Arjun Narikannan Poyil

What did you do, and why that approach?

Led a 120-person unionized workforce across production, finishing, quality, packing, and logistics in a 24/7 manufacturing facility following the Saint-Gobain acquisition. Spearheaded operational integration by aligning legacy processes with global corporate standards while championing the Safety Department during the critical 6-month transition, establishing foundational HSE protocols and culture to meet Saint-Gobain compliance requirements. Owned annual P&L and departmental budgets, implementing cost-control initiatives that exceeded business objectives while optimizing labor costs and equipment performance. Actively participated in CBA negotiations with union leadership, leading MOU development and signing for workplace agreements and operational modifications. Managed the grievance resolution process by investigating concerns, interpreting CBA language, and implementing fair resolutions, reducing grievances through proactive communication. Maintained zero lost-time accidents through safety audits, risk assessments, and corrective actions ensuring full ISO and regulatory compliance. Executed strategic CAPEX projects to improve asset reliability and capacity, driving continuous improvement via Lean, TPM, and WCM methodologies. Engineered and launched a comprehensive KPI tracking system linked to Business Intelligence tools, enabling real-time performance monitoring and data-driven decision-making for the 24/7 operation.

What did you do, and why that approach?

Supervised a 15-person unionized team across multiple shifts, partnering with union representatives to address concerns, interpret CBA provisions, and resolve workplace conflicts. Implemented advanced MIS and KPI reporting systems to improve operational visibility and enable data-driven decision-making across manufacturing and finishing operations. Enforced World Class Manufacturing and ISO 9001 requirements, introducing shift incentive programs within CBA parameters that enhanced team morale and productivity. Led preventive maintenance planning, equipment troubleshooting, and 5S continuous improvement initiatives across the production floor, supporting operational excellence and worker engagement.

What did you do, and why that approach?

Managed operations for two manufacturing facilities in a highly regulated life sciences environment, consistently achieving productivity, recovery, and quality KPIs. Delivered €43,000 in annual cost savings—€18,000 through enhanced Overall Equipment Effectiveness (OEE) and €25,000 through process optimization—using Lean Manufacturing and ISO 9001/13485 frameworks. Led the successful launch of a new production line from planning and validation through equipment commissioning and production ramp-up, ensuring seamless integration into operations. Negotiated supply agreements with global vendors and generated strategic reports on productivity, labor costs, and quality outcomes for senior leadership to inform business decisions.

What changed because of this work?

What did you do, and why that approach?

Led manufacturing operations under TS16949, OHSAS 18001, and ISO 14001 standards while managing CAPEX projects and implementing Toyota Production System (TPS) methodology. Achieved €4,000 in annual cost savings through process optimization, cycle time reduction, and waste minimization, demonstrating continuous commitment to operational efficiency and compliance excellence.

What changed because of this work?

What did you do, and why that approach?

Ensured ISO 9001:2008 compliance across manufacturing operations while supporting production, engineering, and maintenance teams. Applied statistical analysis for quality control and process improvement initiatives, building foundational expertise in manufacturing excellence and regulatory adherence.