Responsible for overseeing operations & achieving production targets of the plant as well as departments. Managing & ensuring quality, delivery & cost objectives in tool room operations, which includes PPC, CNC Milling, EDM, Outsourcing, Assembly, Quality Assurance and Maintenance Departments. Lead a team of six direct reporting managers, under whose purview, there are a total of 280 individuals. Assess, manage & deliver the full scope of projects: schedule, stakeholder communication, quality, risks, resources, documentation, process flows & key metrics. Coordinate with PPC, mould makers, and the purchase cum marketing department to determine quotations and delivery schedules. Set production targets and ensure their timely achievement within established cost parameters. Review daily operations reports and forecast staffing needs and production volume. Set production targets and ensure timely achievement within established cost parameters. Responsible for plant & machine resource maintenance.

Operational Excellence:• Identify improvement opportunities to infuse efficiency and effectiveness into all business processes within factory through process optimization, digitization, working closely with the Process Owners and their teams.• Identify process inefficiencies and propose/collect solutions to improve the process through structured methodologies• Assess and manage the full scope of projects: schedule, stakeholder communication, quality, risks, resources, documentation, process flows, key metrics, communication,• Listen to the voice of customers and stakeholders and convert them to improvement actions• Drive a culture of process improvement using tools like Six Sigma, Lean and Kaizen.• Lead & drive process simplification & standardization practices and ensure strict compliance.• Identify process gaps & automation opportunities for risk minimization, accuracy & efficiency improvement including industry 4.0.• Monitor progress and provide organization-wide visibility of continuous improvement initiatives, track via metrics (progress and value) from these efforts to help decision makers allocate resources, recognize success & build the company branding.Learning & Development:• Understand business priorities and translate them into concrete skill and capability requirements and thereafter into learning and development priorities• Maintain knowledge of latest trend in technical & functional areas.• Prepare L&D budget.• Work with all department and HR stakeholders to create deployment plans and ensure delivery of all the learning and skill building initiatives to deliver on strategic ambitions.• Manage all internal and external training program for Manufacturing Operations.• Train and coaches managers, supervisors in employee development efforts.• Monitor and evaluate training program’s effectiveness, outcomes and ROI periodically and report.• Conduct periodic and surprise audits and checks to ensure compliance of policies & procedures.

Ensuring achievement of project deliverables by managing resources & quality at the budgeted cost. Training & managing a team of eight core members to disrupt the traditional working framework. Introducing 5S concepts & designing a model work place with procedures for setting a bench mark for the factory. Designing, implementation & evaluation of processes & procedures to increase clarity of information leading to productivity increase, apart from project management objectives. Leading the R&D team in the firm with the brief of incorporating innovations & best practices in the industry. Leading the standardization team for reducing turnaround time & thereby increasing throughput.• Disruptive thinking of processes & procedures increased per person productivity by 25%.• Focusing on training & development increased the quality of work & reduced customer complaints.• Quality focused, by introducing concept of First Time Right & Check Do Check, which reduced mold trial requirements & thereby cost.• Implemented 5S in the assembly bay & thereby reducing fatigue & stress of the die maker.. Refined & modified the APQP process to fit company's requirement

As a Project Manager for high-value manufacturing orders, I get to utilize both my projects and operations skills. Here I am responsible for managing the complete Project Life Cycle from planning and scope definition to delivery, testing, billing, and closure for projects worth USD 78462. I am accountable for outcomes from a team of 20 members who directly report to me. Main Responsibilities: Defining scope in collaboration with the client, confirming technical feasibility, developing project plans, managing budget, optimizing resource allocation to meet deadlines, creating and maintaining documentation, coordinating with vendors, customers, and regulatory authorities, managing cross-functional teams and ensuring team performance, monitoring and reporting project progress. Selected major achievements include: • Reorganized vendors, manufacturing processes based on client requirements in order to reclaim a mishandled project; reduced vendor costs 20 % , cut manufacturing process errors 40 %, delivered USD 2034 below budget• Led project team of 20 members; managed training, work allocation, performance and deliveries; observed team performance, evaluated training needs and improved team efficiency • Assessed manufacturing value chain and eliminated wasteful activities; increased efficiency by 30%

