Plant Head

Key Responsibilities

Manufacturing Operations & Delivery

• Own end-to-end production planning and execution at Ghaziabad machine shop, assembly, and PPC across the plant's grinding machine range, ensuring on-time delivery against an ETO order book.
• Drive SAP MRP utilisation and shop-floor data discipline to improve planning accuracy, material availability, and schedule adherence.
• Own plant-level capacity planning, machine utilisation, and capex recommendations in line with the growth plan.

Design, Trials & Application

• Lead the plant's Design and Machine Trials & Application teams, ensuring designs are validated and trial-ready in line with customer specifications and delivery timelines.
• Maintain a close functional dotted-line with the Director Technology to align plant-level design and application work with enterprise technical standards and the DFX Excellence Framework.

Project Management & Sales Coordination

• Own project management for the Ghaziabad order book, ensuring milestone visibility and on-time execution across engineering, procurement, and manufacturing.
• Own the plant's sales coordination interface order intake, scheduling commitments, and delivery status acting as the operational counterpart to the sales organisation.

Operational Excellence & Transformation

• Strengthen the plant's execution model standard work, visual management, and structured problem-solving to support faster, more predictable decision-making as the plant scales.
• Introduce and embed Lean/operational-excellence disciplines (5S, SMED, TPM-type practices) as part of the plant's regular operating cadence.
• Advance supply chain practices at the plant in coordination with SCM planning discipline, vendor development, and inventory management to match the pace the growth plan requires.

Quality & Process Excellence

• Institutionalise DFMEA, PFMEA, MFMEA, APQP, and FTR discipline across the manufacturing process, reducing COPQ and first-time-right failures.
• Serve as the senior escalation point for corporate OEM customers on quality and delivery issues originating at Ghaziabad.
• Champion the DFX Excellence Framework in collaboration with the Director Technology to close design-to-manufacturing gaps.

Gajraula (Plant 5) Transition

• Own the operational shift of machine shop operations from Ghaziabad to Gajraula, including equipment relocation/re-commissioning planning, workforce transition, and continuity of output through the shift.
• Own the ramp-up of assembly capability at Gajraula to Ghaziabad-equivalent standards of quality and throughput, working with the MD and CFO on milestones and resourcing.

Cost, P&L & Compliance

• Own plant-level cost performance conversion cost, inventory turns, cost per unit against AOP and CFO-sanctioned budgets set by Finance/MD.
• Coordinate with CHRO on EHS compliance and Labour Code readiness at the plant including contract/fixed-term workforce compliance ensuring shop-floor execution of corporate-owned EHS and HR policy.

People Leadership & Capability Building

• Build and lead the plant leadership team (Machine Shop, Assembly, PPC, Manufacturing/Industrial Engineering, Design & Application, Project Management, Sales Coordination, Quality, Maintenance, Stores) with clear KRAs cascaded from plant and enterprise goals.
• Actively coach and develop middle management, strengthening strategic capability, decision-making ownership, and result-orientation through structured mentoring and delegated ownership.
• Build a stronger sense of urgency and results-orientation across the plant, reinforcing a culture of proactive, planned execution.
• Pull on the Plant HR & IR dotted-line (solid-line to CHRO) to align workforce planning, capability-building programs, and industrial relations with the plant's transformation priorities.
• Reduce dependency on the MD for plant-level operating decisions by building governance rhythms (daily/weekly reviews, escalation protocols) that run independent of the MD's direct involvement.

4. Key Result Areas & KPIs

KRAs below are directional, reflecting the areas this role is accountable for shaping. Specific targets will be finalised as part of the annual AOP and goal-setting process.

KRA Directional KPI Focus

Revenue & Delivery

Plant contribution to sales revenue delivery against AOP; on-time delivery performance against committed schedule

EBITDA / Profitability

Plant-level EBITDA contribution; conversion cost and cost-efficiency improvement trend

Cash Flow & Working Capital

Inventory turns and working capital efficiency at the plant level, in coordination with Finance

Productivity

Output per man-hour / machine-hour improvement trend

Capacity Utilisation

Machine and manpower utilisation across machine shop and assembly

Quality

COPQ as % of plant revenue; customer complaint closure

Safety & Compliance

Lost-time incident rate; Labour Code readiness

Plant 5 Transition

Progress on machine shop shift and assembly ramp-up at Gajraula

Capability & Systems Building

Standard-work/SOP coverage; middle-management development plans in place; trend toward planned vs. reactive issue resolutionRole & responsibilities