ACC is now part of Adani Cements. I Head Transformation as Corporate PMO Head for the combined entity of ACC and Ambuja across about 40 manufacturing plants. The role requires facilitating the opportunity identification and project managing the whole transformation initiative.

ACC is now part of Adani Cements since Sep 22. As Head of Business Excellence, along with the role of Head PMO for Parvat, I also anchored some of the key initiatives across all manufacturing plants at ACC : 1. Leading "Parvat" - One of the most prestigious initiatives at ACC, the initiative aimed towards cost leadership and improving EBITA through efficiency improvement and cost reduction projects across all manufacturing plants spread across the country. Parvat delivered a savings of… Show more ACC is now part of Adani Cements since Sep 22. As Head of Business Excellence, along with the role of Head PMO for Parvat, I also anchored some of the key initiatives across all manufacturing plants at ACC : 1. Leading "Parvat" - One of the most prestigious initiatives at ACC, the initiative aimed towards cost leadership and improving EBITA through efficiency improvement and cost reduction projects across all manufacturing plants spread across the country. Parvat delivered a savings of more than 500 Cr. 2. Improving Shutdown time using better projects management, leveraging Industrial Engineering techniques and deploying best practices in identified activities to rest of the plants. 3. Copy with Pride - The initiative aimed towards breaking the taboo associated with not invented here syndrome and to accelerate the process of replicating best practices across all manufacturing plants. Created Copy With Pride Framework and Platform to manage end to end process from identification till execution across plants using Best Practices Library and Tracking sheets with real time dashboards.4. Robotics and Automation for Shutdown Material Planning and Real Time Shutdown Monitoring5. Reducing annual rate of demurrage penalty by more than 50% Show less

Started with the role of Group Head for Innovation and Quality. Role changes provided opportunity to head Branch Service Assessment , Process Re-engineering Group for Customer Service Improvement, Business Continuity Management, Group Head for Infrastructure & Facilities Management and currently leading Process and People Optimization Initiative.These roles provided opportunity to work in as diverse areas as highly structured (Quality), creative and ambiguous (Innovation) and core… Show more Started with the role of Group Head for Innovation and Quality. Role changes provided opportunity to head Branch Service Assessment , Process Re-engineering Group for Customer Service Improvement, Business Continuity Management, Group Head for Infrastructure & Facilities Management and currently leading Process and People Optimization Initiative.These roles provided opportunity to work in as diverse areas as highly structured (Quality), creative and ambiguous (Innovation) and core operational (Infrastructure Services).The first role involved establishing the structured Innovation mechanism and rejuvenating Quality movement in the bank. As the anchor of Innovation initiative , I played crucial role in ICICI getting more than 25 awards at almost every prestigious national and international forum, including "The Most Innovative Bank Award" by IBA. The initiative brought many first in Indian Banking industry products to market like Tab Banking, 24x7 Electronic Branches, Smart Campus for cash less transactions, iWork@Home for working from home, Robotics RPA, Mobile Apps , 24x7 Fully Automated Smart Vault and many more projects which have tremendously benefitted the business. This was made possible by establishing Innovation Framework and creating an eco-system to get a continuous stream of new ideas working with Fintechs, Start-ups, Acclerators, Incubation Centers, Angel Networks, Technology Partners, MIT Media Lab, Engineering institutes , running Design Thinking workshops, Agile Projects and collaborating with internal stakeholders. In Quality I brought practices from Manufacturing and BPO to the Bank to bring internal efficiency and improve Net Promoter Score.As Head of IMSG, I managed employee services to about 1L headcount spread across about 15M SFT of real estate, 5200 branches & offices with right balance b/w operating cost, employee satisfaction and vendor management with 3000Cr Opex and resulted exponential improvement in service performance. Show less

As head of Team and reporting to Vice Chairman, I led deployment of Manufacturing Excellence activities across all 11 factories of Videocon coming under Consumer Electronics and Home Appliances business. These factories were located across the length and breadth of India. The objective was to develop a culture of continuous improvement with focus on activities improving the capability of the organization and having direct impact on the bottom line. Focus was to ensure that all factories grow… Show more As head of Team and reporting to Vice Chairman, I led deployment of Manufacturing Excellence activities across all 11 factories of Videocon coming under Consumer Electronics and Home Appliances business. These factories were located across the length and breadth of India. The objective was to develop a culture of continuous improvement with focus on activities improving the capability of the organization and having direct impact on the bottom line. Focus was to ensure that all factories grow simultaneously through competition among themselves, learning through doing, providing them forums for best practice exchange and appropriate Rewards and Recognition. This being a continuous exercise, key activities under this were – T5S, Innovation Training, 3F, 5R, 6Tools, Mi-10, SRT-SRP (the Business Process Re-engineering Projects on full time/ part time participation of employees), QIT-PIT (on the lines of Quality Circles focusing specifically on Quality or Productivity Innovation through shop floor workforce).I also managed activities around workplace Environment, Safety and Health for all the factories under the same umbrella - employee safety and fire safety being at the top. Show less

A JV for BPO between Quatrro India and one of Sri Lanka's biggest and most admired companies John Keells, the company was known as Auxicogent, I joined this company at start-up stage and had dual reporting to the CEO of John Keells and EVP Quality of Quatrro. The company started by acquisition of capative BPO unit of a US internet service provider. The role played and notable achievements include: 1 of the 3 key members of the team that successfully turned around the acquired captive … Show more A JV for BPO between Quatrro India and one of Sri Lanka's biggest and most admired companies John Keells, the company was known as Auxicogent, I joined this company at start-up stage and had dual reporting to the CEO of John Keells and EVP Quality of Quatrro. The company started by acquisition of capative BPO unit of a US internet service provider. The role played and notable achievements include: 1 of the 3 key members of the team that successfully turned around the acquired captive BPO unit of a US Internet Service Provider. This led to CSat Score improvement from 72% to 87% and attaining Client Satisfaction score of 85% plus. Core member of the team managing smooth merger and integration of the same captive unit on acquisition through anticipated dissatisfaction points, transparent communication and ensuring speedy addressal/ feedback on employee grievances. Role enhanced to include Transition and Risk & Compliance. Leading BPO Opportunity Identification exercise at 20+ business units within John-Keells in Sri Lanka. Leading consulting assignments at Singapore for a renowned hotel chain for their contact centre and at Colombo for a finance & accounting shared services centre, a reputed bank – American Express JV, a big Travel House and a leading Insurance company. These Colombo based companies were part of John-Keells Group. Data analysis support to operations for Root Cause Identification and guiding for closure of the same. Driving DMAIC projects in high impact areas. Interacting with JV Partner (Quatrro) Quality team for best practices exchange, benchmarking and deployment updates. Customer Satisfaction and Net Promoter Score owner for AuxiCogent. Baselining and ensuring smooth transition of new businesses from abroad. Show less

Vertex India was a captive unit of USD 12 billion United Utilities of UK and operated from 2 locations in India with total manpower of 2500 and 60+ locations across the globe.Key roles and achievements included: Won “Support Person of the Year” award for 2005.  Six Sigma, ISO, EFQM and COPC Deployment. Management Representative for ISO 9001:2000 and led Vertex in achieving ISO certification. Main coordinator for EFQM. Leader of Team of the year award… Show more Vertex India was a captive unit of USD 12 billion United Utilities of UK and operated from 2 locations in India with total manpower of 2500 and 60+ locations across the globe.Key roles and achievements included: Won “Support Person of the Year” award for 2005.  Six Sigma, ISO, EFQM and COPC Deployment. Management Representative for ISO 9001:2000 and led Vertex in achieving ISO certification. Main coordinator for EFQM. Leader of Team of the year award in 2004. The same team stood runners up across 60+ locations of Vertex worldwide. Leading HIT Team, a special team formed with the objective of 3x3. Guiding Transactions Monitoring (Process Quality Audit) teams to ensure consistency in practices deployment and best practice exchange across contracts, across sites and in line with Vertex UK. Interacting with Overseas Business Excellence Team for Best Practices exchange, Benchmarking and Deployment updates. Show less

I joined Spectramind, one of the first third party BPO startups in India, which was acquired by Wipro in mid 2002. Led as main coordinator for COPC Certification for multiple locations. This gave opportunity to lead WIPRO become only the second organization in India to achieve this most prestigious certification in the industry. In recognition of my effort and the result, I was conferred the highest management reward declared in the… Show more I joined Spectramind, one of the first third party BPO startups in India, which was acquired by Wipro in mid 2002. Led as main coordinator for COPC Certification for multiple locations. This gave opportunity to lead WIPRO become only the second organization in India to achieve this most prestigious certification in the industry. In recognition of my effort and the result, I was conferred the highest management reward declared in the company. Mentoring Green Belts and Black Belts High Impact Projects Identification & guidance Managing team to provide Quality Support for Processes in Technical helpdesk, Outbound Calling, Inbound calling, Email processes and Support processes like HR, Recruitment and Infrastructure management - totalling manpower of more than 2500. Show less

I joined LG at greenfield project (startup) stage and thoroughly enjoyed every moment of my stay at the fast pace learning and execution environment of LG. I became the first Indian Team Leader of Super A Team, a team established to drive LG towards stretched goals concept. As the team leader I played crucial role in establishing the Innovation culture in the organization. LG proved to be my learning ground for manufacturing innovation based on the lines of Toyota Production System and TQM… Show more I joined LG at greenfield project (startup) stage and thoroughly enjoyed every moment of my stay at the fast pace learning and execution environment of LG. I became the first Indian Team Leader of Super A Team, a team established to drive LG towards stretched goals concept. As the team leader I played crucial role in establishing the Innovation culture in the organization. LG proved to be my learning ground for manufacturing innovation based on the lines of Toyota Production System and TQM deployment. Closely working under the guidance of the Managing Director, Head of HR and Head of Manufacturing, Super A Team acted as window of introducing all new initiatives and management practices in the company . The successful execution list contained:a) Interacting with Overseas Super A Teams for Best Practices exchange, Benchmarking and development of new concepts.b) Building Performance driven culture through Key Performance Index (KPI) Management.c) Factory Innovation (Fi-10) Management d) Successfully establishing TPI 50 Movement (TDR, NWT, CT ½, QIC campaigns) e) Establishing Rolled Throughput Yield (RTY) Managementf) Led Quality Improvement Initiatives (100ppm, 6Sigma, 5S, 6 Tools, Visual Management). Led establishment of 100 ppm Centre.g) Launching & maintaining 6 Sigma in LG. Also established 6 Sigma Bonuses, Awards, Belts and Review System. Educated & trained personnel in use of Six Sigma. Guided Six Sigma projects.h) NWT (~Quality Circle) deploymenti) Culture Development through MI5S Training, ISTC Training. j) Deployment of Bi-10 (Branch Innovation) for Sales Branches of LG.While working at LG, I also earned my Green Belt and later Black Belt from LG Korea. The experience and fundamentals learned at LG have stayed with me since then and have immensely contributed to my success in subsequent jobs. Show less

I joined HCL-Hewlett Packard as Industrial Engineer and was soon selected as one of the key project members for greenfield project setup at Pondicherry. Key achievements were: Greenfield Project installation at South Indian city of Pondicherry. This included independent handling of Construction supervision of some part, Air conditioning, False Ceiling, Stores Storage Area Planning. Post plant setup, I participated in ensuring the smooth running… Show more I joined HCL-Hewlett Packard as Industrial Engineer and was soon selected as one of the key project members for greenfield project setup at Pondicherry. Key achievements were: Greenfield Project installation at South Indian city of Pondicherry. This included independent handling of Construction supervision of some part, Air conditioning, False Ceiling, Stores Storage Area Planning. Post plant setup, I participated in ensuring the smooth running and capacity utilization of the plant through use of Time and Motion Study, Line Balancing, Layout and Material Handling, Establishing standards operating procedures and documentation for ISO 9000. End to end Bar Coding Implementation from receipt to delivery at destination - Fool Proofing for preventing Short Shipment and Wrong Shipment as well as Tracking of Shipments. This project was selected as one of the best projects in the company. Show less

I joined MindaRika, a joint venture between Minda Group (India) and TokaiRika (Japan) at greenfield project (Startup) stage for the manufacture of automobile switches. Key experiences and contribution include: Building construction, modification and fitout Time and Motion Study Layout & Material handling Line Balancing Documenting procedures Manpower estimation Productivity reports generationBasis my contribution at MindaRika, I was selected as part of… Show more I joined MindaRika, a joint venture between Minda Group (India) and TokaiRika (Japan) at greenfield project (Startup) stage for the manufacture of automobile switches. Key experiences and contribution include: Building construction, modification and fitout Time and Motion Study Layout & Material handling Line Balancing Documenting procedures Manpower estimation Productivity reports generationBasis my contribution at MindaRika, I was selected as part of project team for transfer and relocation of factory from Delhi to the new greenfield site at Gurgaon. Show less

As part of education curriculam, underwent 6 months industrial training at SAMTEL India Limited at their Bhiwadi plant. Main projects included, Relayout and material handing, time studies and reducing the machine downtime for preventive maintenance from 8hrs to 2 hrs.