes on production line, to enhance efficiency of workers and decrease Muda.