My summer role at Bosch was to help sales and marketing team on developing go-to-market strategy based on market, strategy and financial analysis for their new products. Through networking, surveys and data analysis I was able to deliver a recommendation for the company that could give prospective revenue of $350k per installation with very big volume opportunity in several U.S states. My role involved working with the design engineer to give a recommendation on specification, coordination with the operational team to find the real cost and conducting a survey to find the actual market condition in addition of web-data information. Moreover, I also took several initiatives to improve the cost structure of the operational team that would help the company to get better accuracy of finding the true cost. This would help of better collaboration between the sales & marketing team and operational team especially to find the price point of their product.
I did summer internship with Group Dekko at its corporate head-office at Garrett, IN. I was reporting to Ryan Rice, Strategic Sourcing Manger for Group Dekko. Under his guidance, I got to work on various projects. Some important projects I worked on are as follows:
work4ce.me is a startup started early in 2013 in
Santiago, Chile. It provides software solution aimed at reducing time and
cost in recruiting/job search processes from both job seekers and job
providers perspective. Since it is a newly established enterprise with three
members, there is no, or if any, less resource available. My initial
objectives are to implement strategic management knowledge in a startup
venture while utilizing knowledge of organizational behavior and human
resources management. Hence, my focus was on operational and developmental
functions such as:
1. Social media marketing
2. Marketing research
3. Business Development
After three and half months, not only I have successfully achieved initial objectives, but also engaged in broader areas of management in this startup. Some of my accomplishments are:
1. Planned, implemented, and analyzed multi-platform social media marketing campaigns, increasing brand interaction and reach by 200% over 2 months
2. Developed outbound social and e-mail marketing campaigns; segmented targets, defined strategies and tactics, A/B testing and sales funnel analysis
3. Conducted business development research projects: competitive analysis, pricing analysis, SEO analysis for mid to long-term strategies
4. Engaged in product development; utilized 5+ years recruitment expertise to define product requirements, build specifications, coordinate with engineering and design team
The objective of my internship was to evaluate the newly opened Inbound Center, APIC, for all of North America. Through my evaluation of the Inbound Center we identified how to standardize processes between the many different job functions across the inbounding center and increase cross training. When the jobs were standardized we were able to identify an underlying problem in the facility. On further study that was attributed to OS&D (overages, shortages, and damages) issues. After analyzing data, we implemented a new process improvement initiative from a theory from Factory Physics that showed an annual cost savings of temporary workers by 10% total cost. The results of my internship at AGCO should a bottom line impact of over $4 million dollars of cost savings and a 10% decrease of annual operation costs associate with best business practices. I also left in place forecasting methodology for the supplies that will be received and for product demand. This forecasting methodology will decrease backlogs and also keep a KPI of stock-to-stock near their goal.
The primary objective of this project is to analyze the root causes of the LEX1 controllable kickouts in the slam lines and implement solutions to reduce the DPMO on the slam lines. Kickout data was collected for all outbound slam lines from January to June 2013. Kickouts were categorized into LEX1 controllable and uncontrollable (network wide change) based upon the causes of failure and pareto analysis was performed to identify the top three LEX1 controllable defects. The top three defects were identified as Weight out of Tolerance, Scanner1 hardware failure and Missing package data. Results: Scanner1 Kickouts on flats lines have been reduced by 72.5% from an average of 160 to 44 per day.Scanner1 Kickouts on autobox have been reduced by 74.17% from an average of 151 to 39 per day. Missing package data kickouts on Flats line have been reduced by 40% from an average of 63 to 38 per day. Overall weekly average DPMO was reduced from 21710 to 17937(17% reduction) and slam operator hours were reduced by 810 per month at the end of my internship.
The risk analysis model built during internship, presents the most accurate risk for each CPT at the beginning of the shift. This helped the managers in setting the right profiles for the shift and reduced the need for changing them frequently (observed from the critical decision log). The process of standardization has successfully reduced the variation in pick (standard deviation in pick rates for a shift has come down to 21 units). This tool and the standards contained in it helped the managers plan better for the shift and monitor the situation. The pick rates were analyzed for the day shift after the implementation of the standard collate logic to the pick rates for day shift before implementation. It was successful in increasing the pick rates on average for all process paths by 10% and decreased the variation for pick during the shift by approximately 40%. By implementing the above collate strategy for Singles; there was a significant increase in the expected pick rates per hour which is expected to achieve potential savings of $350,000.
This summer I worked for American Axle & Manufacturing (AAM) in the Shanghai Asian Headquarter. AAM creates equipment specification manuals which serve as a guide books in equipment procurement. The object of the manuals is to standardize the components used in the manufacturing machine itself. There has been a heavy burden of costs for factories in Asian areas to procure the listed components in the manuals. This is because they can only be imported from North American or Germany. My project was to discover the replacement components in local market, explore the base of suppliers, and draft a new equipment specification manual for Asian area. The project required the use of various tools that helped us focus on comparing the configurations, analyzing the costs, and negotiating with suppliers. We started the project by identifying “replaceable components”. By saying replaceable means that it is relative easier to replace the components with local materials, and the replacements would not affect the quality of the product or the safety of the operating associates.
Then next step mainly concentrated on collecting information regarding to the quotations from the suppliers, as well as the durability and performance of the local materials. After carefully research and analysis, we created a new list of approved components manual. The conclusion of the project is that around 15% of capitol expense and 80% of lead-time can be saved based on my project’s initiative. The manual will help AAM to build a new supply base from local markets and provide a large potential of more savings.
