To ensure Product First pass yield and reduce the failure rate, according to the stage wise like preassembly/Main Assembly and Final Packing.Ensure Ramp up as per the customer requirement plan.WMS monitoring implemented to monitor operator wise process failures, feedback & training and online skill matrix update to improve the process failures.Continuous coaching & mentoring the shop floor teams towards scrap reduction improvements.Raw material consumption accuracy level to be maintained (SAP system transaction Vs Manual consumption).Inventory accuracy Metrics like Gain, Loss, Net Loss and Absolute always match with the target.Make sure Non true failure engine moment on time for diagnosis and maintain Zero Defective aging engine in shop floor.Core group formed to drive the actions for retest rate & final fail improvement & continuous monitoring.Initiate Process mapping to identify the potential risk of manual assembly during New Product Introduction Phase.

• Manage a group of 5 cellular load cell manufacturing along with 200 operators and 5 leaders• Extract the planned orders from PPC team and convert into production orders according to the cell capacity• Ensure the employee efficiency based on the lead time of the load cell.• Monitor the critical machine utilization like wire bonder and laser welding machine.• Involved Customer process audits and focused area for improvements.• Ensure the production ramp up as per the plan.• Skill matrix preparation for trainees particularly critical to quality area like laser welding TIG welding and wire bonder.• Optimize the process parameters to achieve the defined cycle time.• Co ordinate with supporting department and get things done related to process.

• Played a stellar role in set-up RIM line and facility planning.• Involved Process Parameters stabilization with all the machines to achieve the process stage dimensions.• Involved Work instruction and Process parameter sheet preparations.• Preparation of Book of learning during new product trails.• Preparation of reaction plan with respect to the each process.• Involved manpower planning and deployment activities during initial stage.• Involved Customer process audits and focused area for improvements.• Ensure the production ramp up as per the plan.

Key Result Areas: Productivity, Quality, Cost, Delivery, Safety, Morale (PQCDSM)• Productivity: Set up reduction projects on identified high set up time processes/Machines – used SMED & ECRS concept for identifying improvements that contribute in finishing lines. • Quality: Grade wise rejection analysis and identified grades which has chronic issues. Major contributors were addressed through DOE and optimized parameters for better quality. Rejections were analyzed on 70:70 approach (Top Product vs top defect) and actions identified for improvement.• Cost: Raw material cost contributes more than 54% of manufacturing cost. Raw material savings is one of the vital activities to achieve profitable results. CFT formed to reduce the Packing cost through identifying alternative supplier and design revision of cartons. • Delivery: KANBAN System introduced for improvisation of delivery performance. Identified productivity improvement projects during annual target setting itself based on AOP to meet customer sudden requirement (Agility).• Safety: Unsafe act and conditions identified and closure through safety CFT(Red Tag System).Introduced Zero to Hero concept for the best safety work place. • Morale: Used REBA(Rapid Entire Body Assessment) as a tool to identify high fatigue areas and actions implemented to address Operators concerns and improve Employee morale through implementation of suggestion system and TEI.• Serving as Head of CVBL, handling the team of 130 employees (7 Executives and 123 operators) and set the targets for all the managing points year on year and analyse the actual against annual targets with things gone right(TGR) and Things gone wrong(TGW) through previous year self diagnosisHighlights: In alignment towards achieving company vision manufacturing department continuously strives to improve through continuous improvement to meet customer requirement. CVBL Module produces and supplies to OEMS, Replacements & Exports markets

Analyzing and generating various reports viz,. weekly/ monthly production report, capacity utilization report TECO check report by using production order information system in SAPEnsuring customer complaint awareness across the factors and taking periodical survey to calibrate level of reaching customer complaint to operators and line leader level Serving as Head of Assembly, handling the team of 2500 employees (110 IDL and 2400 DL) for Assembly department both site 2 and site 3Organize workflow according to the work order to meet delivery schedule and to complete assigned jobs.Managing production operations with key focus on bottom line profitability by ensuring optimal utilization of resourcesPlayed a stellar role in setting-up and implementing JIT line in site 2 and site 3 Assembly in 2013Handled over all Assembly department set-up in India Site 2 as well as Site 3 from 2006-2007

• Implementation of planned activities.• Ensure the production as per plan.• Solving the problem related to production.• Controlling of non confirming products(Scrap).• Responsible of ontime delivery to the customer.