TAPAN KUMAR CHANDA | LICG

TAPAN KUMAR CHANDA

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TAPAN KUMAR CHANDA

Principal Consultant

EDUCATIONAL QUALIFICATION
Bachelor in Mechanical Engineering from Jadavpur University
Post Graduate in Mech. Engineering ( M.Tech from I.I.T – Kharagpur 1963- 65)
lead Auditor ( ISO 9000 ) certificate from BATALAS, U.K.
Kaizen Training from Singijutsu Consultant in Japan in 1998 ( GKW at Hitachi Air conditioning Plant )
Qualified Malcolm Balridge ( JRD QV ) Examiner.
ZF International Seminar at Shaffuhaussan in 1981 on SG iron.- 3 weeks
Foundry Congress at Dusseldorf in 1989.

EXPERIENCE PRIOR TO KAIZEN INSTITUTE
31 years experience in Production & TQM, Kaizen in Tata Motors ( 1970 – 2000).
1997 to 2000 worked as Kaizen Co-ordinator & as Internal Consultant at Tata Motors under the guidance of Singijutsu Consultants.
1970 – 1992 in various functions of Foundry division.( Molding,Core, Heat Treatment, Pattern Shop, Melting, Quality Assurance, Trouble Shooting of Alloy Iron, SG iron, Steel Foundries )
Recipient of Quality Award from President of India on behalf of Tata Motors in 1992 in New Delhi
Suggestion Co-Ordinator of Tata Motors & Secretary INSSAN, Jamshedpur chapter.

EXPERIENCE WITH KAIZEN INSTITUTE
Since 2001 to 2007, attached with K.I( Kaizen Institute).Delhi as Consultant & got the opportunity of working in a wide range of Industries which covers Automobile Ancillaries ( Maruti, Hero Honda, Tata Motors ) , Ispat Group of Industries including Steel Plant, Cold Rolling mill, Spinning mill, Foundry, Ferro Alloys, Heavy Engg in Public sector ( BHEL), Paper mill, Terry Towel at Trident Group, Biscuit Factory etc.

KAIZEN EXPERTISE
Acquired the expertise of introduction of Flow & Pull production ( Lean Manufacturing in line with Toyota Production System.
Micro Level analysis of Process & Identification of Mudas by application of 6 Kaizen Tools ( Takt time, Spagatti chart, SWCS etc ) , Design of Lay out change in line of Single Piece Flow.
Knowledge in introduction of T P M, O.E.E, 5S, Visual Management Control., SMED

CLIENTS SERVED (WITH KAIZEN INSTITUTE)
Omax Group of Industries – Press shop, Machine shop, Welding , Electro Plating, Painting
Munjal Group of Industries – Hero Cycle, Cold Rolling, Pressure Die Casting, CNC machining, Plastic Molding, MOPED manufacturing, Cold Forging & Gear manufacturing.
Ispat Group of Industries – Steel Plant, Hot & Cold Rolling Mill, Spinning mill, Foundry( Roll Casting & Machining), Ferro alloys production.
Trident Group of Industries— Spinning, Terry towel ( Weaving, Process House for Dye application ), Paper mill.
Public Sector industries – Heavy Machine shop, Welding fabrication Assembly ( BHEL), HMT etc
Lakshmi machine works, Coimbator,7 Electrosteel- Bhuj,Ahmedabad &8 Modern Steel-Chandigarh

OTHERS
On completion of UNIDO assignment ( 2008-2010 july– 30 months cluster program), engaged by ACMA on cluster program ( 2010 Aug to 2012 July)– 5 SME at Jamshedpur;
Major Transformation in the form of Cultural change ( daily cleaning of M/C by CEO, Mgr, Workmen for 15 minutes ), Introduction of Flow Production ( Substantial savings in crores/annum), OEE, SMED, 7QC tools – customer complaint comes to Zero) 5S, VAPCO, ITR, Absenteeism reduction, SGA / Quality Circle, Kaizen/Poka Yoke– in fact all the 11 company ( UNIDO-6 nos & ACMA– 5 nos) are now working as Lean Production mode & are in a position to compete with any organization in automobile sector;
I have participated in Training program in the eastern India organized by ACMA-ER as the Faculty on various topic eg (1) 5S (2) Autonomous maintenance, OEE (3) TEI ( Total Employee Involvement) (4) Kaizen– Flow Production in line of Toyota Production System showing case study where savings of Man power, Productivity, Space; (5) Visual factory (6) Store Management– Minimum, ROL, Max; Around 40 to 50 persons participated (from Kolkata & Jamshedpur )in each Training Program held at Jamshedpur
On completion of UNIDO assignment ( 2008-2010 july– 30 months cluster program), engaged by ACMA on cluster program ( 2010 Aug to 2012 July)– 5 SME at Jamshedpur;
Major Transformation in the form of Cultural change ( daily cleaning of M/C by CEO, Mgr, Workmen for 15 minutes ), Introduction of Flow Production ( Substantial savings in crores/annum), OEE, SMED, 7QC tools – customer complaint comes to Zero) 5S, VAPCO, ITR, Absenteeism reduction, SGA / Quality Circle, Kaizen/Poka Yoke– in fact all the 11 company ( UNIDO-6 nos & ACMA– 5 nos) are now working as Lean Production mode & are in a position to compete with any organization in automobile sector;
I have participated in Training program in the eastern India organized by ACMA-ER as the Faculty on various topic eg (1) 5S (2) Autonomous maintenance, OEE (3) TEI ( Total Employee Involvement) (4) Kaizen– Flow Production in line of Toyota Production System showing case study where savings of Man power, Productivity, Space; (5) Visual factory (6) Store Management– Minimum, ROL, Max; Around 40 to 50 persons participated (from Kolkata & Jamshedpur )in each Training Program held at Jamshedpur
On completion of Cluster program, presently engaged as counselor at
Accropoly Metal Industries Pvt ltd– Jamshedpur, a 100 crore turn over Press shop & Fabrication unit supplying to Tata Motors & Railways since 2012 August
Gemus Engineering ltd– Kolkata, a 50 crore turn over SGIron foundry supplying to Tata Motors & Railways since 2013 July
In all these industries, there is major transformation in employees attitude & involvement(TEI) & Productivity improvement.

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