1. Resume. Ravindra G Nalatwad. + 91 9448591564. Top management professional Lean Enterprise & CI.
TOP MANAGEMENT PROFESSIONAL: CONTINIOUS IMPROVEMENT & LEAN SIGMA ENTERPRISE.
(Textile, Apparel, Foot wear and manufacturing and service industry)
 Spearheading sustained organizational growth in dynamic environments played a catalyst role in establishing
actionable solutions and building employee value/ talent, driving vision and achieving critical strategic goals.
 Proven achievements in implementing Lean sigma & CI across business value stream at Apparels and
Footwear catering some of the premium brands and adding sustainable value.
 Extensive back ground of business and continuous improvements (CI) in Textiles, Apparel and footwear at
international and multinational environments.
CAREEAR VISION:
STRIVE TO BUILD A SUCCESFUL LEAN SIGMA ENTERPRISE & CONTINIOUS IMPROVEMENT THROUGH 3 C –
CREATIVITY, CHALLENGE and COURAGE: GO AND SEE, LEARN AND DO.
Right strategy & process will produce right results: A. Philosophy (long term thinking): B. Process
(Eliminate waste & Add value) C. People and Partners (Respect, challenge and grow them): D. Problem solving
(Continuous improvement, Learning & doing).
ACADEMIC CREDENTIALS & CERTIFIED TRAININGS.
 PG Diploma in Finance and Marketing –With FRIST CLASS from AIIMS.
 BE (Textile) - Karnataka University in 1989. – With FRIST CLASS.
TRAININGS CERTIFIED.
 Advanced Lean Sigma- MBB (TBM Inc, USA),  Lean Sigma (TBM Inc. USA),
 Six Sigma- GB (BMSS, India)  Nike NOS Sensei core (NITC, Indonesia)
 3 P (Production, Preparation, Process (Nike China)  TQM – MBB (WIN Consultancy, UK)
 ISO-9000 (BIS, India)  ISO 14001 EMS (BVQI, India).
 Transformation of Leader ship Levels (TLL)  8 D & TPM & OEE & FMEA.
Honor Membership:
 Lean manufacturing institute of India (LEI)  Textile Association India.
PROFILE SUMMARY:
 A strong visionary professional with 26 years (12 years at Indonesia) of experience of fiber to
fashion a verifiable year-after-year success achieving revenue, profit and business growth within startup,
turnaround and rapid change in business environments.
 Experienced in highly engineered systems, TPS (Toyota production system), 6 sigma, TQM which require
deep understanding of critical business drives in multiple market and industries, highly successful in building
relationships with upper level decision makers, seizing control of critical problems areas and Sustainable
Manufacturing Practices to enhance business growth and stake holders satisfaction.
 A business accelerator – Lead and motivated cross functional & country teams comprised of large teams
and navigated organic top line growth for the business. Increased innovations & Involvement of employee,
product reliability, customer satisfaction & commitments.
 A keen planner, strategist and business accelerator – Master Trainer, skilled and translating abstract
concepts, theories and methodologies to make change agents and change at VSM to user friendly finance
solutions that clearly support business needs and enhance revenue generation.
 Respect and leverage human capital: Motivating, Mentoring & leading talented professionals by living
lead by example. And practice mutual trust and respect.
 Achievement oriented professional with excellent people management skills and ability to manage change
with ease. And a culture of continual improvement as long term practice.
Certified Master sensei and Lead Auditor for Nike business system and 3P implemented across Nike supply
chain successfully at footwear and apparel: Lean leadership & management system, Leadership scoping
facilities, workshop facilitation; budgets and developing business plans with deftness in managing the
utilization People, Process, Product. Planet, Profit & enhance world class organizations (OPEX).
People, Process, Product Improvement/Value Engineering / Quality Management.
 3 P – design the waste out of process & optimize (Quality, Quantity, Cost, Machine, Tools, Standard work)
Analyzing various processes / applications and recommending process modifications and equipment
calibrations to enhance operational efficiency. Stability of visual management, Visual factory.
