• Kickoff custom orders/projects with Engineering and the factory Supply Chain teams to determine project scope and time lines. Lead and direct cross-functional teams across various Caterpillar facilities using MS Project and Excel to consistently meet project deadlines, at lower costs.• Single point of contact for Engineering specifications, order consist/modifications, delivery schedules, and customer witness tests and factory visits, for the dealers/customers worldwide.• Procure and manage prove design/prototype parts, keeping lead times and inventory holding costs at the minimum. • Manage customer’s free issued material delivery, inventory, and serial number assignments; Provide periodic (daily and weekly) updates to Customers and internal stakeholders. Follow-up and drive actions to resolve daily production and material quality issues.• Identified optimal test and paint schedules for the factory Operations for the Well Service product line, and instrumental for the factory to achieve a 100% delivery performance every year from 2011 to 2015. 50% of the products shipped earlier than committed ship dates, reducing inventory holding costs.• Identified an average of 52% defect rate (1.1 Defects per Unit) in the shipping consist documentation for the production years 2011 to 2015, and achieved a 100% accuracy of documentation to customers

• Managed an offshore team in India (team size: 4) and established standard cycle times for new operations using ODS (a pre-determined motion and time study software), used traditional time studies and manpower analysis to identify improvement opportunities on the assembly lines.• Managed Virtual Build simulation projects for different engine arrangements to evaluate sequence and tooling constraints involved in the New Products Introduction (NPI) process.• Balanced and level loaded the existing engine assembly lines and successfully introduced various NPI engines, maintaining the existing zonal manpower and tooling, and achieved a 60% line efficiency

• Chaired daily production meetings with Operations, Engineering, and QC. Identified and followed up on action items to address and resolve daily production and quality issues.• Kicked off new and existing orders with Engineering and identified time lines for design effectivity. Responsible for Engineering change management, and drawing control with shop floor and QC• Used Made to Manage ERP system to manage production BOM, created material/job routings and schedules, to enable Operations and Store Controllers achieve daily targets • Performed time studies to identify non-value added time in the bottleneck areas of paint and phosphating, drove monthly process improvement initiatives with Operations, Material handling, and QC teams• Provided highly competitive cost estimations for several Department of Defense solicitations and enabled the company secure contracts worth $1.1 Million

• Spearheaded the time study team (team size: 5) to determine operation and cycle times for laying out and balancing new assembly lines for off -highway trucks and Wheel Tractor Scrappers at the factory• Drove Rapid Improvement workshops (RIWs) through time study blitzes on various product lines. Used Spaghetti maps to identify non-value added activities for monthly PDCA (Plan, Do, Check, Act) meetings for Operations and provided rework analysis for Supplier Quality to drive quality improvements.• Provided line balancing and manpower optimization analysis for existing assembly lines, and identified annual cost saving opportunities of $19.5 Million for the factory across multiple commodities • Developed bi-weekly project charters, multi-generation project plans, and process FMEAs for the paint module concept project. Tracked project progress across various cross-functional R&D teams and suppliers, and updated stakeholders of the project progress through bi-weekly meetings• Documented the Paint before Assembly (PBA) process concepts and operation sequence to paint ECMs and Starters; Ran payback/ROI analysis to justify capital investment for using the Re deployable paint modules at the then new facility in Nuevo Laredo, Mexico.

• Introduced KANBAN cards to create a pull system and used JIT ordering system to eliminate raw material and WIP inventory holding costs and space. A savings of $5,500 per month.• Initiated process improvements on the floor through CI board and increased employee engagement; Implemented 5S to achieve a 40 minute/shift productivity improvement, a monthly savings of $3700• Introduced mixed-model scheduling to meet variable TAKT and reduced downtime (NVA) from color changeovers by 45 minutes per shift, a monthly saving of $4000.• Identified non-value added activities via time studies and utilized value stream mapping to identify areas of improvement to increase the process efficiencies of the sandblasting and powder coating processes. • Replaced the existing product layout with a process layout, and introduced a single-piece flow to reduce the overall cycle time by 24 minutes. A monthly cost savings of $3000 and a LPI goal of 87%• Initiated an in-process quality circle and provided root-cause analysis to assist the Quality Control team identify and better control the in-process quality

• Identified non value added activities in the pulp extraction process through time studies and Pareto analysis; Eliminated over-processing and identified overall monthly savings of ₹1.75 Lakhs.• Audited and documented the usage of ozone depleting raw materials and waste/effluents in medium and small scale industries in Bangalore’s Peenya Industrial Area. • Trained industries on ISO 14000 regulations and successfully setup a ‘Waste Exchange Bank’ to help industries recycle waste and reduce the consumption of ozone depleting substances.

Rejection Control of input housing casting of an Advanced Light Helicopter [ALH] - HINDUSTAN AERONAUTICS LTD. (HAL, DEFENSE AVIATION), Bangalore, India; Team Size: 5 • Created a Quality Circle at the Foundry and Radiology divisions to perform root-cause analysis and used Pareto analysis to identify critical casting defects (gas holes and high dense inclusions) responsible for the high rejection rate of 52%• Implemented improved casting practices/methods at the foundry to achieve a 80% reduction in rejection rate in castings, from 52% to 10%, an average annual savings of ₹24 Lakhs.