Vikram Sinha Email & Phone Number

Pune Area, India

- Leadership/Strategy Strategy Formulation- Project Management of New Product Launches- Startup and Turn around- Deployment Breakthrough Quality Improvements - Supplier Relationship and Performance Improvement - Breakthrough Customer Satisfaction Index (CSI) improvement - TQM Proficiency and Problem Solving Skills - Developing Analytics and Decision Support System - See Resume for more details

Pune

I was asked to take up this assignment post retirement by the then MD and Presidentas it was the most important and challenging Project for the future of Tata Motors (after Indica) and as it was not in good shape at the time. ​Tata Motors Ltd. top management has recognized that Tiago has triggered the turnaround for company and TML brand.Key Achievements -Market Response● As of March 17 for Tiago there have been over 6 lakh enquiries, bookings over 80,000 and sale… Show more I was asked to take up this assignment post retirement by the then MD and Presidentas it was the most important and challenging Project for the future of Tata Motors (after Indica) and as it was not in good shape at the time. ​Tata Motors Ltd. top management has recognized that Tiago has triggered the turnaround for company and TML brand.Key Achievements -Market Response● As of March 17 for Tiago there have been over 6 lakh enquiries, bookings over 80,000 and sale of55,000 appx.● Tiago has won 14 awards until date being the most awarded product this year.● After Brezza and Baleno, Tiago has recorded the highest sale for any new product launched in2016-17● Tigor has been well received by media and dealers who are very enthusiastic about the prospectsQuality● Better than the Best achieved in TATA motors Quality Scorecard metrics achieved for both Tiagoand Tigor● After market, Quality Performance has been excellent with one of the lowest number of issues andwarranty● The media event for Tigor was flawless with positive reviews and no adverse issue reportedCostHighest ever cost reduction achieved to bring Tiago DMC on par with July 14 (based on final strategy) commitment.Time and Scale● On time delivery of largest scale and most complex TML program (After Indica)● On time delivery of more than 1200 exclusive parts● Delivery of project at an offsite locationManagement● Apart from the traditional Project management techniques use of TQM (Total QualityManagement) principles of Policy Management, Cross Functional Management and Daily WorkManagement were deployed effectively● Best practices were developed for anticipating issues through simulation, Gemba trials and DOE● Suppliers Workshops , Review at Tool maker’s site enabled smooth onboarding and execution Show less

Passenger Vehicles Business Unit (PVBU) Operations. 5 Manufacturing locations – Car Plant Pune, Nano Plant Sanand, Utility vehicle Plant Pune, Pantnagar (Uttarakhand) UV facility, Ranjangaon JV FacilityProduct Portfolio – Indica, Indigo, Indigo XL, Vista, Manza, Nano, Sumo, Sumo Gold, Safari, Safari Storme, Aria, Venture.Achievement - Developed and driving strategy implementation of exceeding global benchmarks in Operational Excellence, Quality, Productivity and Cost across plants… Show more Passenger Vehicles Business Unit (PVBU) Operations. 5 Manufacturing locations – Car Plant Pune, Nano Plant Sanand, Utility vehicle Plant Pune, Pantnagar (Uttarakhand) UV facility, Ranjangaon JV FacilityProduct Portfolio – Indica, Indigo, Indigo XL, Vista, Manza, Nano, Sumo, Sumo Gold, Safari, Safari Storme, Aria, Venture.Achievement - Developed and driving strategy implementation of exceeding global benchmarks in Operational Excellence, Quality, Productivity and Cost across plants and locations. Only Division to achieve breakthrough targets set by Roland Berger. First person to get 2 ACES awards from MD. Show less

Pune Area, India

Context​: Output 195,000 cars, 1000 managers and officers and 5000 workers and 300 suppliers.Key achievementsQuality● Warranty Cost reduction by 80% in 3 models● DRR improved by 41% on 2 models. Plant DRL reduced by 43%● Cost of Poor Quality (COPQ) reduced by 40%, Reduction in Rejection Cost by 40%Productivity​:● Concept of stress testing for maximizing the capacity utilization● Average output per shift from X1 Weld shop increased from 125 to… Show more Context​: Output 195,000 cars, 1000 managers and officers and 5000 workers and 300 suppliers.Key achievementsQuality● Warranty Cost reduction by 80% in 3 models● DRR improved by 41% on 2 models. Plant DRL reduced by 43%● Cost of Poor Quality (COPQ) reduced by 40%, Reduction in Rejection Cost by 40%Productivity​:● Concept of stress testing for maximizing the capacity utilization● Average output per shift from X1 Weld shop increased from 125 to 345.● Paint shop - 54 JPH achieved in stress test with – 48% Reduction in Down Time● Reduced manpower by 30%● Consolidation of Production facilities by shutting down 2 shops TCF and Weld to reduce manpowerand variable conversion by building model flexibility and debottlenecking● Negotiated 2 wage agreements with union successfully along with commitment for increasedproductivity.● Highest ever production of 1000 cars per day achieved with sharp ramp upSupply Chain Management and Supplier Quality● By implementing benchmark practices for better pipeline visibility and delivery with value stream mapping consistently met the marketing requirements and achieved highest ever production – 21096 in Feb 12● Implemented improved Vendor Rating System Process Assurance Audit system, 16 Step Supplier Improvement Program and joint warranty reduction programs with suppliers● Downtime due to supplier reduced by 68 % since April 10, Supplier PPM reduced by 40% Employee Engagement● Awarded “Avengers” for achieving over 75t​ h Percentile in Gallup survey score and demonstrating outstanding employee engagement with score of 4.39/5Safety● Car Plant, Pune received highly coveted “Sword of Honor” award from British Safety Council.● Car Plant Pune received 5 Star rating with a score of 97.19 (highest in TATA group). In Documentexamination scored 72 out of 72● FR and SR reduced by 87% and 77%.,Mandays lost reduced by 86% Show less