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RAVINDRA G NALATWAD
Mobile +91 9448591564.(whatsapp)
E- mail: ravindragn@yahoo.com. Skype; ravindragn
Ravindra G Nalatwad. H.No.72/84, Shri shuka Priya, Bilgi layout, Mayuri
estate, HUBLI-580023, Karnataka, India.

2. Resume. Ravindra G Nalatwad. + 91 9448591564. Top management professional Lean Enterprise & CI.
 A good architected CI policies and plans : Conducted more than 30,000 man hours training on Lean sigma,
and 300 plus kaizen events: FMEA / PDCA / A3 / 6 sigma projects & reports: 20 plus TQM projects, and
earned revenue 1,5 Mn USD, improved bottom lines, Culture and also improved manufacturing practices,
standard operations / procedures.
 ORGANISATIONAL EXPERIENCE (Present to Past).
Present May 2016 to till date: Karle International as General Manager Continuous improvement &
Business excellence.
Responsibility: Continuous improvement Culture, Strategy planning, Process improvement, Cost
reduction. Competency development. Deploy Lean culture.
 Adhere to all company Policies and Procedures and actively promotes Continuous Improvement and its
activities and services for development of people, process, product.
 Presents, facilitates and leads assigned process improvement events using methods of culture-
appropriate team building, team energizing, data gathering and analysis, problem solving, project
management and state of the art presentation and platform skills.
 Deploy and evaluate process improvement and Lean Enterprise information, materials, and methods to
match specific organizational needs as outlined by management, and adapts them to use in the
execution of process improvement events.
 Participates in and coordinates the development of event Charters and scheduling of the events. Works
with departmental management to assure appropriate participation and support. Assists in locating and
reserving meeting locations and coordinating the delivery of services and materials necessary for a
successful event.
 Provides event follow-up to monitor the progress of planned improvement implementation to assure
timely action, appropriate management support, and achievement of expected benefits. Uses
appropriate measurement, analysis and evaluation methods to accurately identify and document process
improvements.
 Develops reports of overall Continuous Improvement activities including accomplishments, participation,
projected activities, and anticipated needs.
 Coordinates with related departments and functions to assure appropriate information flow and
understanding of overall process improvement direction.
 Prepares purchase information for departmental management review to identify materials, software and
other resources required for effective implementation of Continuous Improvement. Performs all other
related and compatible duties as assigned.
Achievements:
 The in house LEAN SIGMA shop floor workshops (2000 man hours) to management team and staff
mind set change to problem solving, creative thinking and add value to process.
 Value stream mapping CVSM / FSVM to identify opportunities at business process and action plan to
reduce– Reduce lead time by 3 days, WIP (60%), Created Material and information flow.
 Improved process efficiency from 46 % to 68 %. Reduced final inspection defect rate from 28 % 7 %.
 Implemented Engineered LINE DESIGN with line balancing (Reduce 10% man power), Error proof,
Method improvements and support Quick change over of styles.(Ramp up 7 days to 3 days)
 Implemented MMR & reduced by 0.5 (over all 2.3 to 1.8), Right size man power with IE workloads.
(Savings of 80 lakhs / annum and created R/R for effective functioning)
 Implemented business KPIs to business leads & align to group business goal, Vision and Mission and
support for achievement & sustainability.
 Set up CI promotion team at shop floor for development of kaizens (90 kaizens per month, trouble
shoot shop floor problems with RCA (Root cause analysis)).
 Improved inventory levels& turnaround time, Material handling and Sequence based production (FIFO).
 Empower and Engage employees Implemented ESS (Employee suggestations system) (5 kaizen/day)
 Projects for reduction of over head cost & Target Min. 10 % by Dec 2016.
 Projects for skill and talent development: Absenteeism, craftsmanship (Multi skill development),
best practices at shop floor & sharing, QFC (Quality first Culture).
