Sachin Baheti

Projects Undertaken

2024:

• Operations head for NLS-SYNC (Standardizing unit) and on plan to standardize 9 buildings at Base by end of Quarter 2.
• Management team member since Jan 2024 in NLS-FSU (Fast Setup Unit). Moved customer with Four wall Inventory of 800K units (4500 sku's) in 2.5 days to newer building and was back within SLA by mid week.
• Company wide implementation of Employee Suggestion program. Rolled out Google questionnaire for immediate responses and effective tracking.
• Organized Amazon facility and Toyota plant tour for entire management team and adapted some projects for our company as CI

2023:

• Operations head during POC of new AGV in our facility. Working on Profit portion of ROI alongside our engineering team
• SME during EM implementation and validation (Labor costing & productivity software). Seen an ELS score going up from 70% to 85% within 2 months. Targeting for 90% by end of February.
• Cost-effectively moved 951,874 units (5,866 SKUs) to new facility with black out period of three days
• Adapted and redesigned operating strategies while account format changed from 30% unit pick to 50% unit pick
• Controlled MHE procurement costs and added annual savings of $50,000
• Implemented Put to Wall method and saw 8% decrease in annual labor cost
• Suggested cost saving plan of controlling indirect hours, saved almost $5,000 in past 3 months
• Generated annual savings of $100,000 for customer just by changing type of corrugates
• Improved KPI using TIMWOODS. Worked on Process flow and targeted on reducing Transportation hours. Saved labor daily cost for around 4 hours resulted in savings of $20,000 per year.
• Applied labor tool for profitable operation strategies and reducing labor cost
• Companywide implementation of Waterflow analysis during peak. Improved customer satisfaction

2022:

• Converted Rental forklifts to Leased, generated annual saving $40,000
• Re-ticketing 60% on-hand four wall inventory during black out period of 15 days and achieved labor cost of 62% at target of 75%

Responsibilities

• Budgeting for next year based on forecast and past trends. Monitoring monthly Actual vs Budget and monthly EBITDA
• Led 6 Supervisors and nearly 60 team members in 300K sq. ft. DC, operating in semi-automated environment
• Developed 4 Team leads as future Supervisors and 2 Supervisors as future Operations Managers
• Initiated various employee recognition program like Employee of the month, Cheers for Peers and Designated parking spots
• Advanced facility safety by implementing H&S calendar along with a JHSC presentation
• Introduced employee wellness program by placing Snake Plants around facility and buying foos-ball table
• Developed management team by providing constant Continuous Improvement projects
• Awarded NLS award for “Moving the product, Collaborating with curiosity and Culture is at heart for 2022”
• Awarded NLS award for “Best Christmas Decoration, 2022”
• Certified as "Train the Trainer" by Johnston's equipment in 2022.
• Fostering Diversity, Equity, and Inclusion programs and initiatives
• Liaises with client to ensure ongoing satisfaction, responds to new requests, and resolve issues
• Developing management team (business intelligence, excel training, health and safety, public speaking)
• Servicing customer with approximate SKU base of 5,900 and maximum on hand units of 1.8M.

Projects Undertaken:

• Implemented robot pick system for this account
• Applied successful operations strategies to increase service
• E Commerce SLA increased by 25%, same day Indy by 25% and Retail by 35% in one year
• Successfully oversaw multiple projects (setting up multiple smaller accounts and hiring staff for same)
• Trained as Super User when new Warehouse Management System was adapted
• Provided training in various facilities
• One of key members in the process of implementing 5S procedures
• Establish daily overview presentation to enhance effectiveness of management meetings
• Implemented bi-hourly pacing report for enhanced visibility of processing volume by business group

Responsibilities:

• Monitor KPI’s on daily & weekly basis and provide support to other supervisors to ensure goals are met
• Ensure staffing levels are adequate to meet SLAs and review levels to ensure over staffing does not occur
• Establish workload priorities and provide clear sense of direction of manpower allocation
• Evaluate results, take corrective actions, and establish process controls to improve SLA
• Manage 3 direct reports (Team leads) and 30 associates in day shift
• Servicing one customer with average SKU base of 80,000.

• Responsibilities:
• Worked with GM to gain understanding of KPI’s and processing capacities by processing type and plan daily, weekly, monthly capacities to meet or stay within SLA
• Stayed within SLA for 99% in an year
• Worked with Operations Managers and Supervisors to ensure that all orders are completed on time for shipping
• Coordinating special, last-minute order requests with customer service, operations, and transportation groups
• Developing, analyzing, and executing wave plan to predetermine ship schedules.