1. Improved the Indian operations by heading a team of more than 100 employees, to streamline the operations in reducing the cycle time for the components and hence the time to customer, and improved the quality performance by motivating the entire team to perform better.2. Achieved cost saving on raw materials (Steels, Aluminium, etc.) of up to 20% on €350,000 by negotiating with the right suppliers and conducting intensive audits under ISO 9001:2008 guidelines.3. Developed and implemented a colour coded packaging systems to reduce the complexity of identification of components at the customer end.4. Successfully changed the container shipment transporter from a local body to FedEx by negotiating the handling and forwarding charges, to reduce the shipping complexities and eliminate the exchange of cash in the entire process.5. Currently working on the transition of Hammer Head Assembly from Netherlands to India by creating a manufacturing setup to procure, manufacture and assemble the required parts and processes (Casting, Machining, Powder Coating and Assembly) in India.Achievements-1. Formulated, presented and executed an international outsourcing strategy by identifying the right components and the suppliers for them to achieve an annual cost saving of up to 25% on almost €1 million.2. Successfully implemented the ERP system (Ridder IQ) for the Indian operations by coordinating with different departments in India and Netherlands and reducing the planning and purchasing complexities.

• Evaluated existing truck fleet operating model and highlighted the potential risks and concerns regarding the franchise operations of fleet of trucks for ready mixed concrete distribution.• Reviewed the ready-mixed concrete market in the UK by bench-marking the current supply chain processes and fleet operating models.• Outlined recommendations to the existing operating model to increase efficiency and productivity, and improve the working capital by reducing the number of franchise leaving the business. • Evaluated and recommended sustainable fleeting solutions by suggesting alternative fleeting solution and improving the payment rating structure.

• Enhanced profitability by 30% restructuring process mapping for existing parts and developing process mapping for new parts and at the same time facilitating capacity for the same by integrating processes.• Achieved productivity gains by implementing polygonal turning process over conventional milling process leading to process time reduction by 70% and achieved savings up to 30%.• Secured highest quality standards for all the components manufactured by increasing quality awareness in the entire supply chain and implementing continuous improvement process like KAIZEN.• Managed customer orders while working in the KANBAN Ordering system for our customer Eaton Fluid Power Ltd. at the same time improving product time to customer by collaborating with customer teams and imparting training to a team of 30 people to achieve the targets.• Streamlined shop floor functionalities and planning process by improving collaboration and communication between the two teams and implementing necessary counter measures to increase performance and reduce cost in the plant.Achievements-• Improved Quality Performance by almost 87% by reducing DPPM from 500 to 65, and as a result awarded Best Company (Pemraj Industries) for Quality Performance in the year 2014 by Eaton Fluid Power Ltd.• Improved On-time delivery performance from 85% to 98% by streamlining process flow, and as a result awarded the best company (Pemraj Industries) for On Time Delivery performance by Eaton Fluid Power Ltd. in the year 2013 after I took over as the Assistant Production Manager.• Successfully Implemented ERP system for the company by leading a dedicated team to identify the process flow of parts and the core competencies of the company.

• Managed Procurement and Material Planning operations so as to facilitate the raw materials to the machines at the right time.• Enhanced Supplier Performance by restructuring supplier ordering process and improving the supplier scheduling to reduce supplier inventory by almost 30% over $100,000.• Improved product quality to highest standard by effective utilisation of quality management system under the guidelines of ISO 9001:2008.• Developed and maintained PPAP Audits for New Component Development by conducting reviews with suppliers for feasibility review. Improved the supplier auditing process by changing the audit parameters and increasing the frequency to achieve the desired quality standards.Achievements-• Successfully completed various quality audits as the management representative, which include ISO9001:2008, ATEX Audit, and Eaton Fluid Power Ltd. Process audit and internal quality audits.• Headed a procurement project to import Aluminium from China and achieved savings achieved up to 30% over $650000 by identifying and negotiating with the right suppliers.

• Implemented an effective gauging system to check Work In Progress (WIP) and finish parts from production.• Successfully completed in house as well as supplier dock audits to reduce defective parts to be shipped to the customers.