Nishit Parmar

Experience

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  TATA Power

  Dec 2006 - May 2007

  Diploma Trainee

  • Diploma Trainee at Tata Power.• Understanding the Working of Combined Cycle Power Plant.

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  Larsen & Toubro

  Nov 2009 - Apr 2010

  Graduate Engineering Trainee

  • Graduate Trainee at Tool Design Department which used to manufacture Dies & Moulds.• Understanding the manufacturing process of Dies & Moulds through various CNC machines.• Project on ‘Statistical Method of Estimating Machining Time for Electrodes & Steel Inserts’

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  Siemens

  Jul 2010 - Jun 2012

  Production Executive

  • Production Executive specializing in High Voltage Transformers & Shunt Reactors manufacturing.• Plan and coordinate daily production engineering processes to ensure high-quality product output.• Proficient in manpower planning, assigning tasks based on skills and production schedules.• Manage Final Assembly, Testing, dismantling, packaging, and dispatch of products to customer sites.• Coordinate with Purchase & Stores Department to ensure timely component delivery and maintain raw material shortage lists.• Provide training and guidance to technicians on production processes and safety regulations.• Implement continuous process improvements to reduce manufacturing time and increase productivity.• Led the erection and commissioning of 220 KV Transformer at Kanpur Site and 500 KV Transformer at Manesar Site. Show less

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  Siemens Electrical Drives Ltd. - China

  May 2013 - Jul 2013

  Management Intern

  • Management Intern at Siemens China in the manufacturing of Industry Motors & Drives.• During my internship, I was given a project on ‘Product Performance Analysis at Customer Site’. The main objective of the project was to find out the Product Performance & Failure Rate at Customer Site for Industry Motors & Drives.• My role was to communicate effectively with various cross functional departments, collecting relevant data, analyzing and finding out the root cause & providing feasible solutions.• Project Outcome - Around 65% of the total failure is due to PCB problem for MM440/430, S120 & DC Chassis. The I/O board of MM440/430 is the major fault reason. The ratio of I/O board failure to PCB failure for MM440/430 is 39%.• The major problem for A-Compact Plus motors is due to Vibration – 45%. For H-Compact Plus & N-Compact motors the major problem is due to Engineering – 35% & Production – 47% respectively. Show less

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  Strides Shasun Limited

  Nov 2014 - Jul 2017

  Deputy Manager Operational Excellence

  • Deputy Manager – Operational Excellence overseeing process improvement initiatives and projects.• Conducted Performance Measurement & Analysis by analyzing data and delivering insights in Weekly, Operations, and Forward Planning Meetings.• Defined Key Performance Indicators (KPIs), established targets for key resources, and tracked progress monthly, displaying outcomes on the manufacturing shop floor.• Delivered Lean Six Sigma – DMAIC Methodology training to employees, while also spearheading the identification of 15 projects and appointing Project Leaders.• Utilized Minitab & Excel to measure Process Capability (Cpk & Ppk) for critical process and quality parameters of 2 products, identifying improvement areas and devising action plans accordingly.• Evaluated Preventive Maintenance Effectiveness by calculating Mean Time Between Failures (MTBF) & Mean Time to Repair (MTTR) for all machines in respective areas & presented findings in monthly reviews.• Conducted Capacity Planning for the entire manufacturing unit to identify bottlenecks and optimize production processes.• Led the Factory Audit conducted by Frost & Sullivan as part of the Manufacturing Excellence Award evaluation process.• Led process mapping initiatives for diverse products in Granulation, Blending, and Packaging areas. Utilized Time & Motion Study to differentiate between value-added and non-value-added time, enhancing overall efficiency.Projects• Warehouse Space Optimization – Optimized warehouse space by increasing pallet storage capacity in the raw material warehouse by approximately 30%.• 5S Implementation – Implemented 5S in packaging area, including employee training and monthly internal audits to maintain standards.• Yield Improvement – Enhanced packaging yield by 1% for a high-volume product on the CAM Line (Batch size: 39 lacs).• Efficiency improvement – Improved the efficiency of all cotton insertion products by 40% in CVC lines Show less

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  Aarti Industries Ltd.

  Aug 2017 - Oct 2018

  Business Excellence Manager

  • Excelled as a Business Excellence & Systems Manager (SAP), specializing in Business Process Analysis, Process Improvement, and Project Management.• Conducted in-depth analysis of business processes, with a focus on Procurement, to identify areas for improvement and implement strategies for optimization and cost reduction.• Presented project progress and benefits to top management during monthly performance review meetings, ensuring transparency and alignment with organizational goals.• Provided support for day-to-day business issues in SAP MM module and conducted root cause analysis to address underlying problems.• Facilitated requirement gathering and user training sessions to ensure smooth business transitions during the implementation of new technical tools. Show less

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  DHL Express India

  Oct 2018 - Nov 2023

  Project Manager

  • Accomplished Project Manager at DHL Operations, driving operational excellence, digitalization and compliance initiatives.• Improved end-to-end operational best practices by enhancing processes to global standards, deploying systems and tools, and eliminating waste.• Successfully led high-impact projects, including the E-way Bill Project for India, resulting in regulatory compliance and efficiency improvements.• Successfully transitioned the E-way Bill process from SGS to DHL Supply Chain.• Spearheaded seamless transition and deployment of various Global & Local Applications in India,• Designed and implemented Contactless Delivery solution for India, improving customer experience.• Led a project to improve ADC penetration by enabling customers to deduct TDS during Duty Payment using ADC.• Conducted Roadmap study for 9 SVCs to optimize routes.• Automated duty billing process for Import Cargo shipments, improving efficiency and accuracy.• Implemented RPA solutions for process automation, including Flight Closure in CALMS.• Developed strategic tools for capacity planning, auto intercept generation, and GST data verification.• Automated Excel-based reporting processes using Power BI, enhancing data visualization and analysis capabilities.• Contributed as a member of the India DIGI Council, driving excellence and fostering cross-functional collaboration initiatives.• Conducted impactful workshops on Process Engineering and conducted Global SOP Audits, ensuring operational excellence across facilities. Show less

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  DHL Express

  Nov 2023 - now

  Senior Project Manager

  • Leading projects focused on enhancing service quality, reducing costs, and driving digitalization initiatives. • Managing complex technical projects and monitoring their successful implementation. • Documenting Business requirements, project scoping and project plan; budget approval at Regional / Global level; collaborating with vendors for solution design and development; user acceptance testing; and deploying the solution across India. • Providing expert guidance on regulatory affairs, collaborating closely with authorities to ensure compliance with local laws. • Representing DHL Express in engagements with Customs, and regulatory bodies, cultivating professional relationships and aligning with organizational objectives. • Identifying and executing process improvements to optimize service efficiency, transit time, and cost-effectiveness. • Collaborating closely with the Gateway management team to identify operational enhancements and establishing standardized processes. • Assessing training needs and delivering technical support to project teams, fostering continuous improvement and professional development. • Offering strategic insights and recommendations to influence decision-making and streamline business processes. • Standardizing end-to-end operational practices to meet global standards, implementing systems and tools, and eliminating inefficiencies. Show less