End to end engineering and product industrilization activities for Mobile surgery business in collaboration with R&D, PMO, ME, PSE, SQE etc

Head - Preseries (New Programs & Change management )

Head - New Programs and change management

Head Work Analysis Industrial engg, Lean, New product launches and WCM

Car assembly, New product launch, Lean mfg / World class mfg

• Played a vital role in establishing lean manufacturing in vehicle assembly - Implemented productivity enhancement projects like 2.7 Mins takt time, Ergonomics improvements, streamlined material flow, kitting concepts and sub-assembly offloading to achieve 15% productivity.• Led the assembly team of 180 blue collars and white collars for flawless and timely launch of 5055 and 5060 HP Tractors by ensuring operations readiness across the plant• Improved the profitability of 5038D tractor by 1.26%• Led the cross functional team to achieve the 3 Cr Rs cost reduction within the dept.• Implemented Tractors locations traceability project for effective yard management• Reduced the tractors transportation logistics cost by 14% by standardizing the containers and optimum utilization by relayouting the placements of different size tractors

• Successfully completed launch of new M300 MINI vehicle as a vehicle assembly launch manager by planning & executing the M&E readiness, Operation readiness & achieved the production acceleration as per global guideline.• Awarded with “President’s Honor" for leading the CFT to recover 3000+ hailstorm affected damaged vehicles• Ensured GM-GMS (Global Manufacturing System) Goals- Safety, Quality, People involvement, Responsiveness, & Cost are achieved• Ensured 100% adherence w.r.t. development of assembly procedures i.e. operation description sheets/ critical operation sheets/ QCOS sheets• Ensured 100% adherence w.r.t. Selection, procurement, installation of new machines & equipment power tools/ jigs/fixtures /hand tools as per requirement• Led the CFT & ensured 100% engg change requests implementations• Successfully launched M200-Chevy Spark as Plant issue team leader by resolving the build issues

• Led & managed 3 wheeler body shop. Achieved all the SQDCM KPIs.• Improved the body shop productivity by 18% by fine tuning overall line balancing & numerous process improvements• Led to improve positive culture in shop floor by establishing systems and R&R programs

• Ensured 100% adherence w.r.t. development of assembly procedures i.e. operation description sheets/ critical operation sheets/ QCOS sheets• Ensured 100% adherence w.r.t. Selection, procurement, installation of new machines & equipment power tools/ jigs/fixtures /hand tools as per requirement• Implementation of 85K vehicles capacity expansion by proper facility / process planning & ensured readiness of Machines, tools & equipments to meet the capacity target• Led manufacturing side launch of model year changes, new model introduction as Assembly launch engineer forOptra Diesel, Chevrolet SRV, Optra HLD &BSIII, Optra –DVD Edition, Corsa Elite V1, Optra NY 2005, Corsa NY 2005, Corsa Elite V2, Corsa Elite V3, Optra Max by ensuring the overall operations readiness• Implemented Global QCOS (Quality Control Operation System) to eliminate the torque defects to zero defects• Led engineering change orders (ECOs) implementations by providing impact / approval, ensured line readiness, part trials with CFT - Engg / Purchase, supply chain / QA, documentation updation & actual implementation• Ensured General assembly shop expense & capital budget planning, monitoring and control• Successfully implemented ‘Mutilation Control Program’ to reduce mutilations from 5 defects/car to 0.5 defects/ car in one monthSuccessfully drove & activated team of team leaders to achieve SQDCME Targets.

• Led 55 Workmen & 4 Group Leaders. Implemented fine-tuned line balancing to achieve the required production rate of 258 cars (Palio) per day• Successfully assembled the car with a team of 3 officers in order to understand the assembly issues. Carried out root cause analysis of 31 nos. of production quality problems of car assembly and rectified the processes to first time quality KPI from 66% to 98%• Ensured timely launch of new versions with and ensured 100% engg change requests implementations

• Along with the technical learnings, Led the assembly shop team of 45 workmen to achieve the Production targets• Stream lined production process by introducing a system of checklists, visuals and traveling cards thereby bringing down the defects and to ensure traceability of defects• Successfully implemented ‘Mistake proofing’ to reduce defects from 9000 PPM to zero PPM• Learnt & Implemented 5S, QS9000, new product introduction process, MPS work standards• Reorganized line side material feeding area layouts to reduce NVAA