Dilip Modak Email & Phone Number

Pune, Maharashtra, India

Mumbai, Maharashtra, India

Mumbai

Critical KRA's: Provide manufacturing leadership to the six plants (Mumbai. Nashik, Halol, Nagpur, Chennai and Srilanka) and 17 Outsourcing Units; fulfil long term business targets. Build capacities ahead of demand to meet Long Term Demand Planning Objectives Consistently improve plants’ reliability and lead time to ensure dependability. Excel in process/product quality to enhance customer satisfaction. Relentlessly pursue cost reduction initiatives Transform manufacturing culture through Total Quality Management Develop organisational capability and improve employee engagement. Provide leadership for Long Term Wage Settlement with Workers’ Union and front-end support for trust building in the organization to ensure smooth industrial relations. Ensure new plant set-ups & productionisation of new products as per Quality, Cost and Delivery targets Foster open, safe & inclusive work environment and partnering with community thro’ CSR initiatives.

Pune Area, India

Responsible for Quality, Cost, Delivery, Productivty, People and Safety. Heading three manufacturing plants generating around 550 M USD revenue and 1600+ people. Complex Engine Parts Machining and Engine Assembly set up, Plant Engineering and Facility Maintenance functions for Cummins Industrial Engine Business.

July 2005 to December 2006 - Head - Nagpur Plant Operations. Responsible for - - Manufacture and delivery of Tractors as per customer demand.-Facilitate continuous improvement in Safety, Quality, Cost, Delivery and Productivity.-Support R&D/Marketing in introduction of new models by effective involvement in productionisation.-Improve morale, health and safety of all employees.-Actively lead Wage Settlement, capacity expansion and Lean Manufacturing Initiative.-Comply with all legal & statutory requirements.March 2000 To July 2005 - Human Resource, Performance Management and Change Management. Responsible for,- Effective implementation of all HR Strategies, Systems, Processes and Practices- Training and Competence Development- Employee Engagement Initiatives- Organizational Restructuring, Performance Management and Change Management- Group Learning and Improving Cross Functional Working(June 2004 to July 2005 - Dy. General Manager – Human Resources, Product Development and R&D Services DivisionMay 2002 to June 2004 - Dy. General Manager – Human Resources, Manufacturing and Supply Management DivisionAugust 2000 to May 2002 - Dy. General Manager – Human Engineering (HR /IR/Change Management/PMS – Engine Performance UnitMarch 2000 to August 2000 - Executive – Change Management, Manufacturing Performance Units)Sept 1985 to March 2000 - Shift Engineer to Cell Manager. Responsible for turnaround of Operations ( Quality, Cost, Delivery, Safety, Health and Morale of the employees) in Cam and Crank Department.

Executive Education- Building Competitive Advantage Through Operations Management

Graduation In Industrial Engineering

Executive Education- Change Management

Executive Education - Leadership, Strategy And Finance

Post Graduate Diploma In Business Administration