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Sid Persaud
15 Saxony Drive, Markham, Ontario L6C 2B4
Phone: 905-887-6304; Cell: 647-880-9300
E-mail: spersa5494@rogers.com
RELEVANT SKILLS
• Extensive experience in managing people; consistently display an entrepreneurial spirit and
contagious, positive energy, long-term forward planning and a drive toward consistent growth
• Experienced in time studies of actual operations, flow models based on cycle time, uptime, yield and
rework projections to determine impact of 'what if' changes in assumptions, operational methods and
work standards using various measurement techniques, equipment capacity and manpower
requirement
• Experienced in Toyota Production Systems methods, Five S’s, Kaizen, 5Whys, and continuous
improvement. Established Just-In-Time with all key suppliers, customers and production associates
• Achieved QS-9001/ TS 16949 registration in automotive companies and organized the “Quality
Champion” program and review APQP, FMEA, PPAP’S etc.
• Demonstrated a record number of accomplishments in budget attainment, P & L, safety reductions,
customer satisfaction, employee development, manufacturing process, continuous improvements
included cost reduction, and supplier delivery
• Reviewed proposal specifications and drawings to determine scope of work and required contents of
estimates. Reviewed design options and recommends best solutions based on cost, engineering
quality, or availability of materials. Prepared full cost estimates
• Established self-directed work teams in Union and Non-Union environments
• Experienced with various computer software systems, AS400, CMS, MRP, SAP systems, and Microsoft
applications
EDUCATION & DEVELOPMENT
• Certificate in Project Management (PMP) – Centennial College
• Certificate in Management Accountants, Level 5 CMA- Seneca College
• Diploma in Computer Science - Devry Institute of Technology
• Technical workshops & Toyota Production System workshops
PROFESSIONAL EXPERIENCE
Ennis-Flint Traffic Safety Solutions Company-Pavement Marking Products
Plant Manager November 2012 – Present
• Dedication and commitments to Ennis-Flint continue to be the driving force in our success. As a result,
we have taken better care of our customers and provided them with higher quality products, all while
operating our plant in a safe and cost efficient manner. Continue my efforts to build a customer-
focused, collaborative and continuously improving culture where every associate feels valued and
understands the role they play in making the roads and highways of North America a safe place for
everyone. On behalf of the hundreds of millions of people that rely on our products to keep them safe
on their daily walk, bike or commute-Ennis-Flint traffic paint, Pickering Plant.
RAB Design Lighting- development of energy efficient lighting fixtures
Plant Manager August 2011 – October 2012
• Implemented Kaizen and Kanban continuous improvement and cost reduction programs. Responsible
for evaluating, improving the tooling process and tooling capacity planning. Coached, counseled,
motivated and managed production line personnel while adhering to company policies and procedures.
Accountable for production and quality targets by directing activities of manufacturing associates.
Promoted and maintained cooperation, innovation, and teamwork within the plant

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Action Moulding and Design Ltd.
Plant Manager August 2009 – August 2011
• Managed all production activities for 24/7 operations to ensure the manufacture of the high quality
product in the most cost effective manner. Lead, mentor, and motivate all production staff members.
Identify and implement productivity improvement programs using Kaizen, Cycle Time Reduction, and
other Lean Manufacturing techniques. Make efficiency improvements, spoilage reductions, and process
improvements to meet zero defects. As a senior member of the management team, establish
production and quality standards, developing budget, and promote positive company image.
Progressive Moulded Products- a fully approved Tier 1 supplier for the automotive industries
Plant Manager May 2006 – July 2009
• Through leadership and lean skills increased plant efficiency from 58% to 85% by strategic deployment
of cycle-times on machines; this resulted in reduced set-up time and cost leading to 10% reduction in
operating expenses
• Initiated the 5S discipline (sorting, simplify, sweep, standardize and sustain)
• Planned, developed and implemented new methods and procedures designed to improve operations,
minimize operating costs, and affect greater utilization of labour and material
• Identified issues involving inefficiencies, non-value added activities, quality concerns, and implemented
corrective action; ensured timely follow-up
• Developed standard operating procedures (SOP), production schedules and maintained an inventory of
raw materials and finished products
• Ensured new products were launched on time and within budget
• Worked with engineering to plan and implement changes to machinery and equipment, production
systems and methods of work; actively participated and drove continuous improvement activities to
ensure maximum results in reducing costs
• Reported daily (DKPM) on production efficiencies related to machine utilization, scrap and downtime on
three shifts. Aided engineering in the development of equipment maintenance schedules and/or
replacement of machines
• Participated in Plant Safety Inspections and Housekeeping Audits; conducted information sessions,
safety talks, staff meetings, and pre-shift meetings
• Fully accountable for the Daily Key Performance Metrics. Provided employees with ongoing feedback
through performance appraisals, attendance and progressive discipline processes
ABC GROUP, a fully approved Tier 1 supplier for the automotive industries
Production Manager: Blow Molding and Assemblies-300, 000 sqf, Brampton Ont. 02/2006 - 04/2006
Production Manager: Metal Stamping and Assemblies-17, 000 sqf, Rexdale Ont. 10/2005 - 02/2006
Fincore Industry- supplier for the automotive industries-> Painting: Pre-Treatment; E-Coat;
Anti-Chip, Liquid and Powder; Top Coat; Base and Clear Coat (1K & 2K paint process);
Assemblies
Plant Manager September 1995 - April 2005
• Implemented Toyota Production Systems methods- Five S’s, Kaizen; 5Whys; and continuous
improvement. This resulted in waste elimination and cost reduction leading to 20% ($3.5 million)
reduction in operating expenses.
• Reduced delivery lead times by more than 75%; on time delivery improved by 99+%, productivity
(sales per employee) increased by 15-35% per year, inventory (working capital) reductions of more
than 75%. Return on Assets improvement by 100+%
• Negotiated favorable contracts with two USWA locals
• Responsible for P&L, materials, production, human resources, quality assurance, tooling, plant
accounting, plant engineering, sales and marketing and customers. Involved in day-to-day operational
issues with recruiting, training, production scheduling, business development and capital requirements
• Coached the activities of 300 team members in painting, machining and assembling departments
• Provided the leadership that was needed on the shop floor to uphold high productivity, morale, safety
and high standard of housekeeping by ensuring the principles of the 5S discipline were supported and
adhered
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• Assigned specific jobs to meet safety, quality, cost, delivery and morale (SQCDM) standards
• Implemented the operations’ execution plans proficiently by using people and equipment to the
maximum capability, as well as cost effectual and efficient as possible, enforced counter measures for
performance that is below target.
• Introduced new products and strived to continuously improve Fincore’s products and the delivery of
products to customers
• Ensured the delivery of high-quality products on time in order to meet demanding schedules (“Just in
Time”)
• Explored and developed operational alternatives to support future growth and build partnerships with
suppliers
• Established plant performance and monitored systems of premium interior and exterior painted steel,
aluminum and plastic components for Tier 1 suppliers who provided parts to Lexus, Toyota, Mercedes,
Chrysler, Nissan, GM, and Ford. Contributed to the review and authorization of the control plans, while
exercising measures to identify and act on improvement opportunities
International Iron and Metal Company
Operations Manager November 1990 – August 1995
• Implemented Kaizen and Kanban continuous improvement and cost reduction programs
• Accountable for P&L, Budget forecasting, financial control of division inventory, production- metal
recycling, and quality targets by directing activities of accounting and manufacturing associates
• Accountable for site safety and operating performance, organized and directed the activities of the site
and the plant's management team, promoted and maintained innovation, and teamwork within the
plant
• Managed plant operating and capital budgets. Determined the plant's equipment needs and propose
the addition of new equipment per established guidelines
• Prepared capital projects request and recommended closure on acquisitions that improved cash flow
and reduced overhead cost