Wesley Navaraj
Current
Senior Manager Printing
Education
D.P.Tech Printing Technology with Lith...
Industry
Printing/Packaging
About Wesley Navaraj
• A Qualified Printing Technologist, from a Regional Institute of Printing Technology, Madras.
• Experienced in Operations, Production, QA & QC, Maintenance, Inventory Control, Purchase and Customer Service.
• Experienced in implementing SOP for enhancing the Product Quality.
• Experienced in handling Prepress, multi-color sheet-fed and web-fed offset machines.
• Experienced in Operations.
• Experienced in Operations, Production, QA & QC, Maintenance, Inventory Control, Purchase and Customer Service.
• Experienced in implementing SOP for enhancing the Product Quality.
• Experienced in handling Prepress, multi-color sheet-fed and web-fed offset machines.
• Experienced in Operations.
Wesley Navaraj ’s experience
Project Mgr-Production/ Manufacturing/ Maintenance
at
Vaartha Newspaper
, Hyderabad, INDIA
July 2007 – August 2009
Industry: Printing/Packaging
Functional area: Production / Maintenance / Quality
Standard Operating Procedures ( QA ,QMS,5S, Six sigma )were
drafted and implemented and so the quality of product got
improved and the down time of machines
minimized. Cleanliness and orderliness of press got improved
ever since the SOP was introduced. Training was imparted to
staff across all nineteen centers to standardize the procedures
and there was improvement in quality, reduction in downtime,
wastage and improvement in communication. Training was
imparted to maintenance crew on preventive maintenance methods
and there was lot of improvement in machine performance and
reduction in downtime. Training was imparted to production
crew and so there was improvement in product quality and
reduction in wastage of materials. Training was given on
documentation to all team leaders and so there was improvement in
minimizing the quality defects. Auditing of the
implementation of SOP was conducted on a monthly basis and
advised for improvement wherever necessary. Performance
Appraisal of each staff was done on a half yearly basis and
advised for improvement wherever necessary. Customer service
got improved as every day coordination meeting was conducted
among departmental managers and feedback and suggestions were
received from Business Development and Marketing staff. This
helped in minimizing the defects. The quality of materials
and consumables got improved as there was close interaction with
Materials / Purchase department on a daily basis. Standard
stock of materials and spares was maintained in stores and sub
stores while the pilferage and wastage was minimized. There
was improvement in the dispatch timings of goods as the logistic
records were maintained and monitored closely for improvement.
drafted and implemented and so the quality of product got
improved and the down time of machines
minimized. Cleanliness and orderliness of press got improved
ever since the SOP was introduced. Training was imparted to
staff across all nineteen centers to standardize the procedures
and there was improvement in quality, reduction in downtime,
wastage and improvement in communication. Training was
imparted to maintenance crew on preventive maintenance methods
and there was lot of improvement in machine performance and
reduction in downtime. Training was imparted to production
crew and so there was improvement in product quality and
reduction in wastage of materials. Training was given on
documentation to all team leaders and so there was improvement in
minimizing the quality defects. Auditing of the
implementation of SOP was conducted on a monthly basis and
advised for improvement wherever necessary. Performance
Appraisal of each staff was done on a half yearly basis and
advised for improvement wherever necessary. Customer service
got improved as every day coordination meeting was conducted
among departmental managers and feedback and suggestions were
received from Business Development and Marketing staff. This
helped in minimizing the defects. The quality of materials
and consumables got improved as there was close interaction with
Materials / Purchase department on a daily basis. Standard
stock of materials and spares was maintained in stores and sub
stores while the pilferage and wastage was minimized. There
was improvement in the dispatch timings of goods as the logistic
records were maintained and monitored closely for improvement.
Project Mgr-Production/ Manufacturing/ Maintenance at New Indian Express , Bangalore, INDIA
November 1995 – July 2007
Prepress and Print crew were taught Standard operating
procedures (QA,QC and QMS ) and there was improvement in Product
Quality, Delivery on Time and reduction in wastage of materials
and consumables. Training and education were imparted on
Multi-skills and many of the staff learned additional skills than
their regular skill/work which resulted in the reduction of OT
expenses and manpower requirement. Handled manpower so
tactfully which made the laborers’ union inactive and positive
towards the efficiency of production.
procedures (QA,QC and QMS ) and there was improvement in Product
Quality, Delivery on Time and reduction in wastage of materials
and consumables. Training and education were imparted on
Multi-skills and many of the staff learned additional skills than
their regular skill/work which resulted in the reduction of OT
expenses and manpower requirement. Handled manpower so
tactfully which made the laborers’ union inactive and positive
towards the efficiency of production.
Project Mgr-Production/ Manufacturing/ Maintenance at Times of India / FEL , Bangalore, INDIA
September 1993 – October 1995
Handled Production, Maintenance and Inventory Control of
materials and spares and ensured the smooth running of press by
implementing QA/QC and QMS procedures. The power of labor
union was shattered as printing was carried out with officers,
engineers and few casual laborers for twice when the workers went
on flash strike.
materials and spares and ensured the smooth running of press by
implementing QA/QC and QMS procedures. The power of labor
union was shattered as printing was carried out with officers,
engineers and few casual laborers for twice when the workers went
on flash strike.
Workman/ Foreman/ Technician at Deccan Herald , Bangalore, INDIA
August 1989 – August 1993
Learned to operate multi color web offset machines and
printed daily newspapers, weekly magazines and
books. Learned to do preventive maintenance systematically
and documentation wok.
printed daily newspapers, weekly magazines and
books. Learned to do preventive maintenance systematically
and documentation wok.
Factory Head at Thiraviam Printers , Tuticorin, INDIA
January 1986 – June 1989
I was privileged to manage the press independently and
learned Operations, Marketing, Customer Service and
Administration of a job press. I also learned to outsource
work whenever and wherever necessary.
learned Operations, Marketing, Customer Service and
Administration of a job press. I also learned to outsource
work whenever and wherever necessary.
Wesley Navaraj ’s education
D.P.Tech [Printing Technology with Li...],
Institute of Printing Technology (Southern Regional ) [December,1984]
, Chennai, INDIA
XII [Economics, Humanities],
Board of HSC Education [May,1985] , Chennai, INDIA
Wesley Navaraj ’s additional information
Interests:
• Operations (Production, Maintenance and Coordination)
• Quality Assurance / Quality control ( QMS,QA,QC,5S,Six Sigma )
• Administration
• Inventory Control of Materials, Consumables and Spares for Production
• Guiding Purchase department
• Packing, forwarding and logistics control
• Customer Service
• Business Development
Awards and achievements:
Prepress and Print crew were taught Standard operating procedures (QA,QC and QMS ) and there was improvement in Product Quality, Delivery on Time and reduction in wastage of materials and consumables.
Training and education were imparted on Multi-skills and many of the staff learned additional skills than their regular skill/work which resulted in the reduction of OT expenses and manpower requirement.
Handled manpower so tactfully which made the laborers’ union inactive and positive towards the efficiency of production.
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