Ashutosh Charan – Brief Profile & AccomplishmentsA qualified Mechanical Engineering Graduate with 25 years of qualitative experience in steel industry, 19+ years at Tata Steel (Jamshedpur works) & 2 years at ISPAT Industries Ltd heading downstream division. I have worked across various senior/middle level management functions of integrated steel plant operations. Headed Steel Plant Operations at Monnet Ispat & Energy Ltd of 1.5 million ton integrated steel plant and development of open cast Coal mines at Raigarh in Chhattisgarh as Chief Operating Officer.

Adept in Business development, manufacturing plant management, Basic business finance management, Project Management, Risk Management, Productivity & quality tools implementation, Strategic thinking & planning for the business growth. A keen technocrat, Executioner, Proactive and result oriented with strong personality, interpersonal relationship and man management capabilities. Key technical competencies include integrated steel plant operations, flat & long steel rolling & coated steel operations and green field projects technology, working capital & Operational EBIDTA management.

AREAS OF EXPERTISE

Factory Operations Management, Flat & Long Steel Rolling operation Basic Finance & Operational Costing Steel - Galvanizing/Colour coating

operations Project Management & Implementation SAP & ERP for production & business

system Techno-commercial Skills Coal Mines management

Integrated Steel Plant operations,

Leadership & people management TQM & Quality management

Implementation, Profitability & Working Capital

management, Six Sigma/TPM/Business Excellence

MODEL Large dia Spiral & ERW Pipe Biz CVM & CRM Activities Material handling & Mining equipments

Overall responsibility & functions managed Factory Operations Management from end-to-end eg. SHE, Production, Quality assurance, New

Product development, Maintenance, