Taking care of overall operations of multi plants, key KPI’s ensuring the bottom line (P&L) through controlling the operating cost , PQDDCSSM , and meeting compliances, creating the good culture, taking care and executing the new projects with an allotted budget with lean concepts, Report out operational performance with clear PDCA. improve the ITR , plan and executing the projects in CCP-Conversion Costs and MCP-Material cost productivity, work for market out performance (MOP), planning AOP and policy deployment of KMI , KPI , review and address the gaps ,

Taking care of overall operations of multi-units, Formulate business strategy, Design policies that align with overall strategy, Implementing efficient processes and standards, Coordinate customer service operations and finding ways to ensure customer retention, Ensuring compliance laws, Managing contracts and relations with customers, vendors, partners, and other stakeholders, Evaluate risk and lead quality assurance efforts, Mentor and motivate teams to achieve productivity and engagement, Report on operational performance and suggest improvements, improve the bottom line through improve the productivity Handling -500+ people

Develop and implement an effective Quality Management system and meeting all the quality system requirements like, IATF16949 and ISO 14001:2015 & ISO 45001, certified auditor VDA-6.3 -2016, VDA-6.5, and MMOG/LE. A result oriented and highly cost conscious professional with 26 years of experience in manufacturing of Auto Auxiliary and OEM. Handling end to end quality functional activities, handling of Global and local customers. • Contribute to the creation and implementation of best practice quality vision, strategies, policies, processes and procedures to aid and improve operational performance, chair and manage quality management reviews, manage and report business KPIs.• Responsible for maintaining relationships with customers and suppliers to maximize profit potential and ensure efficiency. Manage the audit programs as well as supplier development and improvement and play a key role in ensuring project deliveries. Contribute new business initiatives through proactive risk assessment to ensure safe launch of new products. TPM- QM Pillar Chairman, driving continues improvement projects through Six Sigma approach. Excellence in communication, presentation, inter personal and problem solving skills with the ability to work in multi-cultural environment. My passion is deep analysing, reality checking, quick response, taking responsibilities and logical thinking.AREAS OF EXPERTISE:- By hand of experience in vehicle assembly line ,parts assembly , machine shop , sheet metal, aluminum casting metal forming forging (hot & cold),Gear cutting , special process like heat treatment, phosphating ,powder coating and different platting process. Knowledge in PSB, CQI-9 and CQI-14.

Taking care production and build quality of the vehicles in multi model vehicle production lines (Chassis assembly line), handling more than 480 operators, meeting the production plan in the assembly line, establishment of new improvement in the assembly line by using of different tools like GEMBA, TPM, MOST, SMED and SPF. Monitoring and controlling of cost, inventory, people development & Safety and establish and fulfil the system requirements like TS/EMS/OSHAS. Improve vehicle demerit quality points through problem solving approach, involving NPD and incident investigations on the field, achieve key KPI’s of the chassis line.

Panning, Preparing, monitoring & controlling the department budgets, to achieve daily and monthly production requirements as per PPC and marketing plan, Daily and monthly gap analysis review of DRM and MRM, Operational performance improvement, Implement of best work practice, Reduction of down time and manufacturing cost, Implementation of TPM pillars and address the quality issues in cold forging and machining process like Rolling, CNC, Centre less grinding (CLG),SPM ,Buffing ,bend removing. Special drillings and Traub operations and to coordinate Jishu Hozen Activity in total company. As a core team member in AS9100 implementation and Balance score card (BSC), planning of business strategy short and long term.

To achieve monthly plan allocation of work to men and machine resources, Bridge the resource gap. To adhere to TPM and other quality systems.P-To achieve 70-80% of overall plant efficiency (OPE), Loss gap analysis and corrective actions for all down times in Forging (High speed horizontal Hot forging machine) and Secondary operation machines. Q-To Ensure the production process quality, Daily basis internal rejection clearing and taken corrective actions rejection and FTA problems, monitoring and ensure the TS16949 requirements, and reduce internal rejections C-To reduce manufacturing cost 30% by Kaizen on cost of power, RM, oils, spares and toolingD-Plan and produce the parts as per delivery requirements and make alternative plans to achieve 100% schedule Adherence. S-To ensure the safe work practices by identifies and takes corrective actions for unsafe act and unsafe conditions,