Responsible for value added package and introduction of Transmissions to the high horse power engine market. It involves new design, prototype building and testing, testing in the field, development of supply chain, development of manufacturing strategy, evaluation of different sites for long term production, capital investments to set up new operations, planning for human resource requirements and final production launch. The responsibility requires program management of the functions and activities to introduce new product to the market, on time, right quality and at the right cost. Key AchievementsLed the team to develop long term manufacturing strategy Led the team for evaluation of different sites and selected site for production launchWorked with different functions to develop the prototype schedule to meet customer requirementsLed the development of supply chain and sourcing strategyLed cost reduction efforts for production launch and reduced it by 22%.

Provide direction, leadership and support to the entire company operations of 1,800 employees for marketing/sales, product development, engineering, material and purchasing, manufacturing, human resources and finance. The key business objectives are to deliver plans on safety, quality, product delivery, product cost, P&L, working capital, sales growth, new product introduction, customer and supplier relationships. The responsibility includes implementation of Cummins operating system (COS), team based work system and 6 Sigma throughout the company, two way communication, training and development of employees, recognition and rewards for employees, motivate the workforce and connect to company goals and vision. Lead by examples and be a role model for the organization. Key AchievementsSafety Incident rate ZERO for 16 monthsResponsible for P&L and Balance sheet for $600M business, Profit before tax (PBT) increased by more than 11 times Return on Investment (ROI) increased by more than 7 times.Inventory turns double and working capital improved by more than 70%Customer quality defects reduced by more than 80% Productivity improved by more than 60%Record completion of 6 Sigma projects and savingsChairman's award for six sigma improvements Introduced four new products to the marketTremendous amount of focus on employee education, training and developmentBuilt strong JV partnership and organizationEstablished two new school as part of community developmentMost improved JV in the company for the performance results

Provide direction, leadership and support to the entire manufacturing operations organization (total 1,700 employees) and deliver the results in a disciplined, systematic and building the organization. The manufacturing organization comprises of materials, manufacturing engineering, machining operations, engine assembly and quality functions. The key business objectives are to deliver plans on safety, quality, delivery, product cost and inventory. The responsibility includes implementation of COS, 6-Sigma, Kaizen, SMED, Multi-Machining Operations, 2-Way communication, recognition programs, TBWS etc. Lead by examples and be a role model for the organization. Key AchievementsCustomer delivery improved by more than 135%Customer quality defects reduced by 66%Productivity improved by more than 37%Inventory accuracy improved 93% and turns by 28%Manufacturing cost reduced by 43% Built strong partnership between union, management and across different departments

Provide direction, leadership and support to lead plant operations (Total 1,250 employees) to achieve business objectives for safety, quality, delivery, NPI, working capital, product cost, PBT/ROE and other key measures. Implementation of COS, 6-Sigma, ISO 9001 quality systems, new product introduction, kaizen, continuous improvements, customer and supplier management, restructuring and reforms, annual business plans, labor relations, training and development, 2-Way communication, recognition and rewards for employees. Key AchievementsReduced safety incidents by 77%Customer quality defects reduced by 72%Productivity improved by more than 45%Inventory turns improved by 124%Manufacturing cost reduced by 15% Accounts receivables reduced by 29%Double the hours invested in employee training and development Made number of internal reforms to make it more competitive

Provide direction, leadership and support to shop operations, material, quality and manufacturing engineering functions to achieve business objectives on safety, quality, delivery, product cost, inventory, CPS measures, implementation of CPS/CPE, kaizen, new product introduction, business plans, capital plans, labor relations, recognition and rewards, CPMS systems, TBWS, training and development, member of shop operations council to represent southern Indiana.