Mumbai Area, India

Context​: More than 100,000 cars serviced per month from 700 workshops, After Market Business Turnover Rs 800 Cr, 4 Spares Warehouses and 7 Regions, 325 managers and engineers.Key achievementsCustomer SatisfactionCustomer Service Satisfaction in JD Power Ranking, Tata Motors achieved the 5t​ h position from 11t​ h position and the Fiat brand managed by us attained 2n​ d​ position from 9t​ h​ position.Company ProfitabilityIn the first 3 years of taking over the… Show more Context​: More than 100,000 cars serviced per month from 700 workshops, After Market Business Turnover Rs 800 Cr, 4 Spares Warehouses and 7 Regions, 325 managers and engineers.Key achievementsCustomer SatisfactionCustomer Service Satisfaction in JD Power Ranking, Tata Motors achieved the 5t​ h position from 11t​ h position and the Fiat brand managed by us attained 2n​ d​ position from 9t​ h​ position.Company ProfitabilityIn the first 3 years of taking over the Spare Parts turnover was doubled and profit reached a level of Rs200 Crs. Level on Parts and Service Operations crossed contribution of 24%. Capturing life cycle spendAfter markets products such as Extended Warranty, Customized AMCs, Online Co Branded Insurance (through creation of own broking company), oils, anti-rust treatment, vehicle enrichment, nitrogen filling, fuel additives, 24X7 Road Assistance etc. to create win-win for customer, dealer and company. This was part of strategy for capturing the life-cycle spend of the customer.Dealer ProfitabilityPost Warranty retention of cars increased from 36% to over 60%. Same day delivery increased to 85%,ROCE of many workshops increased to 40% or more. Network ExpansionNo of workshops increased from 300 to 700. Quality of Network was significantly improved by implementing infrastructure, manpower and process standards, which were earlier non-existent. Show less

Mumbai

Context: ​Construction Equipment Business Unit turnover of Rs 550 Crs was to be hived off to focus on thegrowing market. JV with Hitachi was planned to ensure smooth flow of technology to address the various market and competitive threats.Key Achievements● Program Manager for hiving of Business Unit into a new company and JV Formation with Hitachi facilitated with DSP Meryl Lynch - JV Formation completed after protracted due diligence and negotiation with Hitachi to achieve the… Show more Context: ​Construction Equipment Business Unit turnover of Rs 550 Crs was to be hived off to focus on thegrowing market. JV with Hitachi was planned to ensure smooth flow of technology to address the various market and competitive threats.Key Achievements● Program Manager for hiving of Business Unit into a new company and JV Formation with Hitachi facilitated with DSP Meryl Lynch - JV Formation completed after protracted due diligence and negotiation with Hitachi to achieve the targeted premium, all statutory and separation issue resolved as per the tight schedule and at the desired valuation. This also included technology transfer protocol.● Formulated 5 Year Business Plan and Board Approval obtained with planned thrust in hitherto unaddressed markets of Mining and Road Construction.● Developed state of the art Dharwad Plant (Greenfield Project), with benchmark levels of productivity and throughput with very low investment. Many Processes and technologies were used for the first time in India and some in the world for this application. This involved getting statutory clearances and obtaining Sales Tax Benefit which saved Rs 60 crores.● Jamshedpur Plant restructured and renovated for improving productivity and throughput with minimal investment.● Bangalore Head Office and Regional Offices established.● Turnaround – Program Manager for Turnaround with BCG consultants - The burden of historicaldebts and low margins on products coupled with investment on new facilities, impact of transfer of business and products had resulted in losses. Lead the efforts of turnaround from Telcon with BCG and achieved profitability. Show less

Mumbai

Context: ​Corporate Planning was the agency to assess, optimize and value add all investment proposals, technology transfer agreements for products and plants and assist MD in obtaining Board Approvals based on ROI and other Strategic considerations. It also assisted the MD in appraising investments, productivity, cost reduction, critical on loading offloading decisions and sales performance.Few Key Achievements● With techno commercial interventions and optimizing cross location… Show more Context: ​Corporate Planning was the agency to assess, optimize and value add all investment proposals, technology transfer agreements for products and plants and assist MD in obtaining Board Approvals based on ROI and other Strategic considerations. It also assisted the MD in appraising investments, productivity, cost reduction, critical on loading offloading decisions and sales performance.Few Key Achievements● With techno commercial interventions and optimizing cross location capacity/investment achieved a healthy ROCE and average capacity utilization of 85 to 90 % across locations● Contribution Maximization of Foundry and Forge by offloading/onloading decisions by indexing of parts on contribution per unit of capacity and interplant transfers. Output of Forge increased from 16,000 t.p.a. to 24,000 t.p.a.● M&A: Noduron Foundry - ​BIFR case rejected by our experts for acquisition. On our recommendation this was acquired at 0 net costs and substituted Rs 100 Cr investment in Foundry expansion.● By initiating and implementing unique technology choices achieved significant reductions in investment, inventory, material cost and delivery time. Show less

Jamshedpur Area, India

Context: ​Joined as GET and worked as Production Engineer in SFC Cab Shop, Press Shop and Die Shop.Key AchievementsResolved over 50 chronic quality issues running in deviation by improving fixture, die and product design through modifications. Significant reduction in consumables was achieved. New production landmarks were created for Cabs.

Post Graduate Diploma, Business Management

Bachelor Of Technology (B.Tech.), Mechanical Engineering