Operational Excellence Services

Professional Experience

With over 25 years in operations management, I excel in profitability planning, supply chain management, and innovative production methodologies, driving large-scale projects and enhancing revenue across diverse sectors.

Expertise

Leadership in Operations

· Steering entire gamut of production planning and control activities for achieving smooth manufacturing process

· Heading overall responsibilities of Weld Shop and vehicle assembly production

· Managing production schedules and implementing quality tools, machine loading & work allocation for achieving defined monthly production targets

· Spearheading execution of projects for commissioning, reconditioning and major technology upgrades

· Conducting statutory checking of equipment for safety, accuracy & calibration as scheduled and taking corrective actions

· Coordination of work through sub-contractors, service engineers & internal agencies

· Formulating and implementing JIT & Kanban for Lean and flexible manufacturing, single piece flow and efficient manufacturing cycles

· Initiating quality circle activities as 5S & Kaizen to ensure complete in-process quality & improved process capabilities

· Generating weekly and monthly MIS reports and maintaining process documents as PFMEA, PFD, Control Plan and WIS

Expert Projects

Driving operational excellence through strategic project management initiatives.

Energy Saving Solutions

Energy Optimization Initiative – Cooling Tower Integration (2007)
While working at Endurance Technologies Pvt. Ltd. in 2007, I was involved in operations across two separate manufacturing units:

• One facility focused on pressure die casting for Bajaj engine components and shock absorbers.

• The other unit was dedicated to gravity die casting of alloy wheels.

Each plant operated its own independent cooling tower, both rated at 10 kW capacity. However, due to the relatively low production volume at the time, both cooling towers were running significantly below capacity, leading to inefficiencies in energy usage.

After analyzing the system, I proposed and successfully implemented a solution to interconnect the cooling water pipelines of both plants. This modification allowed both facilities to operate efficiently using a single cooling tower, while keeping the other as a standby.

This initiative resulted in a significant energy saving of ₹1.9 lakh per annum, contributing directly to operational cost reduction and energy efficiency. The effort was acknowledged and appreciated by the management, and I received a letter of appreciation from the Plant Head for this impactful contribution.

Productivity improvement Project

In 2008, while working as the Body Shop Manager at Tata Motors' Nano project, we faced a major production crisis due to the Singur dispute, which delayed the plant’s operations. To overcome this, the management made a bold decision to initiate an interim production unit at Pantnagar. At that point, Tata had already received bookings for 1 Lakh cars, but not a single production line was operational. The urgency was immense.

Our first mission was to make the line production-ready. With relentless effort, we set up the line and achieved an impressive 87% body accuracy through meticulous fixture validation and adjustments. Once the line was stabilized, we launched a comprehensive productivity enhancement project.

We began with a Motion and Operation Study (MOST- Maynord Operation Sequence Technique) to identify bottlenecks and streamline processes. One major issue we discovered was excessive fixture movement—1,500 mm—where only 280 mm was required. By precisely repositioning the limit switches, we eliminated this inefficiency and saved valuable cycle time.

Another major bottleneck was in the clamping sequence. Originally, the sequential clamping process consumed two full minutes. Attempts to clamp simultaneously resulted in jamming due to interference between certain components. We analyzed the points of conflict, marked the problematic areas, and redesigned the clamps. This allowed for simultaneous clamping, reducing the cycle time to just 35 seconds.

Additionally, we undertook line balancing and redistributed workload across stations. These combined efforts led to a phenomenal 60% boost in productivity, scaling our output from 50 to 80 bodies per day.

Process Optimization in Truck Driver Cabin Manufacturing – Ashok Leyland (2012)

While working in the Cabin Roof and Side Wall Assembly Unit at Ashok Leyland in 2012, I led a process improvement initiative that significantly enhanced efficiency, ergonomics, and floor space utilization.

Initial Setup:

• The assembly process relied on three major fixtures:

  1. Geometry Fixture – Ensured accurate dimensions and structural alignment of the cabin.

  2. Re-spotting Fixture – Used to complete welds that couldn’t be accessed in the geometry fixture due to excessive clamping.

  3. Trunnion Fixture – Allowed the cabin to be rotated and sent to the final assembly line.

Challenges Identified:

• Excessive clamping on the geometry fixture restricted access, preventing completion of all spot welds.

• The re-spotting fixture added an extra step, consuming additional floor space, manpower, and cycle time.

• Ergonomically, operators faced difficulty reaching certain weld points efficiently.

Implemented Solution:

• We eliminated the re-spotting fixture entirely.

• Instead, we repurposed the trunnion fixture to handle both re-spotting and rotation.

• The trunnion’s 360° rotation capability provided excellent accessibility, allowing operators to perform spot welds more comfortably and precisely.

Key Improvements Achieved:

• ✅ Saved 200 sq. ft. of valuable shop floor space

• ✅ Reduced manpower by 1 operator

• ✅ Eliminated one complete fixture, reducing maintenance and capital cost

• ✅ Improved ergonomics, reducing operator fatigue and risk

• ✅ Streamlined the workflow, thereby reducing cycle time

• ✅ Enhanced overall productivity and efficiency of the cabin assembly line

Process Enhancement in Truck Chassis Assembly – Ashok Leyland (2014)

In 2014, during my tenure at Ashok Leyland’s Truck Chassis Assembly Unit, we were tasked with boosting productivity and enhancing the Manufacturing Quality Measurement Index (MQMI) on a line operating at a takt time of 15 minutes.

Challenges Identified:

Through a detailed line study and time-motion analysis, we identified key bottlenecks that were causing production delays, specifically in:

• Axle oil filling during online assembly

• Gearbox oil filling

• Cabin mounting process, due to EOT hoist synchronization issues

Strategic Interventions:

To address these inefficiencies and streamline the flow:

• We relocated axle and gearbox oil filling operations to the sub-assembly area, allowing these activities to be completed in parallel with mainline processes.

• We synchronized the EOT Hoist with the moving production line, enabling seamless cabin mounting without stoppages.

• Applied the same methodology to the drive system integration, eliminating delays and rework.

Results Achieved:

• ✅ Reduced takt time by 3 minutes (from 15 min to 12 min)

• ✅ Improved MQMI significantly, from 22.65% to 50.7%

• ✅ Streamlined line flow, eliminating idle time and non-value-added activities

• ✅ Enhanced quality control by shifting critical operations to more manageable zones

• ✅ Increased overall line efficiency and production output