HEMANT GHAM


LET'S PLAN TOGETHER TO CONTINUOUSLY IMPROVE FOCUSING ON THE FLOW TO YOUR CUSTOMERS



Continuous Improvement is not only about effciency and waste elimination, but we have to make it first about effectiveness and customer value.





SIMPLIFY YOUR BUSINESS PROCESSES THROUGH LEAN AND DIGITAL TECHNOLOGIES



Maximize Productivity. Rapidly identify areas of improvement. Deliberately change the culture. Provide new experiences to your staff. Deliver more value, but also build a more capable organization.





Hemant Gham



VISIONARY LEADER IN BUSINESS & OPERATIONAL EXCELLENCE, MANUFACTURING & SERVICE LEAN SIX SIGMA, IT PRODUCT DEVELOPMENT WITH INTERNATIONAL WORK EXPERIENCE



$40M



Added to Bottom-line



Through a combination of type of the savings - direct, indirect and cost avoidance. Savings and cost avoidance was as a result of implementing projects that resulted in reduction in process defect rates, operational cycle times, lead times, supplier defect rates, less material consumption, improved profitability through increased sales/new business.



60



Projects Completed



Unique projects implemented in a variety of environments such as manufacturing, engineering, software/IT, telecommunications, higher education, nuclear power. Applied proven methodologies and frameworks such as DMAIC, DFSS, DFR/DFM, CMMI, ISO, PROSCI, ITIL, and globally recognized project management methodology based on PMI's PMBOK.



320



People Trained



Developed and customized training for each organization to suit its culture and tailored it to the learning style of the staff. Training was provided for Executives / Leaders, and different levels of belts - White, Yellow, Green and Black Belts. Other specific on-demand customer training modules included Productivity, Software Reliability, Kaizen, 5S, Minitab.

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30



Kaizen Events Facilitated



Led Kaizen events, focusing on one improvement area at a time. This included pre-event planning, data collection, survey, analysis, strategic alignment session with executives, Kaizen event with cross-functional team participation, current and future-state value-stream mapping, and hands-on implementation of quick wins and short and medium-term projects.



AREAS OF EXPERTISE



Operational Excellence / Business Excellence



  • Implementing practices that allow organizations sustain improvement over time, improvement in all areas of operation, in performance areas and divisions within the organization.
  • Facilitating value mapping of existing projects & initiatives to company’s value drivers and customer needs.
  • Conducting Performance Assessment including Supply Management, Total Productive Maintenance, Product Development, Customer Service and Satisfaction, Product and Material Flows, Lean Six Sigma Program Deployment, Cultural Values.


Organizational Change Management



  • Making small to radical alterations to business processes, removing cultural roadblocks, ambiguity and sustaining momentum.
  • Leading transformation with total involvement from executives, back office staff, and front-line people.
  • Understanding of complex organizational structures to assess the level of success that can be achieved through implementation of change initiatives and transformational change processes.
  • Engaging & encouraging staff to use stable, reliable processes, repeatable methods to maintain the predictability of results.


Lean Six Sigma, Continuous Improvement



  • Ensuring LEAN TRANSFORMATION is a change driven and guided by a vision to build a sustainable Lean culture within all departments inside the organization.
  • Developing continuous improvement mindset, high performing people systems to maximize productivity, minimize waste and process variation.
  • Building a strong, stable culture in which Lean and Six Sigma methodology and practices.
  • Performing simple & advanced analytics, statistical analysis.
  • Implementing Kaizen for manufacturing & service processes.


Innovation, IT and Latest Technologies



  • Making innovation a capability by having the right people and the right culture.
  • Building adaptive business process management system.
  • For manufacturing, process innovation includes integrating new production methods & digital technologies that lead to improved efficiency, quality, or time-to-market, and services.
  • For service, process innovation includes building process innovations to enable "front office" customer service improvements and add new services.
  • Performing website analytics, building interactive prototypes using Invision, Justinmind.




SAMPLE PROJECTS





Frameworks used: LEAN, SIX SIGMA (DMAIC, DFSS), CAP, HOSHIN KANRI, PROSCI, BPMN, AGILE

Software tools used: MINITAB, eVSM, RELIASOFT, RELEX, MS OFFICE - Excel, PowerPoint, Visio



LEAN, 5S IMPLEMENTATION



Implement Kaizen, 5S and Lean program organization-wide, align schedule for all manufacturing work stations, achieve workload balance at each station, deploy production and withdrawal Kanbans, increase productivity.


Results: Reduced defects by 35%, improved throughput by 20%, reduced overtime by 25%, increased morale, improved workload balancing, better control of schedule.


LEAN IN MANUFACTURING

ALIGNING PROJECTS THROUGH HOSHIN KANRI



The organization wanted greater insight into the interdependencies between strategies, results, projects, and metrics in order to understand the intended effect of the strategy on the bottom line.


Results: Clearly aligned KPIs, results to strategies, prioritized list of projects, Hoshin maps, A3/X-Charts for each division, clarity on the factors contributing to cost reduction.


STRATEGIC PLANNING / HOSHIN KANRI

PROCESS OPTIMIZATION & FUTURE-STATE MODELING



This Public Sector organization needed to Optimize the process and define the Future State Operational Model for Policy Content assessment and development. Used FMEA, conducted QFD.


Results: Current and future-state models, Action Plan, Business requirements, a significant reduction in Response Time (> 40%), effort savings in the range of 2,100-2,200 hours per year.


LEAN IN PUBLIC SECTOR ORGANIZATION

LEAN SIX SIGMA, STRATEGIC SOURCING



Conduct a strategic sourcing assessment. Support bid response and strategic sourcing strategy execution. Introduce Kanban, Lean tools, supplier selection and quality control.


Results: Actionable initiatives to improve strategic sourcing, and provide guidance and assistance in negotiations with key suppliers, implementation of Lean Supply Chain, material cost reduction of 35%.


SUPPLY CHAIN PROCESS IMPROVEMENT

CAPABILITY & RELIABILITY IMPROVEMENT



The company CIO needed to know if relay infrastructure was capable of delivering and sustaining a high service availability of 99.99%. Analyzed the system, determined current-state capability and reliability based on simulation-driven analysis and capability modeling (Monte Carlo Simulation).


Results: System, sub-system & component-level Sigma values, reliability targets, action plan.


SIX SIGMA / RELIABILITY IMPROVEMENT

Please contact me for projects successfully completed in Contact Center, Software Support, Human Resources, Customer Analytics, and other areas




CONTACT ME

Hemant, thank you for assistance in delivering the session for the Ministry of Agriculture’s wildlife program claim integration project under the mandate. Your efforts assisted in a successful outcome. Much appreciated. Job truly done. Many thanks





Ministry in the province of BC, Canada


more TESTIMONIALS

It was good to see our current process
performance vs. ideal process and see how we
can improve the current process. And Hemant is
great and lead us to a good direction. I
appreciated the guidance on the process and
the interventions of the facilitator





Lean Kaizen Event Participant, Canada


more TESTIMONIALS

MY NON-NEGOTIABLES





SET GOALS THAT EXCEED CAPABILITIES



In order to far exceed my current capabilities, I always aim beyond what I am capable of.



CONFIDENCE IS THE GREATEST ASSET



Confidence determines the size of goals, how likely we will achieve these goals, and how well we bounce back from failures.



MAKE INNOVATION A CAPABILITY



It’s not about the goal that measures success. It’s about the climb to see how far I can push myself and innovate.



LET WORK SPEAK FOR ITSELF



I differentiate deep work from shallow work. Deep work is rare, high value, and non-replicable.



SUCCESS ISN'T ENOUGH



It only increases the pressure to do more. I am focused on my next challenge.



NEVER STOP LEARNING



To become the best at what I do, I never stop learning and honing my skills and knowledge.



COACH THROUGH METHODS, NOT SOLUTION



I do not coach people and teams toward a solution, but through methods, as methods are repeatable, allow to build skills, culture, and capability.



FOLLOW THE ONE-PERCENT RULE



You don’t need to be twice as good to get twice the results. Small differences accumulate into significant advantages.



be best at what you do



when your vision becomes your mission, your business will become a movement


CONTACT ME

Uniquely positioned to apply multifaceted technical and leadership experience, expertise in all stages of Business Transformation program, process re-engineering, and business management, product management life-cycle, strong cross-functional team management background and extensive track record of innovation and success to enhancing your company’s bottom-line


Contact me



Simplifying Excellence in Operations and Business