Sarannia Mohandas

• Responsible for developing Annual and Quarterly Operating Plans and Budgets for Outbound along with departmental goals & objectives.
• Responsible for developing weekly capacity planning and workforce management plan along with hiring as per the departmental staffing requirements.
• Accountable for meeting Fulfillment Center and Outbound financial targets and performance measures.
• Accountable for Outbound operations management and performance metrics – safety, quality, cost and delivery.
• Improved operational efficiency by streamlining processes and implementing innovative strategies.
• Enhanced customer satisfaction with implementation of effective communication channels and timely resolution of issues.
• Increased team productivity, providing ongoing training, coaching, and performance feedback to staff members.
• Established robust performance metrics to track progress against objectives regularly and adjust strategies as needed for success.
• Managed complex projects from concept to completion, ensuring on-time delivery within budget constraints.
• Collaborated with cross-functional teams for seamless execution of large-scale initiatives and continuous improvement efforts.
• Optimized supply chain operations, establishing strategic partnerships with S&OP and Inbound teams for cost savings and improved lead times.
• Boosted employee retention rates through developing a positive work culture, fostering teamwork, open communication, and professional growth opportunities.
• Built strong relationships with key stakeholders through consistent engagement, collaboration, and transparent communication practices.
• Continuously assessed emerging trends in operations management along with best practices in order to make informed recommendations for future enhancements.

• Spearheaded process improvements, resulting in increased productivity and reduced operational costs.
• Championed safety protocols to maintain a secure working environment, reducing workplace accidents significantly.
• Analyzed data trends to identify potential bottlenecks in operations workflow and forecast performance, thus implementing strategies to mitigate operational risks.
• Implemented quality control systems that boosted overall performance consistency and reliability.
• Reduced turnaround time for project completion and maintenance shutdown through effective planning, resource allocation and team management.
• Conducted regular performance reviews for shift managers, identifying areas of improvement and developing action plans to address them.
• Led hiring, onboarding and training of new hires to fulfill business requirements.
• Established positive and effective communication among unit staff and organization leadership, reducing miscommunications, and missed deadlines.
• Reduced process bottlenecks by training and coaching employees on practices, procedures, and performance strategies.
• Launched staff engagement, gender diversity and cultural programs in addition to robust reporting tool that increased operational quality.

• Commissioning of Iron Ore Processing plant – Accountable for scheduling and sequencing start up phases after finalizing the operational strategies, accountable for developing Standard Operating Procedures and equipment specifications.
• Coordinate with Maintenance and Engineering services to determine production plan based on maintenance schedule and improve plant performance.
• Monitor and control process performances, product quality and develop continuous improvement programs.
• Perform engineering analysis to reduce downtime and outages and develop best practice process improvements to effectively utilize equipment and materials to maximize production.
• Monitor and control production KPIs in adherence to Safety, Environment, Quality, Quantity and Cost.

• Concentrator Annual Business Planning– Accountable for Concentrator Production planning, Cost estimation, Cost Benefit analysis, Financial modelling and Budget calculation.
• Achieve Annual Business Plan production target – Accountable for meeting production targets by developing & managing daily, weekly and monthly Production, Cost & Quality KPIs and their compliance.
• Production Performance reviews – Accountable for conducting Production performance analysis and generating Corrective and Preventive Actions followed by managing their execution.
• Budget management – Accountable for conducting Cost performance reviews, cost variance analysis and forecasting.
• Contract Management – Accountable for management of various service contracts including development of RFQ/RFP, engaging with procurement in vendor selection, processing invoices and Purchase Order amendments.
• Human Resource Management – Accountable for resource planning, conducting interviews, developing and managing manpower retainment and skill development initiatives.
• HSE management – Accountable for ensuring ‘ZERO injury’ at Workplace.
• Project Manager for implementation of DSO processing – Responsible for developing budget, conducting risk assessment, writing SOWs, contract proposals, developing WBS, maintaining issue logs, tracking project plan to baseline against schedule & cost and conducting Post Implementation Reviews, commissioning & operation of the plant.

• Achieve Annual Business Plan production target – 1.1 million tons of steel billets per annum through high speed casting of liquid steel in water-cooled Copper molds.
• Shut down coordination and resource management – 11 monthly shutdowns (1 day each) and 1 major shut down (7 days).
• Human resource planning and skill development plans.
• Stakeholder management – Compliance to Memorandum of Understanding with multiple stakeholders.
• Cost management – Cost estimation, Budget management and inventory control.
• Quality Control of product – Ensuring compliance to ISO 9001 standards.
• HSE management – Process Safety (PHA expert) and Work Place Safety controls (5S methodology and OHSAS 18001 standards).
• Risk Management – Risk analysis studies, development of Risk Register to monitor and control risks to Business, Safety and Environment.

PROJECTS

• Project manager for 3 Six Sigma DMAIC projects and 2 Self-Initiated Projects using LEAN principles for process improvement and product quality control integrating IT and automation teams.
• Project manager for 2 de-bottlenecking projects coordinating with multiple functional departments and maintenance agencies for achieving OEE targets.
• Project manager for developing “Centers of Excellence in Process Safety” in collaboration with DuPont across various departments by implementing Process Safety principles through conducting various PHA studies and designing process controls/safeguards to achieve the desired Safety Integrity Level for all critical processes.
• Project manager for Development of web based central Change Management System to intelligently manage Requirement tracking and breakdown, Ownership delegation, Risk evaluation with respect to potential impacts on business, safety & environment, Analysis recommendations based on the calculated risk and follow-up & escalation of recommendations (Agile project – Scrum & Kanban).
• Project manager for Development of ‘Product Lifecycle Management’ system which helps to track the status of process conditions and product features at different stages of manufacturing (SDLC project).

• Achieve Daily Plan production target – monitoring and controlling of Production KPIs.
• Monthly Shut down planning and resource management for Operations.
• Development of Standard Operating Procedures.
• Training of supervisors and technicians – 20 people working per shift (3 shifts per day).
• Stakeholder management – Compliance to Memorandum of Understanding with multiple stakeholders.
• Quality Control of product – monitoring and controlling of Quality KPIs, Continuous Process improvements and Process Stabilization.
• Project lead for various improvement projects.

One-year training – Academic studies pertaining to the iron & steel industry, mini-projects in various departments and management studies.