Heading the operations of Violin Technologies, which is into contract manufacturing of Cables and Wiring Harnesses, and Machined and Sheet- metal components for customers in the Food, Machine-tools, Medical, and Aerospace Industries.

Leading 6 manufacturing plants (steel alloy foundry, machine shops, plating shop, and textlie consumables manufacturing plants) that serve Oil and Gas, Mining, and Textile Industries

Responsible for leading operations of a manufacturer of switch gears and host of products for industries, and utilities.. Led the operations of a mutli-plant setup with responsibility for contract management, planning, purchasing, production, spares and services.

Responsible for leading the manufacturing foot print that contained 2 plants, and 6 contract manufacturers of valves for O&G and power sector customers.. Led operations team of 1500 people spread across EHS, production, materials management, facilities and industrial engineering, contract manufacturing management, and operational excellence . Led EHS function to achieve 180 days of zero incidents . Reduced lead time for key product lines by 15 percent. Increased throughput of… Show more Responsible for leading the manufacturing foot print that contained 2 plants, and 6 contract manufacturers of valves for O&G and power sector customers.. Led operations team of 1500 people spread across EHS, production, materials management, facilities and industrial engineering, contract manufacturing management, and operational excellence . Led EHS function to achieve 180 days of zero incidents . Reduced lead time for key product lines by 15 percent. Increased throughput of the manufacturing footprint by 40%. Stabilized cost-to-sales ratio at 90% and attained a PAT of 6 % .Led effort to establish manufacturing plants and supply chains to support operations in Damam, Saudi Arabia and Houston, USA. Show less

Leading the manufacturing operations of a $90 Million business for Top Quartile Performance on Operational and Financial Metrics that cover Growth and Operational Excellence, and Winning Culture strategies through leading a strong team of 120 people. Additional responsibilities include leading remanufacturing and replacement operations of the aftermarket business, engaging multiple stakeholders from T&OC/HR, Project Management Office, Sourcing, Engineering, and Commercial functions, and… Show more Leading the manufacturing operations of a $90 Million business for Top Quartile Performance on Operational and Financial Metrics that cover Growth and Operational Excellence, and Winning Culture strategies through leading a strong team of 120 people. Additional responsibilities include leading remanufacturing and replacement operations of the aftermarket business, engaging multiple stakeholders from T&OC/HR, Project Management Office, Sourcing, Engineering, and Commercial functions, and coaching members of multiple value-streams for team effectiveness • Achieved > 90% of Annual Operating Plan on financial metrics namely, Revenue, Operating Income and Cash flow in 2 back-to-back years.• Achieved 17% increase in Employee Engagement score through deploying practices for High-Employee Involvement practices (85% EE score for the Operations team of 120 people) and Effective Supervision (81% for Direct Manager Effectiveness)• Achieved 7 back-to-back quarters of ZERO Recordable and Lost Time Incidents by leading implementation of work-place safety measures • Achieved 25% YOY reduction in Initial Customer Quality PPM through implementing Pre-production parts preparation process, and Quality-at-Source improvement projects and policy • Achieved 15%-point improvement in On-Time-Shipment through implementation of flexible production systems in Engineered-to-Order businesses and JIT measures in standard product lines • Achieved 1 turn increase in Inventory through re-engineering processes and refreshing key value-streams for shorter cycle time and efficient flow from raw-material to shipping • Achieved 6.2% productivity savings YOY in 2 successive years by improving effective throughput capacity, efficiency of plant, and by leading efforts aimed at cost savings and spend reductions related to Direct Materials, and Labor and Overhead and 1.6%-point increase to Operating income Show less

• Leading team of Advisors and Analysts members across 3 high impact engagements in the Operations & Supply Chain Analytics Practice • Built an engaging and effective team that is highly partner-focused, shares responsibilities, and is continuous improvement-oriented• Built enduring and high value-added relationships with all partners with an Net Promoter Score of 60%• Scoping, preparing proposal, and successfully acquiring new engagements with business partners in Dell Supply Chain… Show more • Leading team of Advisors and Analysts members across 3 high impact engagements in the Operations & Supply Chain Analytics Practice • Built an engaging and effective team that is highly partner-focused, shares responsibilities, and is continuous improvement-oriented• Built enduring and high value-added relationships with all partners with an Net Promoter Score of 60%• Scoping, preparing proposal, and successfully acquiring new engagements with business partners in Dell Supply Chain organization • Support run-the-business and change-the-business analytics needs of Dell procurement, manufacturing, fulfillment and logistics, and reverse supply chain domains • Led initiatives to re-engineer Dell’s reverse supply chain domain with business impact through the application of predictive analytics and optimization (OR) models• Facilitating and training team members in domain knowledge and analytical rigor and have led efforts to present in both internal and external forums on analytics and business intelligence• Facilitating and training team members in domain knowledge and analytical rigor and have led efforts to present in both internal and external forums such as IIM-B and IISC world conference on analytics and business intelligence• Leading Performance Analytics Group’s Business Excellence initiatives aimed at improving productivity of reporting and analytics team (140 man-hours saved through 8 projects in FY13), and adoption of Six Sigma approach to impact business (impact to be quantified in FY14 Show less

