Head of Technical Operations at CSD (Carbonated Soft Drinks) unit, located in Sundar Industrial Estate, Lahore. The job position was responsible to: • Render effective frontline leadership to drive high performance culture and environment in all 3 Gourmet plants/ units• Overall management and leadership of technical services in CSD (Carbonated Soft Drink) operations of Unit 5. consisting of 4 product lines, RO plant, Syrup preparation and 9 Nos. of 40 bar reciprocating and 10 bar screw compressors, 7 Nos. of Ammonia Chillers of 150 tonnes/ hr capacity each, 10 tonne fire tube boiler, 5 Nos. of Diesel Gensets ranging from 1200 KVA to 1500 KVA. • Develop KPIs and product initiatives in line with Company milestones and business strategy. • Develop daily and monthly production plan (MPP) for plant operations in accordance with SP (Sales Plan).• Implement continuous process improvements to minimize waste and reduce costs while maximizing performance, yield and quality. Build cohesive teams focused on performance, throughput and quality improvement. Was able to successfully reduce material waste by 12% through improvement drives based on IWS philosophy. • Maintain all engineering services/ utilities to support production process. Develop preventive Maintenance program/ regimes and implement across all 3 units. As an outcome, a positive uptime of 7% was observed in one year. • Liaise with external stakeholders in Punjab Food Authority and EPA (Environmental Protection Energy). Develop Product Integrity and Environmental Safety Programs in compliance with Food and Safety acts, Punjab 2019. Successfully led all Food Authority / EPA audits without major non-compliances to acts.

Heading Quality Assurance function in the factory with prime responsibilities of:• Leading the Consumer Centric Quality agenda and maintaining desired focus on consumer annoyance/ perceptible areas of product through active stakeholder engagement supported with tangible actions to minimize consumer complaints.• Leading the Quality Pillar launch for IWS in 2017. Develop fundamentals and platform for capability development, organization structure and deployment of master plan for Quality Incidents and Consumer Complaints reduction• Develop quality linkage to support CBN “Compelling Business Need” and deploy time bound plans to support each business need. • Lead ISO 9001 under factory Quality Management System and target accreditation on 2015 standards.• Maintain Level 3 compliance in areas of PI&T (Product Integrity & Traceability) and Pest Management & Hygiene standards.

Leading analysis and evaluation of leaf, finished product & production materials in terms of physical, chemical and sensory characteristics to ensure quality consistency and alignment with product strategy. The present job position encapsulates the following responsibilities:• Analyze product for testing and respond to stakeholders with results using statistical evaluation & qualitative analysis for decision making.• Develop strong data management system to seamless product evaluation and record of traceability of own and competition brands & support NPIs in line with brand strategy and satisfaction to consumer expectations.• Ensure testing equipment performance through calibration and preventive maintenance regimes while maintaining optimum index of Gauge R&R involving repeatability and reproducibility tests.• To contribute in Regional Analytics agenda and contribute towards continual improvement agenda through above factory engagement with Opcos in ASPAC.• Participate in global measurement cross checks and proficiency testing to ensure accuracy and precision of testing methodology.• Maintain accreditation to 17025 lab standards.

Leading Quality Assurance operations in Jhelum Factory to develop, implement & sustain company Quality Policies for manufacturing operations in the plant. Prime responsibilities include:• Maintaining QMS in compliance with BAT quality system of Finished Product Inspection. Optimize effectiveness to enable objective measurement tools for all quality processes/ operations.• Leading ISO 9000: 2008. Certified lead auditor for QMS. • Application of DMAIC and advanced SPC tools involving usage of MSA (Measurement System Analysis), Cpk, Hypothesis Testing & Design of Experiment for product & process improvement.• External stake holder engagement & understanding voice of customer to ensure optimum quality.• Ownership for overall coordination & implementation of the roadmap to Product Integrity and Traceability as laid down by BAT. Render above market support to Bangladesh and Myanmar and champion level 3 compliance in the Opco.• Champion QM (Quality Maintenance) pillar under the factory TPM program.

