Operational Excellence Supplier Quality

Executive Summary

Result Oriented Senior Management Professional with 32 years of experience, demonstrated Excellence in Quality, Operational Excellence, QHSE(QMS and EHS), Metallurgy, Supplier Quality Management, New Product Introduction and Global Purchasing Functions in Global MNCs, Auto OEM JVs and Indian MNCs.

Global Caterpillar Trained Project Sponsor, Trained and Certified 6 Sigma Black Belt and Green Belt in DMAIC and DMEDI (DFSS),Global Schneider Electric Trained Lean Practitioner and Schneider Production System Auditor & Over 15 years utilizing Lean 6 Sigma (LSS) methodologies,5S,Kaizen,VSM,SMED,TPM and Pokayoke etc.

A Passionate Cultural Change Agent who brings out best in people and Motivated Cross Functional Teams in achieving Zero Defect Product Quality and Customer Satisfaction, First Time Right Quality Culture, Zero Breakdowns, Zero Waste, Zero Accidents & Safety Culture along with best Operational and Financial results.

Experienced Management Representative(MR) for 10 years,as an Internal Auditor and Auditee for 20 Years for Audits(faced>200 Global and Domestic Customer audits) in ISO 9001,ISO 14001, OSHAS 18001/ISO45001, QS9000,ISO/TS16949 Standards & International Environmental

Acts:RoHS,Products Safety Standards and regulations etc.

Experienced in interfacing with an accredited Third Party Certification Body/Registrars like BVQI, TUV, NQA and DNV for the past 20 years for Certification audits,Periodical Re-Certication Audits & Handled Global and Local Strategic Customers audits and Regulatory Audits etc.

Managed the Execution of Schneider Production System with a audit Score of 3.5 against 3 Minimum, including Policy Management, Daily Short Interval Management(SIM),Kaizen(Continuous Improvement) and Cross-Functional Team Management through leading Continuous Improvement and Lean Manufacturing efforts to improve Financial Performance and Key Performance Indicators (KPI’s) for Safety, Quality, Production, Efficiency and Service.

Led over 60 high Business impact projects through Lean Six Sigma/Business Transformations /Kaizen/Localization/

Strategic Sourcing & has demonstrated a track record of >40M $ Cost Savings realized over the years.

Key Areas of Expertise/Core Competencies/Key Skills

Quality Strategy

Safety,Quality KPIs and PPE

QHSE Management System

(ISO 9001,14001,18001

/45001)

QHSE Policies and Training

QHSE Audits

Business Continuity Planning

Environmental Compliance

Regulatory Compliance

Management Reviews

Cost of Poor Quality (COPQ)

New Product Introduction

Supplier Quality Excellence

Supplier Development

APQP, PPAP, SPC, FMEA

QCLDM, Strategic Sourcing

Localization

Metallurgy

Analytical and

Problem Solving 8D

Presentation,Communication

Decision Making

People Management

Global Experience (USA, UK, Europe, and Asia Regions)

Operational Excellence

Certified 6 Sigma Black Belt

Lean Manufacturing

Lean 6 Sigma

Schneider Production System

Drive for Results

Budgeting and Cost Control

Cross-Functional Leadership

Persuasion & Influence Skills

Commodity Expertise

Batteries, Aluminium Extrusions, Castings, Forgings, Steel, Machining, Stamping, Sheet metal, Welding, Injection Molding, Plastics,Polymers(Rubber),Fasteners, Bearings, PCBs, PCBAs, Capacitors, Magnetics, wiring harness, Powdered Activated Carbon (PAC), Granular Activated Carbon (GAC) and Binders, Painting, Powder Coating and Packaging.

Certifications, Recognitions and Awards

Certifications

6 Sigma BB and GB in DMAIC(Process) & DFSS/DMEDI(Design) Certification from Caterpillar University, US.

Internal Quality Auditor Certification for QS 9000 and ISO 9001 Quality Systems from TQMI and NQA, India.

Recognitions

Felicitated with Recognitions for Caterpillar US Trained, graduated 6 Sigma BB and GB in DFSS/DMEDI (Design) from Managing Director of Caterpillar, APAC, and India.

In Recognition of Outstanding Contribution towards Cost Reduction through Indigenization and Supply Chain Management awarded by Chairman and CEO, Cummins Inc. US & Managing Director, Tata Cummins, India.

