• Setting a clear vision and Road map for After sales operation strategy for ALJ such as ,Capacity planning, Dealership expansion, Customer Retention, Loyalty, CSI, Revenue, Growth, • P&L responsibility of 400 Million for After sales business Vertical, implementing Brand promises. Service Marketing, Service Product, Facilities Improvement, Tools & Equipment Management, Benchmarking & Kaizen Activities, for Entire organization.• Engaging and motivating the team to achieve company goals by Gallup Q12 Engagement., SF 34, Talent management, Training & coaching of Associates, Succession planning, Employee performance management, Technical Training & Skill Contest, 360 Degree feedback process for leadership development. • Dealers development activity by Analyzing Dealer performance through JD power Survey & Audit, Dealer satisfaction & Dealers Standards (Service Excellence Self -Assessment program, Kodawari (TMC Standards) Express Maintenance Implementation, Fix It Right Activities, Maintenance Remainder systems, Kaizen Marathon) determine shortfalls and developing action plans to improve performance by Lean Six sigma methodology & Toyota Business practice,

Senior General Manager Field Operations, Mechanical

Six sigma Master Black Belt and lean sigma trainer

Lean Manufacturing, Process optimization and waste reduction, Product Engineering / Project Management – Product Development Process (APQP) from concept initiation to PPAP / SOPStrong analytical and technical skills, problem solving and cost reduction ideas. Warranty analysis. First time Quality, DPMO, Scrap analysis, Product Reliability. Statistical analysis for KCC's and KPC's dimensions. Product inspection by CMM (computer program for measuring the parts in CMM) DRO profile projectors, Computerized gauging systems)QS 9000 implementation– PPAP, APQP, MSA, PFD, Control Plan, DFMEA / PFMEA, Systems audit, Customer liaison, Supplier development, Project coordination,