Indore, Madhya Pradesh, India
Over 35 years of industry experience from project conceptualization stage to being head of manufacturing operation of a commercial vehicle manufacturing plant to a CEO of an Auto component manufacturing business overseeing 20 plants pan India with enhanced customer engagement. Has honed my skills to undertake any challenge related to 6M, business as a whole and helping board in making forward looking company's growth plans/decisions with a focus on establishing & retaining high performance team working for higher customer penetration through new product and SOB with an eye on plant operations and efficiencies. Acquired lot of knowledge during new product introduction on line as head of manufacturing engineering and program management inline with Volvo GDP & now RND30 methodology.
Directs the operational aspects of company, driving profitability, managing company organizational structure and strategy, Heading entire gamut of supply chain operations including PD, Strategic sourcing, Procurement, Manufacturing Engineering, Infra/capacity projects, Manufacturing & Quality,
Overall manufacturing operations including OTR radial, Solid tyre & Carbon black plants
Responsibilities include: 1) Long term - Business planning 2) Short term - Operational efficiency, inventory management, 3) Receivables & working capital 5) New capacity & capability planning 6) Diversification
Head operations of Truck plant with SQCDMEP (Safety first, Quality must, Cost just, Delivery Thrust, Morale Trust, Environment comfort, Processes best) approach. Safety remains the prime focus in all areas of plant and all the KPIs for safety are closely monitored with regular fortnight safety meetings at Area Manager level & quarterly meetings at Senior management level. Culture building of “Each one teach one” continues to be the prime theme for skill building on lines, whilst creating Mentors & Gurus to achieve high skill manning on all critical stations or on those process demanding greater skill. As build quality in focus to achieve CS1 initiatives. In the endeavor of achieving seamless integration of new lines with legacy & new products it has become routine to build & hone skill & competency of the people too. There is lot of focus on skill building not only for blue color but for executives as well. While building new systems for utilization of new infrastructure, prime focus is to achieve better delivery precision, necessitating achieving lower defect ratio per vehicle. Shop floor governance structure was revamped to achieve on time quick decisions for safety, quality & delivery in shop floor. Continual improvement is the order of today's manufacturing and keeping this in view creation of PMO (productivity management office) is done, which assist me to identify areas for focused improvement. Spearhead BS4 to BS6 transformation of all product and lines from Product Development to After market readiness
Strategic planning for creating / enhancing manufacturing capacity & vehicle quality infrastructure, for complete supply chain including aftermarket, which includes: 1) Conceptual planning 2) Macro planning 3) Engineering detailing review 2) Capex planning review 3) Capex & project / programme management 4) Manufacturing engineering to support new product introduction / product projects.