Apr 2016 – Nov 2018 · 2 yrs 7 mos · Mumbai, Maharashtra, India

• Applying the strong functional manufacturing experience along-with advanced analytics in optimizing operations, bringing strategic alignment and implementing complex business transformation projects
• o Consulting some of the largest organisations in achieving Operational Excellence though better insights and improvements in areas such as:
• ▪ Energy Consumption or the Energy Intensity Index through prescriptive analytics
• ▪ Gross Refining Margins (GRM) and OEE (in many cases losses reduced by more than 50%)
• ▪ Asset Reliability though Focused Improvements initiatives
• ▪ Risk Management though FMECA (both qualitative and quantitative), Composite Risk Management (Bow-Tie, Swiss-Cheese)
• ▪ Inventory Management by analysing both operations and maintenance data (Survival Analytics)
• ▪ Equipment Run Days (Run to Fail/Maintenance Intervention) by analysing Condition Monitoring outcomes and regression analytics
• ▪ Maintenance Budget forecasting accuracy by the using scientific techniques like time-series forecasting
• Leading in the product (OneView™) development initiatives in Rolta and providing business processes and layouts to the technical teams.
• Sustenance of the above improvements by implementing Rolta OneView™ that provides real-time analytics with intuitive dashboards

Dec 2015 – Mar 2016 · 3 mos · Bengaluru, Karnataka, India

• Worked with various clients in MENASA and APAC region, helping them with feasibility studies and market engineering research
• Growth consulting and strategizing new manufacturing investments by extensive market research and leveraging current capacity
• o Consulted one of the world’s largest suppliers of specialised PET in optimising capacity through detailed global market research
• Assisting in Competitive profiling along-with emerging trends and future demand; helped a client in visualising $150 million market potential of a niche product

Jul 2010 – Jul 2014 · 4 yrs · Kochi, Kerala, India

• Led multiple project teams leading to on time commissioning of two mega projects worth $1 billion.
• Reduced the project lag by 12 days through engagement of all concerned departments and added $100,000/day additional profit.
• Networked with subject matter experts from UOP and EIL and reduced the start-up time compared to other refineries.
• Successfully planned shut-down projects and reduced average time from 42 days to 24 days resulting in a total savings of $7 million
• Coordinated amongst 2 Strategic Business Units(Refinery & Marketing) heads & 4 section heads
• Ideated a process change eliminating the redundancies in post inspections and increasing accountability in work.
• Reduced the utility consumption of electricity and steam by installing Variable Frequency Drives (VFD) and steam leak arresting.
• Reduced the average amperage by ~50% in all Low Tension motors and optimising use of control valve opening.
• The first unit in the refinery to attain ZERO steam leaks and thereby adding to Gross Refinery Margins (highest amongst PSUs)
• Regulated a strict Quality Control and avoiding quality giveaways; resulting in an on spec product 99.5% of the time (ISBL)
• Optimising heat transfer (pinch analysis) and improving preheat by 100C saving 0.2 Tonnes/hour of fuel gas.
• Overall chemical usage reduction by 3% y-o-y basis (surpassing KPI) by regular calibration of instruments.
• Reliability Improvement - Asset Optimization
• Improving reliability of the equipment by improving Preventive Maintenance and Condition Monitoring strategies
• Classifying equipment on the basis of criticality and allocating frequencies of regular PM and CM checks.
• Increased uptime by ~20 days (2013) and achieving record production by 2014 (105% of the capacity from 100%)
• Initiated a change to upgrade the existing CS-3000 to Centum-VP (2012); reducing nuisance alarms by 90%
• Reduction in nuisance alarms helped avoiding unnecessary process changes and improving gasoline production by 20%