▪ Analyze Business KPIs and formulate programs for Productivity Improvement across Tata Steel▪ Prepare business case and seek management approval for formulation and implementation of programs across organization for Productivity Improvement ▪ Resource Estimation and Project Planning for executing projects▪ Resource allocation and formulation of Cross functional teams for executing Improvement Projects ▪ Training and coaching cross functional teams on approach, tools and methodologies required▪ Prepare report, Organize and co-ordinate Periodic review of projects by Top Management▪ Prepare and analyze delay reports and prepare countermeasure plan▪ Initiate and drive Improvement Projects using methodologies such as Lean, SMED, TOC, BPR, ECRS, etc.Other Achievements:Participated in Tata Business Leadership Awards 2016 (Theme- Big Data Analytics) and bagged the 1st runners-up position in the National Finals.

Project Management: 1. Led a 3-member team, collaborated with 6 MSIL and 3 Suzuki, Japan departments and managed 3 global and 5 domestic suppliers for setting up 100% automated, 4 model (21 variants) flexible weld line (Annual Cap. 250K units)2. Secured top-leadership’s buy-in for $9.1M CAPEX to execute new business-proposals. Achieved $0.9M cost-reduction through techno-commercial negotiations and developing a local vendor for robot teaching activities.3. Worked in a 25 member cross-hierarchical and cross-functional team from MSIL and Suzuki, Japan for functional testing and validation of equipment 4. Developed 1st of its kind tri-model ‘100% volume flexibility’ through novel application of latest technology, ensuring complete adaptability to variations in product demand5. Realized zero-accident philosophy for the 1st time in 100% automated-operations at Suzuki by developing equipment safety standards6. Rolled-out and implemented new methodology for enhancing tech-capability of 4 members, leading to 75% reduction in requirement of foreign expertise, saving $1.4MSupply Chain Management: 1. Engaged with multiple teams for ensuring seamless facility-changeover to launch new Alto 800 at Manesar. Achieved the changeover in $0.6M against the management sanction of $1.2M by developing a local vendor.2. Achieve Supply Chain efficiency in weld shop by creating smooth flowOperational Excellence: 1. Implemented automated CO2 welding to enhance quality and reduce tact time for new Alto K10.2. Developed a model to commonize transfer lifts in 2 weld shops, thereby increasing inter-plant flexibility, saving and meeting additional market requirements for swift dzire.3. Managed 3-member team to achieve 50% faster line ramp-up, reducing time-to-market and achieving 90% body accuracy, highest across all products4. Increased line-efficiency to 94% by eliminating bottlenecks and stop-over rate by 20%, delivering 31,800 additional units and increasing revenue by $200M

Application of DMAIC cycle for rolling first short OK vehicle from assembly line.