My responsibility travelled further than the assembly

Mandate

Connect production, replacement-part service and repair responsibilities while preserving qualified technical release

Outcomes

• Revised compatibility selection after 29 of 170 reviewed requests referred to an incompatible revision
• Funded a 48-unit temporary loan pool while retaining four unresolved repairs at the checkpoint
• Organised rework of 28 and replacement of 66 held units under engineering authority
• Revised service instructions; 37 of 42 technicians completed the defined repeat task correctly

Decisions in context

The COO appointment brought manufacturing and service into a more explicit operating account. I lead 230 colleagues through five managers, with ₹46 crore annual operating expense and ₹3.6 crore approved capital expenditure. Pranav Deshveli remains accountable as chief executive, and Salome Nerzani retains engineering and quality authority through qualified teams. I work on the resources and decisions that connect a workshop milestone with what happens next: the component selected, the repair arrangement, the technical hold and the instruction used by a service colleague. Recent cases have required us to retain uncertainty after visible progress, including four open repairs and five technicians needing further training. I do not hold a directorship. When presenting operations to the board by invitation, I explain management's work and answer questions rather than participate as a voting director or claim professional authority outside my remit.

Reason for the move

Current role; considering one external non-executive contribution with employer consent

Mandate

Develop an operating approach that follows the product from manufacture into service

Outcomes

• Connected workshop records with recurring service questions
• Clarified ownership of unresolved replacement-part enquiries
• Developed managers able to explain the continuing obligation behind a completed production order

Decisions in context

Kelthavi offered a role that extended beyond the plant boundary I knew. At entry the company employed 280 people across two workshops, with ₹83 crore revenue in FY 2016. I led 175 operations colleagues through three managers and worked with ₹31 crore annual operating expense and ₹2.1 crore approved capital expenditure. The ownership group wanted a clearer relationship between manufacturing and the service that followed it. I spent time with colleagues handling replacement requests and repairs, learning where production records answered their questions and where they did not. The role changed my understanding of completion. A workshop could finish its assigned work while a service team still needed a technical distinction or a customer still needed an explanation. I learned to make those continuing responsibilities part of the operating account rather than treat them as separate exceptions after dispatch.

Reason for the move

Promoted to COO as the workshop network and service remit expanded

Mandate

Lead plant execution while making quality findings and their resource consequences visible

Outcomes

• Introduced clearer responsibility for the operating response to technical holds
• Developed supervisors' ability to explain unresolved production constraints
• Connected maintenance and materials planning with the work actually required by the production sequence

Decisions in context

As plant head I moved from managing a production area to leading the operating system around it. My remit covered 138 colleagues, ₹18 crore annual operating expense and ₹1.4 crore approved capital expenditure. The company employed 260 people at the appointment and recorded ₹61 crore revenue in FY 2009. I learned to work through supervisors and to ask for an account of constraints that did not depend on my presence at every workstation. Quality findings became a central part of that learning. A hold needed resources, revised sequencing and a responsible technical decision; commercial urgency could not supply the missing assessment. I became more interested in how an organisation responds to an inconvenient finding than in how confidently it repeats the original schedule. Kelthavi's offer later allowed me to apply that approach beyond a single plant and into the service responsibilities surrounding the product.

Reason for the move

Joined Kelthavi to lead manufacturing and service operations across a wider business

Mandate

Apply fabrication experience to assistive products and develop production-management capability

Outcomes

• Progressed into leadership of sixty-two production staff
• Completed a part-time operations-management diploma in 2004
• Learned to connect manufacturing specifications with later service requirements

Decisions in context

I joined Ruzhevi as a production engineer in July 2001 and became production manager in 2005. The company employed 140 people at entry and had recorded ₹22 crore revenue in FY 2001. My later management remit covered sixty-two staff and ₹4.8 crore annual operating expense. I completed a part-time postgraduate diploma at Tershavi Operations Institute in November 2004 without leaving employment. Assistive products made the later use of a manufactured item more visible to me. I began to understand why a small revision or a service instruction could matter beyond the workshop's immediate task. The role did not make me a clinician or give me authority to prescribe a product for an individual. It taught me to connect production discipline with the decisions qualified colleagues and service teams needed to make after the item left our own area.

Reason for the move

Promoted to plant head

Mandate

Support fabrication work against customer specifications under engineering supervision

Outcomes

• Learned specification-based production checking
• Supported investigation of differences between drawings and completed assemblies
• Developed an interest in the meaning of a completed manufacturing order

Decisions in context

My first role began two months after I completed mechanical engineering. I joined a thirteen-person engineering team at Belnavi, reporting to the production manager, without independent spending or hiring authority. The business made fabricated assemblies for regional industrial customers and employed eighty people at entry. I worked on the relationship between drawings, production work and the checks needed before an assembly could be considered complete. That experience made me cautious about relying on appearance or familiarity where a specification supplied the relevant answer. I also learned the limits of an early-career role: I could identify and explain a discrepancy, but approval belonged with the responsible engineer or manager. Those habits became useful when I later moved into products whose service life required the same distinctions to remain understandable after dispatch.

Reason for the move

Moved into assistive-product manufacturing for a broader production career