 October 2015 to till March 2016. Head business development - Gokak Textiles and Campbell
knitwear, Gokak falls.
Responsibility; Business Development, Projects, Purchase, Strategy planning.
 Strategic business planning to increase value added products and services to improve bottom lines.
 Implement OpEx models to improve efficient product, process, and people.
 Establish business development relations with customers & new BD with most viable product (MVP).
 Forecast market trend / seasons and meet product costing as per demand and profit realization.
 Revenjunate the Apparel business (Campbell knit wear) & VE models to meet B/E and progression.
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3. Resume. Ravindra G Nalatwad. + 91 9448591564. Top management professional Lean Enterprise & CI.
 Heading Group purchase to control – Inventories, Pricing, Lead time, Credit policy, vendor rating/
Relations, Establish budgets & Targets, Inbound QA, JIT & FIFO.
 Prepare Monthly P/L accounts, RCA and action plans for entire supply chain and Reduce waste and NVA.
 Lean sigma & technical Training to develop competency of people and process.
Achievements;
 Change of product mix, increased VA products to cover all costs, reduce NP product mixes and services.
 Improve efficiency, Utilization, Reduce waste by PDCA projects yielded improvement of 5 % of total
cost.
 Reduced inventory levels from 30 days to 6 days to streamline cash flow and cost savings.
 Developed new vendors / products, sharp negotiation saved 15 lakhs per month, mutual benefit credit
policy.
 Implemented Cellular Mfg. reduced 8 people/line & production from 600 to 900 pcs per 8 hrs.
 Training for Competency mapping and Kaizen projects.
 May 2012 to October 2015. Deputy General Manager (DGM) – LEAN (Head India operations) –
Feng Tay group, (Nike business) Kanchipuram, Tamilnadu, India.
Total 23000 man hours (1200 Man) training conducted Lean Sigma (Toyota Production System), 3P, &
Handled 150 Lean sigma shop floor kaizen events / 50 Kaizen promotion office projects, Value
Engineering projects & SMS.
Responsibility;
 Develop, architect group LEAN / SMS through strategy deployment, Serves as the Lean Sigma technical
content expert and build organizational sustainability of business process improvement knowledge and
strategies.
 Lead design, develop & deliver of product and services through People, Process, and Product.
 Drive Kaizen promotion office (KPO) for competency development of People by Spreading Lean
Knowledge / skills, Kaizen events, Small Group Activities (SGA), Problem solving & Continuous
improvement.
 Collect real time data, Analyze Business KPIs, NOS metrics, LAT Scores and improve through PDCA/ A3
strategy.
 Monthly / Quarterly review of the lean /NOS progression with factory & leadership teams, derive
strategy of continuous improvement & sustainable growth.
 Establish Benchmark production lines, Best practices & proliferate with-in and across group.
 Benchmark group factories for facilitating lean development work shop and spread lean culture.
 Communication with NIKE NLO and update progress of strategy deployment and develop new strategies
align and focused to group and NIKE.
Achievements;
 Factory rating achieved from bronze to GOLD (MI rating) and received global best operational excellence
in Foot wear award from NIKE FY 2014 and appreciation for SMS progression at Lean & HRM, Waste
Management.
 Implemented & certified 9 NOS lines successfully and Lean Assessment tool (LAT). ESAT, HRMAT, HSAT.
 Conducted 23000 man hrs of Lean concepts Training for all management teams and enhanced
competency skills up to 75 % & successfully conducted Internal NOS sensei Trainings, Process Audits &
SMS.
 Achieved 300 % growth of Kaizens, Conducted Shop floor Kaizen events 350 plus, kaizen innovations &
re-engineering to product simplify process & improve efficiency (More than 100). Error proof, Increase
computer stitching, Multi skill development, Lean lay out to improve flow (Output and Quality).
 KPO for Continual Problem solving at gemba, process improvement & standardization, Empower &
Engage employees for suggestations systems & rewarding / cultural transformation. Implemented TPM
for M/c reliability, down time, reduce spare part cost & implemented maintenance Schedules.
