• Lead the Engineered Pump Division Quality Function to exceed customer expectations and achieve business goals.• Collaborated with cross-functional teams to develop and manage a Quality Management System (QMS) driving regulatory compliance and quality.• Managed KPIs, tracked Non-conformance, and drove CAPA programs for project quality improvement.• Crafted a quality culture for continuous improvement and conformity with internal and external standards.

Heading the Quality function for Asia pacific (Australia, China, Malaysia, India and Japan) Region. I am responsible for measuring and monitoring the Quality Performance of each of the manufacturing site.I am responsible for the Development and Deployment of the strategic initiatives across the region to meet the Customer & Key stake holders Expectations.Played a major role in the establishing the Quality standards (Systems & Procedures) for the new product introduction (NPI)• Managed compliance to internal and external standards across multiple sites in the region.• Monitored customer feedback from the region to identify trends or potential areas of concern related to product and process quality.• Facilitated communication between regional teams and corporate headquarters regarding updates on new policies or changes in regulations affecting product and service quality.• Support the development of quality strategies based on best practices and failure data analysis.• Assist in implementation and training of new quality initiatives.• Support Lessons Learned / Read Across for distribution and closed loop verification for your region.• Recognized for leading a Transformation project (ISTP – Integrated System Transformation project) on OTC (Order to Cash) value chain• Reduced the Adj. Primary Working Capital from 34% to 24% where the site gained a cashflow of 10 MUSD which directly improved the OI (operating Margin) • Implemented the SIOP (Sales, inventory & Operations Planning) thereby reducing the FG inventory by 50% in 2019.• Value stream Transformation (VST) was performed for commercial operations and Finance function, where the new KPI`s were developed based on PQVC and aligned to the Sites key KPI.• Awarded the Safety ICON of the site was consecutive 2 years (2018 & 2019)

• Recognized for leading the integration of lean sigma in daily operational problem solving by deploying CPS at the lower most level• Coached & managed 15 green belts to deliver the project results • Total cost saving for the year 2013 & 2014 is 1 MUSD out of which 30 % is green dollar benefit• Facilitated the value stream in getting the CPS score of 60 for the first time since deployed• Develop & Implement Integrated Logistics Services Solution for LWL & UGM LPTs ( Axles ) for a green field project• Improve the productivity of the logistics value chain (Gate entry to warehouse stock) by reducing it to 24 hours.• Reduced the throughput time of 2 work stations ( frame assembly & front axle assembly) by minimizing the 8 wastes from 12 hours to 6.33 hours and 124 mins to 78 mins respectively• Designed and implemented the new method for storing the fabricated plates, ergonomically as per NIOSH standards

LV Motors Business, ABB Ltd• Changed the planning strategy in order to improve the customer OTD (On time delivery) and reduce the inventory by 20%• Defined SOP (Sales & Operation planning) to improve the TTPT( Total Throughput time) and also to respond quickly to customers demand variations• Improved the OCF(Operating cash flow) for the BU by reducing the inventory by 20%, which helped in improving supplier OTD• Improved the method to capture COPQ of the divisions which helped in declaring it from 3% to 16 % which gave chance for cost saving improvementsMCB Business, ABB Ltd• Changed the layout and facilitated the plant (MCB division) with lean concepts to improve the productivity by 50% and also ramped up production by 2 times• Evaluated all levels of the supply chain in order to achieve 100 % OTD (On time Delivery) for MCB business• Improved TTPT (Total throughput time) for quick response to the customers demand fluctuations.

• Reduced setup time by 60% in double disk grinding machine• Designed a new fixture as a POKE YOKE for the customer complaints. • Headed 5 TPM projects and facilitated the team member in achieving the OEE targets