Establish best practices for production process improvement encompassing implementation of 'Lean' Manufacturing tools & Process Quality Assurance as major domains of work profile. Initiate continuous improvement projects through creating strategic training as a platform for employee development & process improvement on shop floor.• Established organizational training objectives as Technical Training manager that resulted in 15% increase in Productivity & product quality performance indicators by:a) Implementing Lean tools of Kanban,b) Setting up a 5S program and promoting the skills through the entire organization. c) Developing model 5S area to set examples for others to follow.d) Initiate Autonomous Maintenance, Focused Improvement and Quality Pillar under the banner of TPM. • Planned, promoted, and organized training activities related to product quality and reliability of machine equipment in areas of Statistical Process Control, SCOR (Supply Chain Operations Reference Model) & Total Productive Maintenance tools implementation. Recognized with a Best In Class rating in Supply Chain Excellence Audit encompassing ‘Training & Qualification’.• Created & developed technical competencies for employees in line with factory operations strategy & 'Make' competencies of the secondary supply chain as trigger point to personnel development, appraisal & enablers to productivity improvement.• Achieved immediate and long-term goals through re- defining factory strategy in numerical values of "0 85 99". The strategy was correspondingly cascaded to all quarters through interactive & high energy sessions.• Identified areas needing improvement and assisted management in preventing errors and improving quality through function loss studies on machines & correspondingly developed Kaizen improvement plans for productivity & quality gains.

Perform shop floor management functions relating to cellular-based product lines with an annual sales volume of 18 billion sticks. A role profile encompassing dynamic team direction/ leadership entrusted with performance optimization& utilization of assets worth Rs. 800 million CapEx & annual operating expenses over Rs. 100 million. Responsible for facilities and equipment control, planned maintenance executions, production planning & MPS formulation, inventory and materials KANBAN management, labor relations &delivering key performance indicators ‘OTIF’ while maintaining high standards of ‘EH&S’ on shop floor.• Involved in success of team structure on shop floor involving ‘one piece’ workflow concept. Was able to reduce manufacturing lead times by 20-30%, reducing in process inventories & harnessing potential of individuals& integration as teams. Led complete floor re-organization, machinery movement and services (utilities) restructuring according to new ‘one piece flow’ concept by balancing Make and Pack optimization.• Established and maintained annual budgets, saving Rs.500,000 in direct labor through reduction in overtime costs.• Developed SOPs, WIs to supplement qualifications in ISO 9000& BAT EH&S certifications. Spearheaded production teams in preparation for ISO 9001 certification of facility in 2002. • Improved productivity yields running process waste (muda) reduction campaigns yielding Rs. 3 million savings in Wrapping Materials utilization.• Developed & implemented Reward & Recognition criteria/ campaigns for production cells to instill enthusiasm & ownership at all levels.• Successfully lobbied & participated in the process with trade unions to embrace growth by turning 16 hour operations to 24 hours continuous shift operations, achieving rapid savings in operational costs and boosting output by 40%. • Regularly involved during the biennial bargaining agreements with trade unions involving staffing & crew rationalization agendas.

Lead and manage operations of a production team under ‘Mini Factory’ concept to ensure timely execution of production plans within performance parameters of cost, quality, safety & productivity rates through motivational leadership, relationship management with CBA & continuous improvement of cell operations.• Brought about a turnaround improvement in delegated team(s). Was assigned challenging tasks during this tenure to uplifting team performances to credibility. Successfully managed the transformation using ‘PDCA’ to drive sustainable improvement in people & processes. Was recognized for this accomplished performance & subsequently elevated to Production Manager role profile. • Developed an encompassing business communication package for shop floor employees to educate internal resources of company ‘Line of Sight’ & business prerogatives relating to team performance. Later this model was cascaded to other teams/ factory & still being followed today as a forum today to share business performance & expectations to shop floor.• Lead a productivity improvement project by the name of “First Hour Improvement” in the department that brought a 25% improvement in production at the start of shift.

Joined Pepsi Co. as a fresh Engineering Graduate in 1995 in the capacity of Technical Manager for On-Premise dispensers & chilling equipment. During the tenure:• Handled technical services of a Rs. 30 million project, as the Pepsi-Cola International Technical Manager• Trained & coached Bottlers staff all over Pakistan on machinery installation, mechanical functioning, commissioning & utilization.• Developed preventive maintenance systems & carried out monthly inspections of the machines throughout Pakistan to monitor machine & product performance. • Assumed also the job role of a procurement executive during this tenure and managed a project worth Rs. 10 million that was rolled out to purchase various ‘Tools of Trade’ that included freezers, ice chests & visi-coolers. The job role also required to facilitate & develop a local visi-cooler to replace imported exorbitant priced coolers which was successfully managed.