 Improvements at Efficiency by 20 %, Quality rate (QR) 25 %, manufacturing cost reduced by 20 %, Raw
material savings by 8 %, reduced manufacturing lead-time from 6.2 days to 3.3 days. Improvement of
5S & VM by 55 %, Reduce down times by 60 %. Safety improved by 200 %, reduction at Solid
Waste/Hazardous Waste/Chemical Waste by 50%. Energy savings by 8 %, water savings by 13 %.
 Established well being kaiznes / innovations (70 per month) and rewarding system for employees, Lean
laid outs, process re-engineering for reduction of wastes, Lead-time & increase value addition.
 Achieved best beyond compliance & bench marking factory from NIKE through CSR activities
 The potential savings from Lean implementation / kaizen is USD 1.5 Million.
 May 2009 to June 2011. M/s. Gokal Das Exports India, - Apparels. Lead KPO/Lean Mentor.
Duties and Responsibilities.
Total 6000 hrs of Lean Sigma (Toyota Production System) Training Experience & Handled 200 Lean
sigma shop floor kaizens.
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4. Resume. Ravindra G Nalatwad. + 91 9448591564. Top management professional Lean Enterprise & CI.
 Develop the architect and implement a Lean Sigma improvement process across value chain. Serves
as the Lean Sigma mentor and build organizational sustainability of process improvement knowledge and
strategies.
 EOV (Executive over View) tool for plant assessment and identify business process and shop floor kaizen
(SQDC) for Improvement of Efficiencies & Quality and reduce cost. Use Creatitivity before capital with
Kaizens.
 GEMBA Walk to identify wastes and prepare Plan of actions to Training & Implementing with to process
owner.
 Deliver Lean Sigma training; Ensure consistency of core training. Educate and coach employee to become
change agents utilizing Lean Sigma methodologies.
 Communicate with the Executive Management Team on the status of continuous improvement projects.
 Partner with executive management business leaders, project champions, and process owners in developing
a portfolio of continuous improvement projects that are aligned with business unit goals and objectives.
 TPM organization for Zero down time, Zero break down, Zero defect, Zero accidents, Increase up time
by 80 %, reliability and effectiveness of the Equipments for ON TIME PERFORMANCE.
 The Lean Sigma Break trough’s as below (Kaizen Gains),
 Improvements in sewing productivity (100%)
 Manufacturing Efficiencies (100%)
 First Time Right Quality (FTR) - (80 %)
 Reduced WIP @ batches (80%)
 Set up Sequence base production & flow management to meet Takt time.
 Implemented Line design, Process cycle times to measure and improve Efficiency.
 Quality Problem solving, Standard Operations, PDCA – A3 improved DR %, OTP.
 Implemented NOS (Nike) at shop floor and maintained certified sewing lines from Nike, NLO India.
 Implemented Integrated Cut to on line pack system as per NOS guidelines.
 Implemented Perfect Line Concept I.e. Sewing Line should meet 100 % Efficiency with Zero % Quality
defects.
 Implemented Lean to Green projects, Employee suggestation system & CQM projects.
 Total achieved savings of Rs.450 lacks, with a cultural change road map begin across the organization.
 Craig more Textiles Pvt.Ltd. Bangalore, India. May 2008 to April 2009. – Manager Technical.
 (Embroidery + Processing +Fabric/Yarn Sourcing) –. Delivered Total Cost savings Rs.80 lacks through
Effective implementation of TQM - Improvement in M/C Utilization by 15 %, Reduction of Re-work by 50
%, and Quick change over (4 hrs), – Utilization of 4 Ms.
 May’2002 to October 2007 with PT. Eratex Djaja Ltd. (Vertical Integrated Unit, Spinning,
Weaving, Apparels) – Indonesia - Manager Operations. (50,000 spindles + 150 weaving M/c and
1000 sewing machines).
