Joe J Kennet

Experience

• 

  English Electric company

  Aug 1992 - Dec 1993

  Management Trainee

  Management Trainee

• 

  GEC ALSTOM

  Jan 1993 - Dec 1994

  Engineer - Customer training

  Identified the Training needs of the Customers and designed a “Customer Training Scheme”Founded “Customer Training Academy” for Training the Customers

• 

  GEC ALSTHOM

  Jan 1995 - Dec 1996

  Design Engineers – Product Quality Harmonization

  Harmonization of Quality of the Product manufactured at different factories

• 

  Alstom

  Jan 1997 - Dec 2002

  Responsible for all the functions like Marketing ,Materials, Manufacturing• Responsible for product transfer , Creation ofworld class manufacturing unit• Cultural change for Global Mindset Core team member of ERP implementation • Materials Planning & Procurement to ensure smooth flow of Production• Capacity Planning and Scheduling for optimum utilization of Resources• Reduction of inventory carrying costs and Stock out costs by adopting appropriate Procurementand Stocking Strategies. Cellular Layout for the new product, Capex planning , Industrialization

  • Manager – Exports business (Sales and Manufacturing)

    Jan 2000 - Dec 2002

  • MRP Controller

    Jan 1998 - Dec 1999

  • Manager – Projects (Layouts ,Capex, Industrialization)

    Jan 1997 - Dec 1997
• 

  AREVA T&D

  Jan 2003 - Dec 2010

  • Heading the manufacturing function• Lean deployment• Flexibility across lean lines• Productivity improvement Responsible for transferring the product and technology from UK• Stabilization of processes - Quality /Productivity• Localization of import materials Responsible for deploying Quality focus(Business excellence model) and sig sigmaCreated biggest Six sigma community in the plant

  • Head Of Manufacturing

    Dec 2007 - Dec 2010

  • Special project - Product and Technology transfer

    Apr 2005 - Nov 2007

  • Manager continual improvement -( Quality focus and six sigma)

    Jan 2003 - Mar 2005
• 

  Alstom

  Jan 2011 - Nov 2016

  Operation leader

  Responsible for Manufacturing , Purchase ,Contract functions• Meeting the Safety, Quality, Cost, Delivery and Cash performance• Variable cost productivity improvement - 500 K$ Savings• On time delivery , Lead time reduction• Driving of continuous improvement projects• Productivity increase through long term settlement

• 

  GE

  Dec 2016 - now

  Responsible for improving the Business performance of 6 Global power transformer factories with theannual turnover of 450 M$(Vadodara (India),Stafford (UK), Milan (Italy),monchengladbach(Germany),Gebze(Turkey),IndonesiaDriving actions to improve the plantperformance like Safety, Quality, Delivery, Cash,Cost ,ProductivityIntroducing lean practices to improve flow and visual management in the shop floor.Standardization of Supply chain functions(manufacturing, Manufacturing Engineering, Planning , Materials management)Driving Sales and operation planning for the six plants Introducing new manufacturing technologies & systems, process controls, advancedmanufacturing techniqueBenchmarking plants, identifying gaps and sharing best practice (processes /methods/tooling /flows..) across plants• Develop and drive the annual CAPEX plan with the plant leaders based on the 3 year strategicplan of the company• Industrialization of new products Show less P&L responsibility for 90 M$ Business with the team of 700 employees. Responsible for functions like EHS, Sales & operation planning(S&OP), Contracts, Production planning, Procurement, Manufacturing, Quality, Maintenance, industrialization, Lean and continuous improvement, After Sales ServiceKey Result areasEHS - Days away from work , EHS frame work,EHS improvement programs Delivering the Budget (P&L) -Sales, Contribution margin ,Operating marginQuality Performance- First Pass Yield ,Customer Defect Rate, CoPQCost competitiveness -Productivity, Deflation savings , Innovation and Process ImprovementsDelivery Performance - On time Delivery ,Market Lead TimeCustomer Satisfaction - Customer connects ,Say do ratio , NPS , CERCash - Working Capital ManagementStrategic actions -Brilliant factory (Lean and Digital) ,Strategic sourcing, New product developmentTalent Management- Employee Engagement ,Team Building; Rewards &Recognitions,Major Contributions:Transformed GA Pallavaram Unit from a Domestic player to a Global Player with sustained profitable growthImproved the contribution from Exports market to 30% of the over all sales volumeCreation of new manufacturing facility for the Global productsProduct / technology transfer Cultural transformation -Global mind set, Flexibility, MobilityBrilliant Factory2. Creation of Customer driven Lean Enterprise• 24 flexible lean lines,• 30% increase in productivity.• • On time delivery >95%3. Creation of World class Brilliant factory to serve the global customers• Self-contained factory (From Raw materials to Dispatch)• Moving lines, Test automation, Dynamic kitting4. Union Agreements• Strategies, Negotiations, Long Term Settlements, BPR scheme for Blue Collars5. Safety Culture• No Lost Time Accidents – 20.02 million hours & 3260 days6. Brilliant factory transformation• Lean foundation embedded with digital tools• Made Grid Automation , Pallavaram as a bench mark plant in GE Show less

  • Global Industrialization leader

    Sept 2021 - now

  • Senior Plant Leader

    Dec 2016 - Sept 2021