Jitendraa Dikkshit Email & Phone Number

Pune

Associated with Automotive Stampings & Assemblies Limited, the Stamping Vertical of Tata AutoComp Systems and a leading Tier 1 OEM supplier to Tata Motors, FCA, Piaggio, JCB, Tata Hitachi, and many more. Successful execution of company turnaround and business/financial restructuring by executing strategic plans, enabling profitability & productivity increment, and improving market share and financial growth. Added new technology & business segments for EV vehicles ,off-highway vehicles and industrial products. -Turned around a 50 Cr loss-making company to EBIT profitable operations in 9 months,PAT Breakeven in 1.5 years. -Increased revenue from 350 Cr in FY 2019 to 900 Cr in FY 2023 ,added new business segments for EV and Suspension parts with a revenue addition of 30% in top-line -Improved customer satisfaction by 300%, increased Customer Satisfaction Index from 34 to 81 -Enabled 50% headcount reduction through Lean methods .-Effective Program Management led to 70% reduction in NPD turnaround time -Facilitated 60% cash generation through collections, reducing inventory, capex, tooling savings

Jamshedpur Area, India

Associated with an ISO / TS – 16949:2009 & ISO 9001:2008 Certified Company and OE Manufacturer of sheet metal Pressing & Deep drawing, Machined Assemblies Fabricated Auto Component and forge Products. I Joined with the mission to bring JV for Axle manufacturing and give customers a one-stop solution in the field of metal forming and final assemblies through reliability in quality supply, timely delivery, and cost efficiency to be achieved by an innovative approach.Provided leadership in identifying new business development opportunities and steering day-to-day management of the existing business.

Pune Area, India

Caparo Engineering India Ltd., Indian business arm of UK based steel conversion and distribution business house, providing lifecycle solutions for automotive systems, assemblies, advanced composites, and components. I took over as Cluster Profit Centre Head, handled multiple SBUs , and created a profitable company with focused, autonomous, and profitable business platforms .-Fuelled growth and financial improvement by restructuring and new operating philosophy that propelled operating margins; improved top line by 20% .-Turned around loss-making SBUs to EBITDA positive; achieved 30% scrap reduction, 3 % RMC reduction, 45% productivity improvement, 25% manpower reduction ,Reduced costs by over USD 1.5 Million per annum.-Headed a multi-pronged approach to execute 3 union agreements having external unions.-Represented as the Director on the Board of Directors in 6 Business Entities in Indian Group companies

Pune Area, India

Tata BlueScope Steel is an equal joint venture between Tata Steel and BlueScope Steel, Australia, and a manufacturer of coated steel, steel building solutions, and related building products. Joined as Chief of Business Operations and directed one of the Business Units as Profit Centre Head. I explored the business potential and opportunities to secure profitable business volumes. In addition, I planned market penetration strategies and identified new opportunities for business development; achieving 15% top-line improvement. -Re-established TOC (Theory of Constraints), Malcom Baldrige Model TBEM, and Lean Manufacturing Systems in process management to meet customer schedules as a DIFOT supplier -Implemented 5S / Kaizen techniques; optimized work material handling systems; ensured cost savings and increased productivity -Ensured significant IR resolution in business operations -Increased plant output by reducing overheads and streamlining processes -Optimized work layouts and material handling systems, ensured cost savings and productivity improvement

Gurgaon (North India )

Worked as CEO of a Joint Venture company of Heavy Machinery and Equipment Manufacturing with an Italian JV in India for Cabin Systems. I functioned as Business Head, provided senior-level strategic leadership and ownership for the Indian operations, created key performance objectives to lead revenue growth and achieve customer satisfaction. -Set up of a Greenfield state-of-the-art High Technology Manufacturing Facility for strategic customer, JCB -Ensured successful business set-up and on-time operations launch ,Launched new products and secured new business development opportunities with various customers

Jamshedpur (East India)

I headed Indian Business Operations of a 100% wholly owned subsidiary of Metalsa Global, Mexico, and a leading manufacturer of structural components for the light and commercial vehicle markets. Worked as a part of the Board of Directors and delivered strategic leadership decision-making. Built strong, efficient, scalable operations and maintained industry-leading profit margins. Got Appreciation for setting up India business operations at Mexico Global Meet. -Handled investment for setting up of a Greenfield state-of-the-art High Technology Manufacturing Facility for Chassis side rails for Tata World Truck and Mahindra International Trucks -Managed the entire set-up of the company, ramped up operations, and drove revenue growth -Ensured major cost savings by offsetting high capital/project expenses due to lower volumes against the commitment of customers -Managed all Legal Compliance and Statutory Approvals to ensure on-time project commencement -Enabled timely compensation payment and rehabilitation of 750 people of 40 families from nearby villages; ensured zero local and political issues on the site

Pune (West India)

Tenneco Exhaust India is a leading manufacturer of Automotive Emissions Controls and Ride-Control products. I joined as a Profit Centre Head for the SBU and handled Halol and Pune plants for Emission Control. Delivered leadership in steering India Cluster business operations, reversed losses into profits, and effectively turned around operations. -Turnaround business operations within 9 months, drove drastic improvement in plants indices, reduced headcount, and increased productivity -Set up a safe working environment; reduced RMC, scrap, and transportation cost ,Implemented Kaizen & Lean methodologies; balanced HR matrix for workmen through skills development -Enhanced Customer Satisfaction Index from 55% to 95%; gained customer loyalty by improving quality expectations, delivery performance, and response management -Attained revenue growth by achieving higher SOB and implementing NPIs and on-time SOPs with the launch of new products

Pune (West India)

Worked with a leading company providing products to Indian & global automotive OEMs and Tier 1 suppliers. Handled production, maintenance & manufacturing engineering as Manufacturing Manager. Promoted as Head of Domestic Operations and executed various new initiatives to ensure process improvement. Established Malcom Baldridge Model TBEM and Lean Manufacturing Systems to meet customer schedules and achieve higher CSI. Implemented 5S and Kaizen techniques; achieved ISO 14000 / QS9000 / Ford Q1 certifications. Turned around business operations from Crisis supplier to Preferred supplier for all JIT/DOL customers ,Ensured drastic improvement in Customer Ratings by executing a sustained QCDM approach in operations -Optimized Plant layouts and ensured productivity improvement leading to being recognized as one of the Top 2 Plants in Taco Group Companies -Saved capex by developing process/products locally for new ORVM for Toyota, Parking Brake Lever and Control Cables for Ford, and Gear Shifter projects for Honda

Bachelor Of Engineering (B.E.), Mechanical Engineering, First Class

Post Graduate Diploma In Business Administration (Pgdba), General Management

Leadership Development Program, Business, Management, Marketing, And Related Support Services, Successful

Activities and Societies: Leap Vault program In association with Tata Management Training Center