As Sr. Director of Business Process Improvement, my strategic vision and expertise have played a pivotal role in driving remarkable transformations and propelling the business’ performance to new heights. With a current scope of work within India, China, SEA, and the M.E region, I have overseen an exceptional journey of lean transformation and cultivating a culture of value creation for our key customers.Strategic Lean Transformation: To support the growth journey of Idex's Emerging market, formulating a Lean transformation and implementation strategy is critical. This is being taken as goal deployment across ASIA and executed to sustain Lean culture and develop the next level of lean leadership across highly decentralized businesses. (Hoshin Kanri Approach)Plant Productivity and OEE: Transformation of World Class manufacturing system to improve full-time Employee ( % output), Plant Overall effectiveness, and throughput time reduction by adopting flow-oriented layout, Single piece flow, 8-waste elimination, and scientific time study of complete production processes.Operation Excellence and Lean Accounting: Building a strong funnel of cost efficiency and burden Productivity to bring $ savings through Lean projects, sourcing savings, freight optimization, and order-to-cash process improvement. Total impact of 1M for 2023 impacting 3% on PBIT of India business. Digitalization and IOT strategy: Mapping all customer touch points from pre-order to post-order to overserve key customer value drivers in terms of performance, responsiveness, service support, and e-commerce through digitalization strategy and ERP optimization. Transformation Industry 4.0 fundamental on bottleneck processes. Commercial Excellence and Business Optimization: Driving business optimization initiative through 8020 and key account management to overserve 80s accounts. Coaching and mentoring business line head on achieving world-class pricing for business to impact on the bottom line.

• Spearhead a direct team of 10 Department Heads (120 personnel indirectly) to manage the Fluid and metering Technology (FMT) segment portfolio in the India Business Unit which includes PFA lined control valves, positive displacement gear pumps, magnetic drive PFA lined pumps, metering & and dosing pumps, liquid measuring meters & compressors, flow meters, and chemical-injection skids for oil, gas &petrochemical market.• Formulate & and implement rolling 3-year operational strategies for all plant operations/departments to achieve annual operating & and goal-deployment plans in the order-to-dispatch process including Customer Representation, Planning, Supply Chain, Manufacturing, Quality Control, and Dispatch.• Cost Reduction: Surpassed specific goals by implementing cost reduction initiatives, improving materials management, increasing inventory turnover, and enhancing overall product quality• Data-Driven Improvements: Gathered and analyzed data to identify root-cause problems and areas for process improvement, leading to measurable results in efficiency, customer satisfaction, and product quality• Strategic Manufacturing Direction: Developed and deployed strategic manufacturing plans aligned with quality objectives, product requirements, and business strategies, utilizing lean manufacturing techniques and automation.Manufacturing Expertise: • Product Development Collaboration: Ensured proactive engagement and representation of Manufacturing during product development cycles to meet quality, service, and cost objectives for future products. • Cross-functional collaboration: Collaborated closely with Finance, Quality, Sales, and Project Management departments to optimize overall operational excellence. • Quality and Safety: Ensured all products were manufactured according to specifications and met safety and quality standards most efficiently.

Designed & implemented Lean Manufacturing (including maturity assessment, transformation plan & improvement) within global sites, especially to 'Model' & 'Impact' Business Units.Assisted line leaders & value-stream managers for on-boarding new products, lean line design & execution, setting up production lines, improving business KPIs and other strategic initiatives impacting the bottom line.Directed the 80/20 business optimization process (sorting products & customers such that those in '80' category comprise 80% of revenues & those in '20' category comprise 20% of the revenues) to achieve the PBIT, revenue & working capital objectives in collaboration with the Commercial Leaders.Drove commercial excellence through 'Customer Obsession', over-serving the '80s' through customer engagement surveys and channel partner management processes Trained & coached the site-designated Lean Leaders & Next Generation Talents in the fundamental & advanced tools to drive lean culture across the organization.Conducted Rapid Improvement events like Kaizen burst and Just Do It as part of the Point & Process CIP (Continuous Improvement Process).Reduced costs through VA/VE (Value Analysis/ Value Engineering) and VOC (full form please) processes, coordinating with the sales team.

Managed the overall manufacturing operations for the product lines from machining to painting, including Standard Operating Procedures (SOPs), resource allocation and process execution within cost & time parameters to achieve daily & monthly production targets.Conducted process planning for new products including SOPs, tooling, jig fixture requirements, process timings & routing, taking active part in multiple technical teams.Planned monthly production schedules & load charts for all MAEs along with the necessary recruitment, shift-planning & overtime planning.Trained, motivated & monitored associates for upgradation of skill matrices, housekeeping & participation in monthly Q-Award & Kaizen activities.Analyzed & prepared reports & cockpit charts on machine utilization, loss-time, overall equipment effectiveness (OEE) and CIP measures.Implemented Pull Production - Kanban to improve the Lean Index for direction-control Valve-NG6 Value stream, enhancing productivity & eliminating bottlenecks through TPM (Total Productive Maintenance.