o Led development and deployment of continuous improvement project selection criteria and benefit quantification guidance for 27 Operations across AMER/EMEA/APAC regions and contributed 150 basis points improvement in Operating Profito Trained 300 people in problem solving, process improvements, lean tools, techniques, and coached them in over 75 kaizen eventso Developed and launched lean curriculum aimed at educating people at different levels of organization and embedding… Show more o Led development and deployment of continuous improvement project selection criteria and benefit quantification guidance for 27 Operations across AMER/EMEA/APAC regions and contributed 150 basis points improvement in Operating Profito Trained 300 people in problem solving, process improvements, lean tools, techniques, and coached them in over 75 kaizen eventso Developed and launched lean curriculum aimed at educating people at different levels of organization and embedding lean-thinking in everyone’s everyday worko Developed and implemented Quality Management System for capital goods manufacturing business units and improved all around quality by 20%o Developed and institutionalized operational excellence roadmap for Engineered-to-Order, Make-to-Order, and Make-to-Stock business models to improve Return on Capital Employed (ROCE) across segmento Developed and deployed Operational Excellence roadmap in sales, product engineering, and planning and procurement of ETO business with 40% increase in throughput and 33% increase in revenue of 2 key business units Show less

o Developed and implemented corporate strategic sourcing and supplier development roadmap and handbook for all stages of supplier-customer relationship o Led the corporate effort to develop and deploy S&OP process in key Business Units using demand-side requirements and supply side performance analytics o Worked with Supply Chain VPs/Directors to re-engineer procurement processes and restructure procurement function and improved order-to-receiving cycle time by 30% in Engineered to… Show more o Developed and implemented corporate strategic sourcing and supplier development roadmap and handbook for all stages of supplier-customer relationship o Led the corporate effort to develop and deploy S&OP process in key Business Units using demand-side requirements and supply side performance analytics o Worked with Supply Chain VPs/Directors to re-engineer procurement processes and restructure procurement function and improved order-to-receiving cycle time by 30% in Engineered to Order businesso Developed and deployed inventory management practice for critical items using ABC analysis, right-sizing DSI by 20% through reduction in supplier turn-around-time o Engaged 2 off-shore suppliers in improvement projects and improved OTIF performance by 40% and impacting business lead time reduction by 10% Show less

As the Interim Director of Product Engineering, I was responsible for leading a team that has 33 people and 5 areas namely, 1) New Product Development and Introduction, 2) Product Compliance, 3) Technical Services, 4) Design and Drafting, and 5) Development Lab. I worked with team leaders and members to re-engineer all the processes in these 5 areas to help people achieve meangingfulness, improve capabilities of these processes and the contribution of the two the organization's revitalization… Show more As the Interim Director of Product Engineering, I was responsible for leading a team that has 33 people and 5 areas namely, 1) New Product Development and Introduction, 2) Product Compliance, 3) Technical Services, 4) Design and Drafting, and 5) Development Lab. I worked with team leaders and members to re-engineer all the processes in these 5 areas to help people achieve meangingfulness, improve capabilities of these processes and the contribution of the two the organization's revitalization, read growth. Show less

o Led Manufacturing Engineering and Facilities Engineering Functions with 5 direct reports o Co-led development of APQP documentations for new launches and developed Process Flow Maps, PFMEA, Process Control Plans for both new and existing product lineso Set benchmark using Value-Stream Analysis and led manufacturing process re-engineering effort through implementing Receiving Inspection, 5S, Quality at Source, SMED, TPM, Process Flow Analysis, Level and Heijunka Production, Visual… Show more o Led Manufacturing Engineering and Facilities Engineering Functions with 5 direct reports o Co-led development of APQP documentations for new launches and developed Process Flow Maps, PFMEA, Process Control Plans for both new and existing product lineso Set benchmark using Value-Stream Analysis and led manufacturing process re-engineering effort through implementing Receiving Inspection, 5S, Quality at Source, SMED, TPM, Process Flow Analysis, Level and Heijunka Production, Visual Workplace Management, and Employee Involvement practices in process and quality improvement o Led rapid improvement (kaizen) events , projects, and problem-solving efforts for the implementation of lean and world-class manufacturing tools o Institutionalized Lean Plant Performance Metrics, such as OEE, FTT, and DTD o Effort resulted in  Customer PPM reduction from 240 in year 2000 to 20 in year 2001 and 6 in 2002.  Customer delivery rating improvement from 67% in year 2000 to 99% in year 2002. Internal scrap reduction from 5% of sale in year 2000 to 1% of sale in 2001 and 0.6% for 2002. Dock-to-Dock time reduction by 11 days in year 2001 Plant OEE performance improvement by 40%o Developed Green Belt and Black Belt Six Sigma Curricula and Trained 6 Black Belt and 200 Green Belt candidates and contributed around $4 million in savings over 2 yearso Led kaizen events to improve productive capacity of major product lines of the Group’s European business unit by 40% and augmented revenue by 1.2 million Euros in 2006 o Streamlined major manufacturing, and transactional processes in industrial goods business resulting in 30% reduction in Order-to-Delivery cycle-time o Developed and Deployed quality manual for the industrial ovens and consumer durable business units of the group with an impact of improving quality performance by 20 percentage point. Show less

This position involved 1) designing tooling, 2) managing tooling vendor base, 3) creating and maintaining tooling life programs, and 4) leading a crew of 8 people in the tooling area and machining shop of Carborundum Unviersal, a leading industrial abrasives manufacturer in India.