1. Develop and implement process improvement initiatives to enhance operational efficiency and quality within the interior design firm.2. Lead and manage a team of process improvement specialists to drive continuous improvement initiatives across all departments.3. Establish and maintain quality standards and procedures to ensure that all projects meet or exceed client expectations.4. Conduct regular audits and reviews of design & operations processes to identify areas for improvement and implement corrective actions.5. Collaborate with operations and design teams to streamline project workflows and eliminate waste in the end to end process.6. Analyze data and performance metrics to identify trends and opportunities for process optimization and quality enhancement.7. Provide training and support to staff on process improvement methodologies and quality management practices.8. Act as a champion for quality and process excellence, promoting a culture of continuous improvement and innovation within the firm.9. Develop and maintain relationships with external stakeholders, such as suppliers and vendors, to ensure quality standards are met throughout the supply chain.10. Drive the implementation of quality management systems and tools to support the firm's commitment to delivering high-quality design solutions to clients.

Trained & coached ~30 Lean Practitioner and Green belts of sites in India so far.Delivered ~1.2mn USD savings in 2019, ~1mn USD in 2020 (Pandemic year) & ~1.3mn USD in 2021Collaborated with all departments to improve, and control processes and performance.Implemented Lean techniques/methodologies during project execution in order to achieve defined project & departmental objectives.Provided training and documentation support to assigned department. Trained employees as per TNI on various “hands-on” training needs.Managed the kaizen process. Prepare for, lead/participate, and follows up on kaizen events, 5S process, improvement tasks, and monthly/weekly audits, including, daily morning meetings (MDI), Daily Accountability Board & Process, Review Meetings, LSW, Visual Management, Kanban, Poka-yoke etc.Managed projects against a plan and objectives to ensure commitments are met by monitoring, assessing, and resolving variances in budget, timing or quality of work.Ensured that organizational systems (structure, processes, information, technology, people) are supporting the accomplishment of short and long-term business objectives.Maintained the project pipelines based on financial reports, operational issues.Change agent of transformation toward a Lean Culture by Coaching/Mentoring fellow employees including Leadership.Conducted EHS, QMS audits and identifying opportunities to meet the organization goals.

Site Lead for Enterprise Lean Sigma (ELS) at Pune plant.Implemented Lean methods and strategies during project execution to meet departmental and project goals.Supported for documentation and training were given to the designated department. TNI-recommended training for staff members' different "hands-on" training requirements.Overseen the kaizen procedure. Kaizen events, the 5S process, improvement tasks, and monthly or weekly audits—as well as daily morning meetings (MDI), the Daily Accountability Board & Process, review meetings, LSW, visual management, kanban, poka-yoke, and so on.Monitored, evaluated, and resolved variations in the budget, schedule, or quality of work in order to guarantee that promises are fulfilled. Managed projects in accordance with a strategy and objectives.Made sure that all organisational systems—people, information, technology, processes, and structure—support the achievement of both short- and long-term company goals.Kept track of the project pipelines based on operational problems and financial information.

• Acquired and demonstrated sound knowledge and comprehension of Lean, Six Sigma & other CIS concepts• Cultivated learning by leading, training and coaching cross functional teams for DMAIC• Enhanced quarterly loss analysis & stratification to identify business loss opportunities (~5 projects/quarter)• Influenced the direction for objectives without having the formal leadership role• Strengthened process of continuous improvement projects selection for cost optimization• Fostered TPM/Lean manufacturing, streamlined the process using VSM & risk assessment.• Integrated DMS, 6S, Autonomous maintenance culture among associates using Standard Work System.• Enabled governance system at workplace to track performance indicators and action plan (PDCA cycle)• Yielded team problem solving capability by conducting workshops on Gemba, idea generation, why-why analysis, fishbone, 7 QC tools, A-3, audit system (health check), Kaizen, OPL etc.• Weekly analysis & briefing to operations team about KPIs such as OEE, Losses, Engagement, Waste pareto, cycle time, size change time study through SMED.• Accelerated model machine performance by guiding team in 5S, CIL standardization, tagging system for abnormalities, OPL development, machine KPI tracking by SPC and sustenance through control plan• Lead safety initiatives like near miss, unsafe conditions reporting, hazard elimination exercises• Partnered with training/HR department for skill matrix development, training material preparation through day to day OPLs, feedbacks, action plan, control plan to control & reduce waste generation on shop floor• Supported engineering team to improve machine reliability through why-why analysis, FMEA, control plan, PM standardization, spares consumption reduction, MTBF reduction • Coach & Coordinate DMAIC projects using MINITAB tools; align goal with leadership, sponsor & finance business partner for timely review, rewards and recognition, Best Practice communication at global platform

Role -o Focused to find and save the good process settings and standards (SOP, Centerline, CIL, OPL, WI) and facilitated the application of standards/systems as per guidelines – new PANT line set to run at 500ppm (<7% waste in just 4 months)o Handled the key role for machine RFS, installation, training of production team for operations, troubleshooting, maintenance, CIL, start up – Trained >15 operators on line for machine process & troubleshooting toolso During project installation, effectively played the role of the prime project contact at the site to bring appropriate site resources to help resolve project issues – Flawless start-up of machine after installation in coordination with all teamso Always been Captain for the Product validation system management where I participated in specification, drawing review during machine stabilization – Set machine/process for 2 sizes on new line at rated speed with quality approvalo Lead for size changeover focusing on the lean methodologies to improve the size changeover timeo Supported product/material development & implementation as per product developer demands – Lead 2 RM changeso Participated & lead the weekly project and operations meeting, established the roles and responsibilities & expectations of the operations team members – Lead for problem solving session on line & successfully resolved 3 chronic issueso Being core team member, actively contributed in the IMS (Integrated Management System) – (QMS, EMS & OHSAS) internal & third party audits as an internal auditor as well as auditee – lead internal audits & faced external audits of IMSo Established the systems for personal care (PC) area by developing HIRA, Process Mapping, Work instructions, SOPs, Aspect Impact matrix, Documented procedures, FMEA & control plans – Self prepared all documents for PC areao Handled shift operation for 500ppm open diaper and pant line with >15 crew members per shift – delivered as per target

Integrated Lean Six Sigma (IL6S) department:o Have solved chronic issues with focussed problem solving approach and using special analysis tools – increased chocolate making capacity from 16.2TPD to 20TPD using VSMo Have sound knowledge of problem solving by Root Cause Analysis (RCA), Integrated Lean Six Sigma.o Has excellence in presentation skills, training skills (trainer for RCA, IL6S concept, Kaizen, OPL, 5S)o Got Par Excellence at NCQC, Golden trophy at QCFI for project presentation (Regional), Best Kaizen implementation R&R several times in the organization. Maintenance Department:o Strived to solve issues (minor & major stops) of machine breakdown proactively, handled breakdowns on the line.o Gained ample knowledge of preventive maintenance, installation, commissioning and stabilization of new machineries of machines, and Risk assessment – Installation & commissioning of new 5 roll refiner Manufacturing/Production Department:o Enhanced bottleneck production capacity by 23% with focused problem solving approach with handling >80 people shift.o Improved efficiency of the line with various innovative ideas, thinking out of the box – identified & closed most abnormalities, SOC areas, HTR areas, Implemented Kaizens – got appreciation from plant manager