Maintaining the PM's maintenance cycle, including running defects, breakdown defects, shutdown defects, AOH work, etc. budget management, activity planning, and task distribution for attainable targets, equitable distribution of resources, successful completion of assigned tasks, and efficient administration of personnel resources. Timeliness and accurate cost estimates must be maintained as per all contractual obligations, as well as all applicable quality, health, safety, and environmental laws and regulations, and the specifications of the contractor. Identified areas for improvement and recommended process improvements to boost operational efficiencies of the project; acted as essential link between various departments. Implementing continuous improvement to raise the quality of work practises, procedures, and standards as well as the output of machines to cut down on wasteful downtime and maximise the useful life of such tools. Leadership in C&I System analysis; Preventive and predictive maintenance; Root cause analysis (RCA); Equipment-specific availability; Preventive Maintenance Compliance; Spares and Consumables trend; Breakdown data; Condition-based Monitoring (CBM); Contractor Performance Score Card; Housekeeping (5S); Training; and Documentation. Standard Operating Procedures (SOP) and Standard Maintenance Procedures (SMP) for maintenance systems must be reviewed on a regular basis to verify that work is being carried out effectively in terms of time, money, resourcesOUTCOMEo Improved operating efficiency by implementing Just-in-Time (JIT) Methodology thereby controlled minimum generation loss and minimum oil consummation due to maintenance problem.o Implemented latest Reliability improvement maintenance techniques such as FMEA and Six Sigma Methodologyo Successfully implemented Spares development from OEM instead of purchasing from BHEL which resulted in saving INR 148 Lakhs

Supported new technology acquisition, other strategic growth initiatives and maintained a momentum of improvement by increasing the number of modifications and effectively performed 23 Nos. Headed the development of 4 crucial Chinese spare part parties in India which resulted in saving INR 82 Lakhs. Spearheaded the implementation of various cost saving policies like salvation of the material from scrap, card repairing which resulted in saving INR 42 Lakhs and INR 4 Lakhs respectively.

Reviewed the management systems like IMS, SA, ISMS, EnMS and so on. Led plant maintenance operations and ensured the review of daily defects, preventive maintenance orders, environmental aspects, hazard identification & risk assessment of C&I Maintenance. Expressed exceptional relationship management skills which resulted in establishing connection with Site Office, Chinese EPC Agencies SEPCO-III (Qingdao) & SCMEC (Chengdu) and their Design Institutes SWEPDI (Chengdu) & NWEPDI (Xi’an) and Sub-contractors. Developed 6 Chinese spare part parties in India and saved INR 56 Lacs. Implemented salvation of the material from scrap and card repairing which resulted in saving INR 12 Lakhs and 8 Lakhs respectively.

Successfully achieved the target date by performing 28 modifications at site. Spearheaded and excelled at the Unit # 1 erection & commissioning within record time of 27 months without a single day delay due to C&I problem. Developed critical missing items for China. Achieved 95% availability of Auto Control Loops and acted as champion of the Six-Sigma Project.

Supervised C&I Team and coordinating in C&I maintenance cycle of the PM, Running Defects, Break Down Defects, Shutdown Defects, AOH work and so on. Managed C&I Budget, activity scheduling and work allocation to ensure measurable goals, proper workload distribution, goal satisfaction and effective staff management. Served as champion of the Six-Sigma Project and achieved 95% availability of Auto Control Loops.