Key projects as a part of Management Consulting team:1. Data Review BPR:- Program Managing a team of 25+ cross functional associates as they identified potential solutions to improve speed, productivity & compliance by >50% with timely availability of site & 3rd party data & new data review tools (Process & IT)- Just-in-time capability development via LSS training and mentoring- Process transformation & support: program scoping, VOC collection, process mapping, data analysis & insights generation- Sprint based solution development for early value delivery- Drive Program & Change Management2. Pharma US PSS Operational Excellence:- Supported the operational excellence project for pre-launch and post-launch programs.- Mapped out nearly 80 key processes.- Helped develop a playbook providing insights on what needs to be done (process landscape),how it should be done(process maps) and when it should be done(timeline chart) for an effective launch program.3. Sandoz Product Development OpEx Academy:- Managing a portfolio of ~20 projects from Regulatory, Quality, Formulation Development, etc.- Delivery lead for LSS GB training and mentoring program directly managing senior level stakeholders (OpEx Academy Head for Sandoz PD; multiple group heads)- Also led the governance, stakeholder communication, risk identification and management, and close-looping action items.

• Process standardization and optimization: Streamlining and setting up the New Product Development Seeding process.• Demand Planning: Generating statistical baselines for an FMCG multinational (countries: Canada and Brazil)• Built framework for a tool to automate the New Product Development Seeding process which would eliminate manual errors and reduce FTE requirement by 50%.

• Process improvement at various stages of carpet manufacturing supply chain Warehouse, Dyeing unit, Finishing unit.• Achieving OTIF delivery by managing bottlenecks. Responsible for expediting production of samples and back-orders.• Workforce management directly managing Order Management team of 7 employees.• Achieved 100% delivery of any custom rug within 45 days of receiving order compared to 75 days normal cycle.

• Carried out Six Sigma project to reduce rework waste in machine spun yarn manufacturing process using DMAIC approach.• Tools used included SIPOC, cause and effect diagram (fishbone diagram), process mapping, why-why analysis, PFMEA, etc.• Recommendations estimated to have productivity improvement of 14.8%, and cost saving of 9.7 lakh INR per annum.

• Analyzed machine down time for 2 pilot lines. Top 3 workstations that contributed to downtime were identified, and the top 3 losses at each workstation were found. Why-why analysis was used to find root cause and suggest suitable action.• Implemented autonomous maintenance, and suggested spare part inventory management using ABC+VED inventory analysis.