Notable Contributions;
 Increased Production from 18 tons / day to 21 tons/day, Quality level below uster 25 % level, warping
breaks / 5 million – 15 to 5, weaving efficiency from 78 % to 92 %, Conducted TQM Training / Lean
sigma manufacturing classes to locals (Indonesians) in local language and implemented
Quality/cost saving projects successfully first time in the organization.
 Total 125 TQM / Lean sigma projects experience and 5000 plus hours of coaching experience.
A team effort for improving production, Efficiency and Defect rate (DR) has earned profits in US$ 1.5
million.
 Received the appreciation from management as a Best Performance Manager in Group for the year-
2005/06, and received the rewards every year.
 Jan’95 to Mar’98 and Mar’00 to May’02 with PT Gokak Indonesia. Indonesia – Manager – Quality
Assurance. (Spinning)
Notable Contributions;
 Plan and execute QA function, achieved QR % above 98, Conducted TQM awareness training for culture
and skills improvement, cross functional teams to work on projects to improve utilization of Raw
material & Machine hours, Quality, Cost & satisfied employee relations.
 May’98 to Jan’00 with Amit spinning Industries Ltd. India. As Asst. Manager Projects and
Developments.
Notable Contributions;
 Functioned as an Overall In-charge for implementation of Textile project of 10,000 spindles & Knitting
machines.
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5. Resume. Ravindra G Nalatwad. + 91 9448591564. Top management professional Lean Enterprise & CI.
 Prepared feasibility reports, implementation chart (PERT), co-coordinated with plant & external agencies,
Technical and financial negotiations, Erection and commissioning of machineries, implemented the
project without cost and time over run.
 Feb’92 to Jan’95 with Forbes Gokak India as Senior Engineer Quality and Planning.
Notable Contributions;
 Implemented TQM projects and ISO-9000 Quality systems, on line – OFF line Quality assurance systems
to achieve the quality towards Zero defects.
 Feb’89 to Feb’92 with Mafatlal Fine spinning and Mfg. Co Ltd. India as junior Engineer
(Production/QC).
Notable Contributions;
 Handled to reduce yarn waste-Systems to Re-use size mixtures-Preventative maintenance schedules &
reduced down time.
 SKILLS.
 Problem-solver with determination for success, People connector & mentor.
 Non-threatening communicator, Persuasive influencer/Collaborative.
 Professional & interpersonal skills excellent.
 Ability to complete on time/eager for results & Good communication written / oral, Reporting.
 Ability to travel domestic/international (50% +)

 Countries worked / visited; Indonesia / China, Malaysia, Singapore, Srilanka, Taiwan
 Papers presented: A Lean journey and benefits by Tumkur University, Karnataka.
 Social Service: Volunteer service to Khadi and village industry for development of khadi centers,
product and development at North Karnataka.
 IT SKILLS
Well versed with Office Automation & Internet Applications.
 PERSONAL DETAILS
Address;
Ravindra G Nalatwad. H.No.72/84, Shri shuka Priya, Bilgi layout, Mayuri estate, HUBLI-580023, Karnataka,
India.
 Telephone; +91 836 2254282 (India). +91 9448591564.
 Martial Status; Married and Having One daughter.
 Date of Birth: May 25, 1966.
 Father Name; Gopalachrya Nalatwad.
Passport Details: Possess a valid Indian Passport till 2024.
 Languages Known (Read-write-speak): English- Hindi-Marathi-Kannada- Tamil - Bhasa
Indonesia. Malaysian.
Interests; Reading, Playing and Listening to Music, web browsing.
REFERENCES.
Mr. G Nanadurai.
Category Director – Nike, India.
+86 188 1890 2844.
Mr. Ramu H.
DGM – Logistics & EXIM. Karle group.
+91 9900014031.
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6. Resume. Ravindra G Nalatwad. + 91 9448591564. Top management professional Lean Enterprise & CI.
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7. Resume. Ravindra G Nalatwad. + 91 9448591564. Top management professional Lean Enterprise & CI.
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