Career progression: Roles & Responsibilities: 1. Immigrated independently to Hobart, Tasmania on a 489 temporary visa 2. Started with odd jobs and after 3 months of rigorous job hunt, got an offer from a renowned Australian Supermarkets group3. Worked in operations at Woolworths Supermarkets at Hobart, Tasmania( Northgate and Glenorchy Central ) in 4 departments( Deli/Fruit & Veg, Online and Front end) serving customers in a fast paced environment reducing customer complaints by 25% for 5 consecutive months. Worked in Groceries team in night fill for a short time as well. 4. Increased customer satisfaction and revenue by fulfilling customer orders and reducing stockouts by shelving various items and rotating stocks of all categories.5. Labelling markdown stickers on previous day stock, merchandising products in an efficient manner to increase sales and removing expired food products and dumping them to farmers trucks after writing them off on RF scanners.6. Recognised as a fast learner/ high performer and permanently transferred to fulfill Online and express customer orders for groceries and other food categories.7. Nominated by Store Manager for the 5 days annual stock take exercise at Woolworths stores in Sandy Bay, Huonville, Rosny Park, Kingston and New Norfolk stores in July 2024(FY 2023-24 end)8.Used Hi Tech Digital printers, Team Radio and softwares like Andy, ECF Picking, Store Central on RF scanners in coordination with Team. 9. Returned to India due to family constraints in Aug'24.

Career progression: Purchase & VD Manager for EV player. Model worked on- 1 Tonne LCV( L7 category vehicle) Roles & Responsibilities: SCM Manager: 1. BOM Formulation: Formulated vehicle BOM and targeted EV cost from mfg perspective. 2. DP trials: Proto vehicles manufacturing planning, build up and homologation approval from ICAT, Manesar after team training.3. Capex sourcing: Technical evaluation, price comparison, capex purchase for EV assembly plant.4. Supply Chain standards formulation: Documented SCM procedures in Purchasing manual. 5. Resource planning & purchase: Procured latest inspection tools, installed BOP racks. 6. Supplier development: Identified, developed and negotiated with various vendors .SPOC for Suppliers below( Technical/Price discussions+ Vendor evaluations/Negotiations, finalization and Logistics) a. Aluminium sheets: Hindalco b. 72V/12V battery/BMS and Batttery cells: Pastiche Industries/Toshiba India/Neware Batteryc. Steering: ZF Steering Gear/TRW Sun Steeringd. Suspension: Omax Autos/ QH Talbros /Toyo Springse. Transmission: Kalyani Technoforge/ DANA Indiaf. Braking: Brakes India Ltd. g. Body electronics/sensors/actuators: Hella India Automotive h. Electricals : Hella India Lighting/Pacoline Industries/Hilux Autoi. Controller : Sterling Gtakej. Electric Motor: Quanteon k. Seats: Harita seatsl. Wheels/tyres: Steel Strip Wheels /Ceat Tyresm. Fasteners: Deepak Fasteners/ Ridhi/SL Fatenersn. FRP Machine : GRACOo. Utilities: Kaeser India/Atlas Copco/Cummins IndiaEvaluated tooling cost for driveshafts, plastic/suspension child parts. Greenfield Project: 7. Project Management: Played a key role in setting AMADA presses( punching, bending, tool grinder), micro factory layout, electrical panel+ cabling/earthing work, DG, Air compressor, plant lighting and vehicle testing facility( Brake tester, Dynamometer, Headlight tester, Wheel alignment machine, Tyre changer, Wheel balancer) for 25k per annum vehicle rollout.

Networking opportunities: Worked as a freelancer with various boutique consulting organisations on market research projects and a local EV player on its sourcing strategy. Projects undertaken : 1. Research and development: Benchmarked tear down practices for an automotive client2 . Market research: Researched and identified opportunities smaller manufacturing players have into wiper segment in India3. Capex estimation: Cost calculation of setting a 200k vehicle manufacturing facility in India for a foreign automotive player in Gujarat- Press, Weld, Paint, Assembly, Utilities and Civil sections set-up4. Sourcing decisions for an EV player for their electrical commodity and testing equipments: a. 12 V charger b. DC-DC convertorc. Connectors and contactors d. Cooling & Thermal Mgmt. components e. Toggle switches f. 3D manufactured products g. VCU h. PDU i. Data logger + temp. sensorj. Battery tester k. Thermal imagerl. EV fast chargerm. Spy tool Chainn. Electrical insulating mats

Career progression: Quality head responsible for Incoming, Inprocess and FG parts quality for Gurgaon plant( Lead a team of 15 people- 2 Deputy Managers, 5 Senior executives and 8 Supervisors ) Job responsibilities:1. Org. design: Structured roles and responsibilities for team members by building Org chart, defining KRA and Daily Work Mgmt practices at Gurgaon manufacturing plant.2. Project documentation: Formulated operational standards, control plans and conducted PFMEA and SPC studies to ensure increased productivity and improved quality for plastic parts ( Washer tanks, nozzles) in moulding area and electrical parts( Washer motors). 3. Target achievement: Set, monitored and achieved quality targets. Formulated MIS for monitoring rejection, rework, COPQ, warranty and field failures. a. Reduced inhouse moulding defects of flow line, sink marks, short shot, flash, parting line shift, air traps, warpage, weld lines from 3000 ppm to 1000 ppm in mould Shop. b. Reduced defects of noise, high current, less pressure, motor inoperatable and leakage from 2000 ppm to 380 ppm combined in Motor Line 1 and Motor Line 24. New model quality: Coordinate with design team and suppliers by conducting APQP and PPAP studies( Customers- Anu Chennai, Anu Manesar teams) 5. Internal Audits: Identified and resolved customer concerns by conducting internal audits in Washer motors section.6. Team training: Trained team members on latest inspection techniques in the plant.Commodities handled: Plastic( Injection and blow moulding) and electrical parts ( Washer motors) Products: Washer tanks, nozzles and washer motors Customers: Honda Cars India Ltd., Maruti Suzuki

Career progression: Headed NSE Unit 6 Operations/ Project and QA functionProjects undertaken : 1. Brownfield Project planning: Prepared project schedule, establish systems for timely completion of project from NSE Unit 1 to Unit 6 in a phased manner.2. Resource planning and procurement : Developed specifications for Power/ pneumatic presses( Milap/ISGEC) , welding machines( MIG- Panasonic, Gaidu and Projection- Arm Welders/Mechlonic) and utility requirements of plant( EOT Crane, Electrical panel, Bus bar, DG, compressors and borewell) with Senior Mgmt and purchase with low cost suppliers. 3. Layout design: Reduced lead time of brownfield project from 14 to 8 months by correct layout design and mapping on floor. 4. Material handling systems: Designed and developed conveyors, shooters, trolleys and Steel racks.5. Project Management: Install and productionised unit integrated with Automatic Electroplating plant expanding top line by 150 Cr a. Ensured barrel plant capacity is debottlenecked b. Designed various product hangers inhouse - Fabricated them for several parts with low cost supplier.c. Got ETP/STP plants approved by PPCB, Ludhiana 6. Process improvement: Improved ergonomics in Assy lines and space utilisation by 34%. 7. Low cost automations: Introduced LCA to reduce delivery time between stations.8. JIT & Inventory control : Ensured that only 15 days avg. inventory is kept for coils/CTL sheets reducing inventory cost by 26%. 9. Press tools development/ decoiler addition: Introduced double tooling for 15 critical NPD parts for 4F Gujarat plant and added decoiler unit to reduce blank availability time to Press Shop.10. Plant EBITDA improvement: Improved EBITDA from 2% to 6.5 % levels. 11. Administration work: Established canteen/transport facility for contract workers requiring the same in plant with HR deptt.Commodities handled: Sheet metal( CR/HR grade)Products : Seat catch, Stay floor, HBC, TCB, stay fender Customers- HMSI, HMCL, SML

Career progression: Responsible for complete operations of exhaust rod hanger manufacturing plant for domestic and export customersProjects undertaken: 1. Manufacturing Strategy: Assisted Group Director in preparing short term and long term strategy for the plant.2. Inter department coordination: Worked closely with Internarional/Domestic Marketing teams and PPC cell to push urgent dispatches out of the plant to increase sales.3. Production ramp-up: Installed 6 new robots in Weld Shop to meet demand and redistributed production plan among various cells( Traubs/Hydraulic presses/Shearing and bending machines) to meet varying and peak production schedules.4. Top line increase: Analysed reasons of sale loss from factor tree and increased top line from 7.5 Crores INR per month to 11 Crores INR per month debottlenecking the same( Reduced dependence on air freight to sea mode and through advance planning/manufacturing and supplying to closeby port)5. Profitability improvement: Identified areas for improvement, reduced sea/air freight and COPQ, reconciled raw material and salvaged redundant material.Bottom line improved from -3.5% to +1% levels. 6. Quality Wall introduction: Introduced Quality wall concept so as to check outsourced surface treatment methods Quality check( plating , phosphating and powder coating ) of manufactured products before pre dispatch to European customers.Commodities handled: Sheet metal( MS and SS)Products: Exhaust rod hangers ( Domestic and Imported ) Customers: Tenneco, Faurecia, Eberspacher and other domestic players.

Career progression: Clients served into Auto components, Steel sectors and performed BD exercises in various parts of India ( Worked independently as well as under supervision of 3 Engagement Managers) Job responsibilities: 1. Strategy formulation & Project Delivery: Developed business cases and Ops/ Supply Chain strategies and executed the same with Client C level executives. Machining/forging sector client( Feb'14~ May'14) 1. Solution Design: Performed gap analysis, present solutions to key business issues and implement the same with client personnel - Performed subject matter expertise in machining operations and cutting tools consumption optimization for the client.2. Project Delivery: Led/ supported project delivery exercises on manufacturing excellence, inventory management, cost reduction, energy management, logisitics for the client ( Plants spread across Haryana cluster ). 3. Project monitoring/Reviews: Regularly monitored and reviewed key business metrics linked to projects in Steering Committee meetings on monthly basis.4. P& L management: Consulted and advised clients into operational and financial improvements, Worked with Accounts teams to check org. health through EBITDA level. 5. EBITDA improvement and sustainment : From 5 % to 8.5 % levels during 4 months engagement.6. Training and knowledge exchange: Prepared training and repository material for knowledge exchange( Kx) platform for future Accenture employees and client team members.Steel sector client( June'14~ July'14)1. Performed diagnostic studies for a Steel sector client at Jamshedpur and worked closely with Promoters/Company board into their Integrated planning, Purchase optimisation, Quality Assurance and Scrap recovery processes.Business Development exercises ( Aug'14~ Oct'14) 1. Sales pitches/Marketing decks: Prepared POV and BD decks for clients in auto components, footwear and discrete mfg industries across PAN India ( Clients name - Confidential)

Career progression: KB Machine-1,2- Apr'08~ July'12 ( Lead teams of 120 people as SI/ QI and reported to HOD's ) Secretariat Plant 1- Aug'12~ Dec'12( Reported to Plant 1 Head)Assembly Shop 1- Jan'13~ Feb'14 (With a team of 5 Reported to Senior Manager AS1)Job responsibilities: KB Machine Shop 1/2: 1. Production planning- Monthly planning and follow up of raw materials( Castings, forgings, BOP) with SC team and smoothing shortages for 3/4 cylinder machined components and BOP's with Central PPC in 2008~09.2. Plant Systems- Establish systems like ANDON, QG in KBM to meet desirable Japanese standards. 3. QA: Used tools like 5W1H, Fishbone diagrams on frequent customer returns, field failures, reducing them in a phased wise manner in 2011. 4. Recruitment of Casuals, A/SA, DET's and multiskilling them to meet org. goals from 2007~09. 5. Productivity analysis: Weekly, monthly analysis of plan vs actual production in KBM.6. Stores Mgmt: Maintained inventory of consumables, cutting tools, wear parts - Calculated MIL, inventory accuracy, inventory replenishment schedules, released PO's for all suppliers( Local and imported) in 2008~09. Tooling suppliers worked with: Kennametal, Toyoda, Tungalloy, Seco, Keihin, State, Mitsubishi, Iscar, Ceratizit, Motherson, 3M, Guhring, Wendt, Precision, Addison, Taegutec, Sandvik, Walter7. Budget formulation: Formulated Rev. and Capex budget in Oracle ERP based on volume demand in 2012-13(AS1shop) 8. Stakeholder coordination: Worked with internal and external stakeholders. 9. Int/Ext. Audits coordination: Closed NC's in yearly audits of SNB, ISO 14001, ISO 9001, OHSAS 18001 in 2011Secretariat Plant 1: 1. MIS/BRM formulation: Formulated MIS/BRM reports for metrics of 4 departments( ED Paint Shop/WS1/PS1/AS1) and worked on Strategic/Team building projects under mentorship of Plant 1 Head. in 2012Assy Shop 1:1. Worked on controlling parts rejection, kaizen cell and energy sustenance/audit activities in AS1 Shop.

