Tonmoy
Paul
Turning Factory Operations Into Managed, Measured Performance
I design the measurement infrastructure that turns factory operations into managed, data-driven performance — IoT, ERP integration, QR traceability, predictive analytics.
From the Factory Floor
to the BA Role
Industrial engineer by training. Business analyst by practice. Digital transformation practitioner by delivery. All three, simultaneously, across 14 live systems in 2.5 years.
I diagnose operational problems on the factory floor, define what needs to be built through structured requirements engineering, and deliver the analytical systems that prove the improvement is real. At Snowtex Group, that meant 8 end-to-end projects spanning process redesign, digital transformation, and predictive analytics — from OEE improvement and Value Stream Mapping through BRD documentation, stakeholder sign-off, and UAT, to predictive modelling achieving 90.1% forecast accuracy. The result: 70% less manual reporting, $60M+ in yearly cost exposure under centralized monitoring, and systems that run without me.
Each project began with a discovery phase calibrated to its context — floor observation and operator interviews for production systems, stakeholder workshops for cross-departmental KPI conflicts, data audits for cost and analytics projects. The method changed. The discipline of understanding the problem before designing a solution did not. The root cause was never just 'no dashboard'. It was structural: cost and production data in silos, KPI definitions disputed between departments, manual systems that could not scale. Resolving those conflicts through formal requirements sign-off, not assumptions, is what separates a BA solution from a reporting tool that gets ignored.
What I Deliver
Five things I do well, each backed by real projects and measurable results.
Manufacturing Intelligence
at Scale
Designed a fully functional manufacturing intelligence system demonstrating the BA methodology, KPI framework, alert engine, and dashboard architecture used in real factory deployments. Factory leadership could see production, quality, efficiency, downtime, and staffing performance across 16 production lines in real-time. Built on a representative simulated dataset using live KPI logic and alert architecture — production data is confidential per company policy.
Other Projects
Additional initiatives demonstrating cross-functional operational impact.
Conducted structured elicitation with Finance and Operations to expose the root cause: cost and production data in structural silos, making line-level cost efficiency measurement impossible. Resolved a 10–18% divergence between Finance and Operations figures through a joint cost structure sign-off before build. Delivered a daily cost-performance analytics system connecting operational KPIs to financial impact across 3 reporting levels.
Elicited KPI requirements across 24 departments and 77 sections through structured stakeholder sessions, designing role-specific indicators where no measurement standard existed. Resolved a multi-session Budget vs Realization conflict that had blocked alignment across all 24 department heads. Delivered a standardized 100-point scoring framework with automated dashboards replacing subjective supervisor reviews.
Conducted process discovery across 11 cutting floors to map the As-Is state — manual tracking, zero roll-level accountability, no fabric consumption visibility against CAD markers. Gained buy-in from initially resistant floor teams through structured pilot demonstration before full deployment. Delivered end-to-end QR-based traceability across 2 factories with 7 automated management reports.
Built a predictive OWE intelligence ecosystem for 62 Decathlon production lines — achieving 90.1% forecast accuracy through a multi-layer analytical engine combining Google Sheets modelling with Gemini API-powered action recommendations. Diagnosed the absence of structured data infrastructure and retrospective-only reporting as the root cause of performance blind spots. Defined all requirements including algorithm logic, alert thresholds, and reporting structure from weekly Decathlon Sum meetings. Contributed to Snowtex achieving OPEX Level-B (73%) — first Decathlon supplier in Bangladesh. Recognised by name in Decathlon's Certificate of Appreciation.
Elicited requirements for a pay-linked incentive system from three stakeholder groups with conflicting interests — operators fearing monitoring, supervisors protecting discretionary control, and management needing cost accountability. Resolved all three conflicts through structured sessions before build. Delivered an IoT production monitoring system with a transparent PIB model, piloted on 8 lines and scaled to 172.
Mapped the As-Is warehouse process across 4 facilities — paper bin cards, manual GRN generation, and 75% inventory accuracy — and elicited requirements from warehouse staff, Finance, and production planning. Delivered a QR-based system integrating mobile application, ERP, and automated GRN generation with a 1 BA, 2 developer team over 6 months.
Elicited role-based KPI requirements for 5 operator categories across the sample section, designing individual measurement frameworks where none existed. Resolved a missing sample accountability conflict before go-live that had been generating ~1,000 annual cases. Delivered an ERP-integrated KPI and PIB system covering 400+ employees with live digital display boards.
Applied Value Stream Mapping and root cause analysis to diagnose a cutting section stagnating at 42% OEE — a 40-step workflow with no measurement framework, zero data capture, and 40% machine utilization. Redesigned the entire process using SIPOC-based workflow restructuring, implemented a 21-machine OEE measurement system, and built a digital monitoring ecosystem that replaced all manual tracking. Overcame cutting leader resistance through pilot demonstration and data-backed benchmarking before full deployment. Result: OEE 42%→66%, machine utilization 40%→80%, 22 positions reallocated without output loss.
Skills & Expertise
BA skills backed by deep manufacturing domain knowledge. Every item here is evidenced by a real project.
Experience
- One of 2 analysts in a 5-person CI team reporting to Sr. AGM; led all KPI, digitalization, and BA work across the department, managing 3 direct reports (Jr. Executives) & 3 Reporters
- Continuing as Industrialization Leader for the Decathlon buyer project, sustaining OPEX Level-B performance while reporting to both Decathlon's OPEX/OWE standards and Snowtex senior management
- Monitoring the 8 deployed operational systems to ensure sustained adoption and performance post go-live
- Identified root cause of siloed operational data across factory functions, including 24 non-production departments; designed and deployed 8 end-to-end operational systems at Snowtex Group — spanning KPI analytics, cost performance, IoT monitoring, and digital traceability — eliminating manual reporting and reducing analysis time by 70%
- Designated Industrialization Leader for the Decathlon buyer project — dual accountability to Decathlon's OPEX and OWE performance standards and Snowtex senior management; simultaneously serving as CI team member within Snowtex's internal structure. Contributed to Snowtex achieving OPEX Level-B (73%), the first Decathlon supplier in Bangladesh to reach this milestone. Recognised by name in Decathlon's Certificate of Appreciation for OWE & QCO performance contributions.
- Delivered all KPI dashboards and BA outputs to Sr. AGM and full management team including Director level — personally presenting findings, recommendations, and roadmaps
- Resolved stakeholder alignment conflicts across conflicting KPI definitions (Cost vs Production vs Quality); established single source of truth accepted across all departments
- Built end-to-end Factory Cost-Performance Analytics system connecting operational KPIs to financial impact; gave management visibility into $60M+ yearly cost exposure
- Designed cutting operations traceability system and got buy-in from initially resistant floor teams; deployed across 2 factories and 11 cutting floors
- Designed and deployed IoT-enabled production monitoring system with a transparent incentive model operators accepted; scaled from 8 pilot lines to 172 lines factory-wide
- Applied DMAIC methodology to diagnose cutting section performance stagnation at 42% OEE — used Value Stream Mapping and SIPOC analysis to map the current state across 21 machines, conducted root cause analysis with floor stakeholders, and identified a 40-step manual workflow with zero measurement infrastructure as the core problem
- Designed solution architecture for 21-machine OEE measurement system; gained buy-in from cutting leaders through data-driven benchmarking
- Built OEE KPI framework, measurement system, and digital dashboard; trained operators on data-backed accountability model
- Result: OEE from 42% → 66% tracked over 12 months post-go-live; doubled machine utilization from 40% → 80%; reallocated 22 positions without output loss
- Conducted operations analysis across woven production and supported process optimization initiatives
- Analyzed production workflows and manpower allocation; contributed foundational work for incentive system design
Education, Certifications & Accomplishments
Let's Connect
Open to Opportunities
Seeking roles in Business Analysis, CI Management, KPI Systems, Digital Transformation, and Operations Analytics — in manufacturing, operations, or supply chain. Based in Dhaka; open to remote and on-site.