I was hired to this role with specific instructions to turn around inefficient processes, and that was exactly what I did. Managing a team of 76 personnel in operations, I also partnered with engineering, sales, and marketing staff and managers to ensure smooth product phase in and phase out. As I result I was able to achieve the following:• Facilitated best practices implementation at Saudi Specialized Products – AS 9001, ISO 9001, ISO 14001, OHSAS 18001 and 5S; standardized 9 processes through a Quality Manual, reduced waste 10% and end-to-end production time 15%• Increased project turnover by 69% to USD 619,630 in 2 years ; completed 85 projects• Re-implemented MS-AX ERP in sync with the documented process flow; improved process efficiency by 20 %• Identified bottlenecks in the process and reassigned team responsibilities; improved daily volumes by 28%• Mitigated workmen issues through advice, counsel and work assistance; improved output per person by 21%• Established Preventive Maintenance schedules for 98 equipment, ensuring optimal operation without downtime• Interacted with customers to gain feedback on product quality, implemented measures to improve satisfaction

I particularly like this stint, because it got me to utilize both my education as an NTTF engineer and my experience as an Operations Manager at the same time. Here, I was responsible for complete tool room operations, including manufacturing and maintenance of tools, design and execution of projects worth USD 312,651 while managing a team of 18 direct reports . I developed more than 80 new vendors in order to optimize activity flows and maximize value. Main achievements include:• On-boarded distressed customers in order to generate initial business and turned around their manufacturing processes and engineering; averaged USD 103175/year in order values in 3 years• Re-engineered overall operations of clients, including manufacturing, team composition, design & engineering and implemented 5S; improved process efficiencies by 30 % average • Administered 120+ audits to ensure compliance with quality procedures; imparted quality training to 90+ vendors• Analyzed and re-designed tool changeover process and decreased tool setup time by 25%

I was hired at this press tool component manufacturing organization to get the production moving. I figured that the problem lies in activity allotment and organization of in-house and outsourced jobs. Apart from being accountable for overall operations for a press tool component manufacturing organization, I also managed all functions such as supervising daily operations, resolving technical issues, implementing safety rules, running audits, and assisting customers.During my stint here, I was able to output the following (selected achievements) : • Realigned overall activities to leverage a 98% machining at vendor’s end in order to mitigate shortage of machines at the Coimbatore Plant; manufactured 40+ tools within stiff deadlines• Established PM Schedules and Root Cause Analysis practice to optimize performance; reduced downtime by 25 %• Conducted Time Motion Study across operations; reduced tool maintenance time from 18hrs to 12 hrs standard

As a project lead at this tool manufacturing firm, I was responsible for the generation of orders for development, interacting and understanding the exact customer requirement and transferring the information to the production and supporting them to provide the solution. My major achievements here were:• Collaborated with Director and analyzed project feasibility, costs & operational requirements; negotiated technical discussions with clients and prospects and finalized technical bids for 80+ submissions• Coordinated with the customer and internal teams and facilitated change management, customer approvals at factory and site for projects valued at USD 166,667

I was hired to move the nearly stalled production lines due to vendor irregularities, mainly attributed to payment flows and work quality. I thoroughly evaluated and upgraded vendors by analyzing performance gaps and providing relevant trainings. Through my continued and focused efforts, I was able to achieve the Salvage the low production situation at by convincing vendors to perform with extended credit and assisting Directors and Finance to ensure timely vendor payments leading to fully restored operations in 1 monthOther achievements included: • Guided operations team to ensure inventory movement through the production lines and removed bottlenecks; increased production volumes 40% within 2 months • Visited vendor premises and evaluated expenses to arrive at realistic prices; advised process changes (including scrap salvaging) to increase their profitability leading to the reduction in vendor expenses by 31%

During my 2-year tenure at NTTF, I handled Tool Room Operations in the first year handled industrial projects in the second.Overall I was responsible for ensuring smooth conduction of training activities and achievement of learning outcomes and in time execution of projects. A major achievement here was that I designed, developed and successfully tested a new product (an innovative mailbox for magazines) comprising 16 parts for a reputed media house in 4 months. The product is in use even today.

G Plast is a solution provider for a wide range of industries: Automobile, Electrical, Electronics, Home Appliances, Medical, Instrumentation, Packaging Pneumatics, and Telecommunication. This experience in my formative years played a strong role in boosting my confidence as an engineer and a production in charge. I was responsible for tool making operations including process planning, tool development, testing, and manufacturing.

A stint with NTTF Industries Ltd., which nearly every NTTF graduate goes through, is a crucial part of learning to operate independently as a Tooling Engineer and Process Manager. I grew fast during this experience and soon was responsible for maintenance of 300+ tools in order to keep them ready for operations at all times. I learnt the nuances of tool making and production which led to my various successful stints at fast moving production environments.