This summer, I interned with home services division of Sears Holdings Corporation. I was part of the strategy team and my responsibilities included designing product diversification and go-to-market strategy for one of the new services sears has planned to add to its diverse portfolio. The new services were designed around fulfilling the needs of the customer who seek technician help in fixing issues related to plumbing, roofing, handyman service etc. Working in the project was very interesting and a great learning experience as I had a chance to work on a project right from scratch till the service reached the end customer through our pilot program. My entire work during internship can be broken down into 3 main parts.
The organization presently has a Centralized distribution system with high ‘order to delivery’ time in the range of 10 days to the dealer. Because of the longer ‘Order to delivery’ time the organization is not able to meet the customer demand in an already highly competitive business environment. As a part of the project, network designing of the proposed distribution system was carried out using Cost-Responsiveness studies and Mathematical models to determine five hubs from a list of prospective hub locations across the country. Then, scenario planning was conducted for this proposed network based on the demand uncertainties prevailing in this dynamic industry to arrive at the optimal capacity for the network is proposed. Followed by the network design and optimization steps, a cost-benefit analysis was carried out for this strategic network redesign decision.
This summer I interned with Praxis Management International, a management consulting firm based out of Lake Forest, IL. Currently, Abbott produces around 400 research publications approximately annually, and there is a forecasted demand of 800 publications in the forthcoming years. The key objective of my internship project was to assess the current As-Is state of the HEOR (Health Economics Outcome Research) publication process and identify improvement opportunities from people, process and technology perspectives. I approached the project in two sequential stages – Process Understanding and Process Improvement. I evaluated process understanding opportunities by developing process models using IDEF tool and Process Continuity Maturity framework. I clearly defined all the activities of the publication system by breaking processes into individual compone nts with clearly defined controls, mechanism, resources, tools and outputs. I evaluated the process improvement opportunities through current state analysis, competitive benchmarking against clinical publication and thorough assessment of the various aspects of concerned business processes, technologies, and resource needs. The results of my recommendation was a huge success bringing a reduction of 50% to the total publication process cycle time. It also improved future projections and forecast demand by improving the publication capacity by 75%.
Primary intention of working as a summer intern at one of the coolest startup Flomio Inc, was to gain an insight in to how a startup works and learn how to build and sustain a business. Flomio being a hardware/software company built around NFC and cloud technology, it was a perfect fit for an electrical engineer like me. From my previous experiences, I had gained immense experience developing different kind of electronic and software solutions. Being a dreamer, imagining to build futuristic devices for interacting with computers and wearable devices, I intend to establish a startup of my own in the future.
Logitech ships much of the display orders out of it Olive Branch distribution center. Display orders are a significant part of product promotion activity and it is critical that products reach the customer on time. Display orders are either shipped through air or land. Air shipments are sent through vendor-2 and truck loads are shipped through vendor-1. There is a potential for significant savings on the display order freight cost. This can be realized by optimizing the mode of transportation, while maintaining the desired service level. The goal of the project was to develop a display routing guide for 48 US states and determine the cost savings that can be realized through the new routing guide. We developed a routing guide, which p rovides the cost effective shipping method for top 800 customer destinations (additional destinations can be easily added). Routing guide can be easily modified to include new destinations. We also developed a state based routing guide matrix, which provides the optimal “breakeven pallet count” for 48 US states.
I interned at Votenet Solutions, a small software company, this summer. It is a 3 Million dollar company and is the leading provider of secure on-demand voting and balloting software. I was recruited for the summer in order to work with the CEO to change the culture of the or ganization. The CEO’s vision was to make Votenet the “most thoughtful company in the world.” With this vision in mind, I started working on Employee Relations. This project helped me understand the importance of having engaged employees in the organization. After researching comprehensively, I created an employee engagement survey. Before distributing the survey to the employees, I communicated the importance of engagement and our vision to them. Along with heading the Employee Relations project, I also worked on recruitment. I proposed the idea of tying every activity that an employee undertakes to his/her performance appraisal to the CEO and told him that this would be a better way of getting employees engaged in the organization. And he could also tie -in yearend bonus to the same.
This past summer I had the privilege of joining the team out at Subaru of Indiana Automotive, Inc. as an intern in their Materials Camry division. The center focus of my internship involved finding ways to improve their current internal inventory management system. I increased the efficiency in my area by exploiting three major avenues: figuring out suitable ways to increase line side capacity, modifying the frequencies and delivery cycles of the automobile parts in order to create a more fluent process, and adjusting internal delivery routes to accommodate the new cycles I created.
I gained valuable experience using excel and access to create many different spreadsheets and databases in order to assist me with this process. I also could not have attained the results I came up with, if it was not for the mentorship I received from many of the team members this summer. By the end of my internship I was able to create a new and improve parts delivery system that would accommodate over 2,054 automobile parts each day. I designed and implemented the construction of 48 adjustable flow racks producing 20% more line side capacity. I also successfully reduced the existing inventory storage area to 8% of its original size.
In this summer I interned for CJ Korea Express in their CL (Contract Logistics) Planning and General Affairs Division in Seoul, Korea. After on the job training session and site tours for most of infrastructures CJ have, my project for the summer internship was to find issues and optimize Chevrolet SKD (Semi -Knocked Down) Center in Incheon. Semiknocked down is a product that is exported in a set of parts that have been partly put together, and which are then all put together for sale to customers. This is third-party logistics business and CJ and Chevrolet started the SKD business last September in order to export Chevrolet’s vehicles with reducing taxes. Since then, the company has promoted improvements, but is not free of error. Therefore, I had to assess the situations and the triage process in order to prioritize the project placed upon me. Based on inspection and survey from on -site managers and technicians, my goal was set focusing on two things: optimizing operation process production efficiency and improving SKD Center work environment. With great feedback and support from mentors and coworkers from HQ and SKD Center, I had the chance to learn and contribute many valuable things. They are summarized below: