 Part of investigating team for any kind of failure of passenger vehicles to compliance of regulatory emission standards. Have investigated various models using tools like Ishikawa Diagram, Fault tree analysis, Why – Why analysis, DOE (Design of Experiment) to identify the root cause and to take necessary actions that have been crucial to survival of entire business unit and brand name of Tata motors. Certified internal auditor of NABL – National Accreditation Board for Testing and CalibrationLaboratories, a society which provides accreditation recognition of the technical competence following ISO 17025:2005 and associated with International Laboratory Accreditation Cooperation (ILAC) – the 7th person to achieve this certification till date in Tata Motors Passenger Business Unit and the 1st person to achieve this in the 2nd year of employment. Leading the NABL accreditation process for TML Emission Laboratory to make it eligible for conducting IN HOUSE testing of vehicle emissions for all Passenger Vehicle Models  Best practices have been provided and personal training has been delivered by me to my team members on standardization and compliance norms.

Achieved certification of Structural Problem Solving Basic – Applied tools such as 7D methodology, Validation techniques, Quality Circle tools, GEMBA, DOE, Ishikawa to solve a critical to quality chronic project on line, reducing the occurrence to 0 cases without adding any process and eliminating any kind of cost associated with reworkCoached and mentored staff to deliver quality work in stipulated timelines, and standardized work practices such as JH (Jishu Hozen), 5S, Weekly layered auditing, Fault tree analysis, bird eye view analysis etc. in daily work management of laboratory. This has resulted in reduction of system breakdown by 80% in man hours.

Assigned 2 critical projects of Supplier Quality in a period spanning 6 months Improvement of quality of d grade suppliers: Used statistical tools like pareto analysis to identify major failures and did GEMBA at line to identify the source of failure at supplier end. Eradicated the issues and standardized the process of quality checking at supplier end as a result of which, supplier rating improved from D grade to B grade in terms of rejections and failures in TML. Problem solving of critical to quality issue of Leakage during engine testing: Studied past trends of rejection and rework of engine leakage and used DOE – Design of Experiments technique to identify 1 major root cause out of the enlisted ishikawa, and suggested 2 improvements in drawing and fitment process of critical part. As a result of this, the ppm (Parts per million) value of rejected part came down to allowable limits.

Served as Team Leader Business Development for AIESEC, the world's second largest non-profit youthrun organization, in Thapar University. Became the first person to lead two events in marketing on the first year of joining:1) Impact week – A seven days event which dealt with creating awareness on leading issues in India like poverty under which, more 500 underprivileged kids were provided with food, and workshops of dancing, singing, dramatics etc. were organized, as a result of which, subsequently, deserving students were given scholarship2) Global Village – Interns from across the globe were invited to promote the theme of “Unity inDiversity”and spread the message of peace among youth of different nations. Made longtime customer relations by providing first in class service like organizing promotional events and CSR (Corporate Social Responsibility) activities for our customers, and registered the first 2 board of advisors to the name of AIESEC in Thapar University during the tenure. Elected President to execute the first time ever student organized corporate conclave in the city of Patiala, with the ideology of bringing together all the corporate in the city at one place and discussion on topics like “Balancing Quality and Growth”, “Money Management”, “Talent Retention” etc. having participation of attendees such as Management Director of Vardhman – a USD 61.37 million enterprise. Synergized all the departments and raised a net amount of $13000 in a stipulated timeline of only 2.5 months.