Awards

Honored by “The Soli Commissariat Award” along with Cash award of Rs.2000/- for the Presentation of Best Technical Paper during 49th Indian Foundry Congress International was held at Delhi on February2001.

Professional Experience

SKH Sheet Metals Components Private Limited, Gurgaon and Pune July 2023 - Current

(Tier 1 Automotive Indian MNC - Renowned Pan India Company, Annual Sales Turn Over of 1 Billion USD)

Working as a Management Consultant for Extrusion of Aluminium Parts Development project for Exports Business to ManTruck (Global Automotive OEM MNC), Germany & Generating Revenues of 2 Crores per annum

Spearheading initiatives in RFQ, Extrusion, Metallurgy, Supplier Development, Supplier Quality Management, APQP and PPAP processes, NPD, Cost Reduction, Problem Solving 8D etc.

Reporting to CEO/BU Head of SKH Sheet Metals, Pune

Filtrex Technologies Pvt.Ltd., Bangalore, India 2017- 2019

(Global MNC: A Marmon water /Berkshire Hathaway Company USA, is one of the World’s’ Leading manufacturers of advanced

water filtration and Purification products (Activated Carbon Blocks and Carbon Block Assemblies)

Headed Quality Control (Incoming Quality, In-Process Quality, Final Assembly Product Quality,Customer Quality/Field Quality,Supplier Quality,Chemical Lab, QHSE,Operational Excellence and Continuous Improvement) of Activated Carbon Block Assembly Products across 2 plants in Multilocation as Quality Controller and Head of Quality (Part of the Senior Management Leadership Team) & Led the Quality Team of 28 HC & Reported to Operation Director and VP India Operations.

Liasioning with Certification Body for Certification or Re-Certification Audits and Conducting Management Review Meetings(MRM) periodically for QMS & EHS for multiple Plants(all Departments).

Key Achievements:

Optimized Head Count of Quality Dept.by 50%.

Reduced Number of Customer Complaints by 50% & Improved Customer Quality ppm levels to <100.

Improved Supplier Quality ppm to <800 for Plastics and packaging.

Reduced Inhouse Moulding rejections to less than 3%.

Transformed 5S Culture to 3S, Facilitated Kaizen events (>40) that realized 50,000 US$ annualized savings.

Implemented Visual Management Boards (PQCDSM,5S Audit Score) within 4 months across the company.

Achieved Cost Reduction of 120,000 US$ annualized savings towards VAVE (Changed Formulations).

Key Achievements(QHSE – ISO 9001 and ISO 14001,Management Representative):

Upgraded Level 1 Apex manual,Level 2 SOPs and Level 3 Work Instructions,Conducted > 30 Internal Audits

across the Organization & Audit NCs Closures with CAPA etc.

Tracked Safety KPIs like Medical Incidence Rate(MIR) and Lost Time Injury Incident Rate (LTIIR-this is NDL – Number of Days Lost)- Results in 2018 and 2019 years are ZERO.

Implemented improvement in Safety Training hours of 10/employee.

Tracked Environmental metrics like Hazardous Waste and Plant Energy Costs etc.

Opex Management Consultants, Bangalore, India & ARB Global Consulting (US based) 2015 – 2017

Principal Management Consultant and Trainer & Director of Operational Excellence

Consulting Clients, improve its operational performance of clients through Operational Excellence (Lean 6 Sigma, Kaizen).

Bharat Fritz Werner Ltd (BFW), Bangalore, India 2014 – 2015

(Indian MNC:is a technology-driven Leader in Machine Tool Products Manufacturing - HMC, VMC, SPM, VTL and HTL)

Headed Quality Assurance (Incoming Quality, In-Process Quality, Final Assembly Product Quality,Customer Quality/Field Quality,Supplier Quality, Machining Quality,BFW Foundry QC, Metallurgy, QHSE, Continuous

Improvement and Operational Excellence) of Machine Tool Products across multiple 7 Plants as General Manager Quality and Operational Excellence(Part of the Senior Management Leadership Team) and Led the Quality Team of 50 HC & Reported to Managing Director and CEO.

Liasioning with Certification body for Certification or Re-Certification Audits and Conducting Management Review Meetings(MRM) periodically for QMS & EHS for multiple Plants(all Departments).

Key Achievements:

VMC Products -Reduced Customer complaints Start Up Failure Rate (SFR) to 23.5%.

VMC Products - Improved In-plant Assly.FTQ OK Product Quality ppm to 42000(4.2%).

Spindle Assembly - In warranty Failure Rate (IWFR) at Customer end reduced to 1890 ppm.

Spindles (FTQ OK Machining Rejections) reduced to 47716 ppm.

Reduced Foundry Supplier Quality Castings Defects to 10%.

Improved Supplier Quality ppm to 1175.

Designed, Trained, and Implemented 5S auditing system and Culture (Score improved to 45 points and

compliance to 4S) that realized over 35,000 US$ annualized savings.

Trained and Facilitated Kaizen events (>150) that realized over 20,000 US$ annualized savings.

Key Achievements(QHSE – ISO 9001 and ISO 14001,Management Representative):

Upgraded Level 1 Apex manual,Level 2 SOPs and Level 3 Work Instructions,Conducted > 40 Internal Audits across the Organization & Audit NCs Closures with CAPA etc.

Tracked Safety KPIs like Medical Incidence Rate(MIR) and Lost Time Injury Incident Rate (LTIIR-this is NDL – Number of Days Lost)-Results in 2014-2015 are ZERO.

Implemented improvement in Safety Training hours of 15/employee.

Tracked Environmental metrics like Hazardous waste and Plant Energy costs etc.

Bharat Forge Ltd, Pune, India 2012 –2014

(Indian MNC -is a technology-driven global leader in metal forming, 2nd largest Forging Industry in the world)

Headed Forging Quality Assurance of Automotive Forgings across multiple 6 Plants as Vice President Quality Assurance (Part of the Senior Management Leadership Team) and Led the Quality Team of 140 HC & Reported to Group Director – Quality (Kalyani Group of Companies) and Executive Director Operations.

Key Achievements:

Improved OEM Customers (Global and Domestic Automotive) External Quality ppm to 750.

Achieved 65 Customers ZERO ppm and 10 Customers less than 150 ppm.

Improved Internal Customers (Machine Shop divisions) Quality ppm to 1630.

Reduced Forging Scrap rate to 3.6%.

Reduced Cost Of Poor Quality (COPQ) external failure cost to 24000 US$ from 196,000(172,000 US $ Savings).

Implemented Toyota Layered Process Audit system across 6 plants and improved Process Control ratio > 1.

Implemented BFL Excellence System in pilot stage in CDFD & Forging MIS QA Reporting.

APC by Schneider Electric India, Bangalore, India 2007 – 2012

(Global MNC-The Global Specialist in Energy Management - EOU Manufacturer of UPS 1 Phase and 3 phase Products, PDUs,

Drives and Cooling Products)

Headed Quality(Incoming Quality, In-Process Quality, Final Assembly Product Quality,Customer Quality/Field Quality,Supplier Quality,Operational Excellence,Metallurgy,QHSE and Continuous Improvement) of UPS, PDUs,

Drives and Cooling Products across 9 plants in Multilocation as Quality Director and Head Of Quality(Part of the Leadership Team) and Led the Team of 130 HC & Reported to Sr.VP(GSC) and Sr.VP(Global Quality and Customer Satisfaction).

Liasioning with Certification Body for Certification or Re-Certification Audits and Conducting Management Review Meetings(MRM) periodically for QMS & EHS for multiple Plants(all Departments).

Key Achievements:

NPD/NPI Quality - Established APQP, PPEP, Product Quality Plans for >175 NPIs/NPTs,Transitioned to India.

Quality-OOB Plant Quality DPPM(for three phase UPS Products) Improved to 5000

Quality-Improved Japan Quality ppm to 1000 & achieved cost savings of >121K $.

Quality-Improved Customer Annual Failure Rate(AFR) ppm to 65000 for UPS.

Quality-Reduced warranty Cost to 2% from 4% (Reduced to 8M $ from 18M $) for UPS).

Quality-Reduced COPQ to 2% from 5% of COGS.

Supplier Q -Achieved Supplier Quality ppm 120, Ship-To-Line (Green Channel Certification) for 105 Suppliers.

•Quality, Health, Safety and Environment (QHSE-ISO 9001,14001 and 18001, Management Representative:)

Regular up-gradation of QHSE System through Internal Audits,Customer Audits, Management Reviews,CAPAs,

and Lessons Learnt from Customer Compliants Resoulations & adhered to Product Safety Regulatory Certification.

Product,Process,System audits@75/month/Plant are performed,Tracked % of Conformance Rating is 100%.

Manufacturing Cell Audits-Conducted Monthly,% of Compliance to Schedule is 100% and % of Conformance rating is 98%.

QMS and EHS Internal Audits-Conducted Monthly,% of Compliance to Schedule is 100% and % of Conformance

rating is 95%.

Established Business Continuity Planning (BCP) & mitigated the risk in the event of Factory 4 fire incident without sacrificing Product deliveries, Quality and Customer Satisfaction.

Tracked Safety KPIs like Medical Incidence Rate(MIR),Lost Time Injury Incident Rate (LTIIR-this is NDL – Number of Days Lost),Frequency Rate(FR),Severity Rate(SR)-Results in 2011 and 2012 years were ZERO.

Implemented improvement in Safety Training hours of 12/employee.

Tracked Environmental metrics like Hazardous waste and Plant Energy Consumption Reduced by 4% YOY.

•Innovation -Quality Value Engineering (QVE)

3 Phase UPS -Sheet metals Innovated to 120 GSM material, no stretch film, no Carton Box in Packaging resulted in Annualized Savings of $ 335K.

•Operational Excellence-Led High Impact Projects through Lean 6 Sigma

Improved Productivity through Lean VSM in Next Gen PDU’s to 30 Units/hour, OTDS to 82% and PCE to 4.23% (Annualized Savings of 220K$).

Reduced Change Over Cycle Time to 8 minutes and improved OEE to 60.95% in PCBAs thro Lean Timwood, SMED and TPM (Annualized Savings of 177K$).

Eliminated Process Scrap of Battery Pack through Lean VSM to Quality 3257 ppm (Ave. improvement in rework is 93%, in Quality is 90%) and Battery pack is Scrapped to 367 $(Annualized Savings of 80K $).

SPS-Achieved one in top 8 entities (previous top 29th) across Global SE group with score of 3.5(Target 3 min).

Implemented >200 Suggestions,>100 Poka-yoke and >100 Kaizens(resulted in Annualized savings of >165K$).

Mentored >500 people (CFTs in the Plants, Suppliers) on Lean 6 Sigma, Quality Excellence Best Practices etc.

Organization Culture - Developed competitive attitude among Quality and Cross Functional teams to bring out the projects for recognition through internal/ external competitions (CCQC/ NCQC) and winning trophies

Caterpillar Power India Private Limited, Hosur (near Bangalore), India 2002 – 2007

(Global MNC - Leading Manufacturer of Diesel Engines & Genset Packages in Collaboration with Caterpillar INC., USA)

Spearheaded initiatives in Global Purchasing (Castings and Forgings, Supplier Development, Supplier Quality, NPI, Localization, Cost Reduction, QCLDM,Problem Solving 8D and QMS QS 9000 Standard & Opex - Lean 6 Sigma), as Manager (Certified 6 Sigma BB) and NPI Program Manager, Led Project Teams of 45 people in APAC from CFT Depts. & Reported to Director- GP/HOD –Purchasing.

Key Achievements:

•New Product Introduction (NPI)

Introduced NPI 3054 4 Cylinder Diesel Engine through 7 Stage Gates Process in Indian market, meeting tier 2 norms & Achieved Financials – IRR of 50% and NPV 6200 at Gate 6 against Gate 3 IRR is 39% and 2300 NPV.

Established Sourcing Strategy for C18 engine program through 7 Stage Gates Process & achieved Localization content by value of 17000 USD, % of localization completed is 50% & Financials – IRR of 56% and NPV 1800 at Gate 6 as against Gate 3 IRR is 11% and 160 NPV.

Achieved QS 9000 Certification for Exports Operations within timeframe and Created Export Business Improvement of 10% for Castings and Machined Components.

Passion For Quality and Process Excellence in APAC–Created Training and Learning Journals of NPI SAI for improvement in Culture, People and Processes/Metrics (Quality, Cost and Timeline).

Trained and Mentored >700 participants (Green Belts, Black Belts, Project Sponsors, Managers and Suppliers) in Lean 6 Sigma -DMAIC, DMEDI, 5S, VSM, Pokayoke, NPI, APQP, PPAP and G8D in APAC.

•Supplier Quality - Casting Commodity

Achieved Supplier Quality ppm of 14400 & % of PPAP’s completed on Time 98%.

CAPA - (Problem Solving 8D) Closure Cycle Time achieved within 30 days (96%).

•6 Sigma Projects

Reduced Raw Material Cost of Castings, Forgings and Steel plates through weight reduction, resulted in annualized savings of $ 75K.

Achieved Cost Reduction of $500,000 through Strategic Sourcing, LCC Sourcing, Resourcing, Localization, Process improvements and Negotiations for Iron and Steel Castings.

Achieved Inventory Scrap Reduction Cost of 1.4M $ for Tires and Wheel Rims of 785 Dumper.

Tata Cummins Ltd., Jamshedpur, India 1997-2002

(Global MNC - Leading Manufacturer of high-Performance Cummins Diesel Engines for Tata Heavy Commercial vehicles

(HCVS) in collaboration with Cummins Engine Company INC., USA)

Spearheaded initiatives in Supplier Quality Management (Castings and Forgings, Supplier Development,New Product Introduction (NPI), Localization, Cost Reduction, QCLDM,7 Steps Problem Solving, Metallurgy, Cummins Quality System Assessments (CQSA), Cummins 7 Steps SQIP, Supplier Focus Audits, QMS QS 9000 and ISO/TS 16949 Standards & TPM and 6 Sigma) as Senior Supplier Quality Manager and Led SQEs & Reported to GM (Quality & SQ).

Key Achievements:

•New Product Introduction (NPI) and Localization

Achieved Significant Cost Reduction of 19M $ for 45k Engines /annum towards Localization Efforts of Engine Block, Head, Cam shaft Castings & Crankshaft and Con Rod Forgings etc.

Implemented Innovative Metallurgical Specs in India – Chilled DI for Camshafts & Micro alloy steels with Controlled Cooled practices for Con Rod and Crankshaft for Cummins engines with improved Performance and reduced Cost.

Trained and Mentored >300 participants from 70 Suppliers in Supplier Quality Functional Excellence programs like Cummins SQIP, APQP, PPAP and Cummins 7 Steps Problem Solving etc.

•Total Productive Maintenance (TPM) - Plant/ Supplier Performance KPIs

JIPM Trained TPM Core Member, deployed 8 Pillars of TPM & Achieved PQCDSM.

Promoted 300 Components and 14 Suppliers to Ship-To-Line (Green Channel Certifications).

Reduced Before in Service Defects ppm to 5000 due to Bought Out Components(BOC).

Reduced Supplier BOC Defects ppm to 1000 & Achieved % of PPAP’s completed on Time 99%.

CAPA -( Problem Solving PDCA 7 Step) Closure Cycle Time achieved within 30 days (96%).

•6 Sigma Projects

Improved Machinability and Tool life of Block and Head castings by 25% (annual savings of $ 205K).

Reduced Casting Rejections of Blocks and Heads to 5% (annual savings of $ 220K).

Automotive OEM’s’/Joint Ventures in India 1985-1997

(Nissan Motor Co., Japan, Daimler Benz/Mercedes Benz, Germany & Terex, USA Collaborations)

Force Motors Limited (Bajaj Tempo) Asst.Manager May’93-April’97

Caterpillar India Pvt.Limited(Hindustan Motors) Senior Metallurgical Engineer Jul’91- May’93

Mahindra & Mahindra Limited (Allwyn Nissan) Asst.Manager May’88-June’91

Kinetic Engineering Limited Senior Engineer Feb’85-April’88

Supervised activities in Metallurgical Lab Quality Assurance, NDT, Heat Treatment Process Control, Customer

Complaints Analysis, Localization, Cost Reduction, Technical and Metallurgical Support to internal and external Customers and Receiving Inspection Quality & QMS ISO 9001@Caterpillar India and Force Motors.

Handled the Quality Team of 28 people & Reported to Divisional Manager (HT & Metallurgy QC)/Manager (QA).

Key Achievements:

Contributed significantly to Cost Reduction through Localization of Engine, Transmission, Front axle and Rear axle components for Two-wheeler, LCVs, and Earthmoving Products.

Resolved Customer complaints of Steering Roller, Axle Shaft, Crank Pin, Engine valves, Brackets & Starter Pinion.

Qualifications

B. Tech degree in Metallurgical Engineering from premium institute, NIT (Formerly REC), Warangal, India.

Personal Details

DOB:17-11-1961, Marital Status: Married; 2 Children, Languages: English, Hindi, Telugu, and Tamil.

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