Career progression: Machine Shop 3: Sept'05~ May'07( Reported to Manager) KB Machine Shop 1: May'07~ Mar'08 ( Showed enthusiasm to learn and gained confidence in Reporting Manager & transferred to KB Machine Shop on HOD'S recommendation ) Job responsibilities: Machine Shop 3: 1. Throughput improvement in Cyl.Block line- Increased Productivity by 8% through cycle time, changeover time reduction, alternate tool material, MTTR/MTBF improvements, automations in FY'05~'06. 2. OEE improvement: Monitored and improved MC3 Avg. OEE to 92% from 85% levels in FY'06~'07 under HOD advisory. 3. Plant leadership: Served roles ranging from LI, TL & SI managing 80~100 people solving complex problems.4. Process improvement: Designed/ modified process sequence to create contingency plans. KB Machine Shop: 1. Pre commissioning stage: Pre inspection, snag points removal, testing of machines/ facilities at supplier end for smooth operation complying with standards agreed in DAP. 2. Greenfield project : Installed, commissioned and ran off 120 machines in Maruti Suzuki's Greenfield K Series Engine Project comprising of Cyl. Block and Head, Cam intake and exhaust, Crankshaft and Pump case components. 3. TWMS development: Worked into designing tools and wear parts mgmt system(TWMS) to reduce tools/spare parts retrieval time at Store end.4. New initiatives with Maintenance: Worked with maintenance teams in storing programme backups, sensors/ interlocks provision, condition monitoring of machines, VFD drives installation, logic modification and energy saving measures in KBM. 5. Warranty reduction: Reduced warranty levels by designing SOP's and modifying cutting tools in machining lines.6. Six Sigma projects: Worked on Green Belt projects and used TPM/TPS techniques. 7. Safety improvements: Ensured 0 accidents ( minor/ major) in Machine Shop through KYT/HHT techniques. Well versed with Factories Act, 1948Skills : Team communication, subject matter expertise, leadership.

June'04~ Dec'04: Rotational training across 5 verticals of MSIL- Production, Engineering, Sales and Marketing, Supply Chain and Shared services( IT, HR, Finance) to learn various department procedures and standards followed.OBT Trainings as part of team building exercises in Rishikesh Jan'05~ Sept'05: On job training in Machine Shop 3- Cyl Block line ( Worked hands on Machine Operation, Tool presettor, process breakdown resolver, machine parameters setter on 7 stations( U type layout) and generated 60 kaizens to HOD in 6 months timeframe as Line Supervisor/Graduate Engineer)

1. Osaka - Japanese Language Training 2. Sagara- On Field Training (Casting / Machine and Engine Shops).a. Lead time study and reduction of product flow time from Casting to Engine Shop with Japanese experts ( From 2.8 days to 1.8 days)b. Learnt best practices of Machine upgradations and technology, fool proofings, quick checking guages, Quality Lab and implemented the same in MSIL environment during K Series project commissioning.

Press/Weld departmentsProjects undertaken: 1. Increased productivity of Press Shop by press tool strokes increase and tool breakdown reduction. 2. Logistics improvement through conveyorisation and better material handling practices in Weld Shop.

EMU 2 departmentProject undertaken:1. Study and reduction of compressed air usage in non production areas like Tool Room, R& D in MUL.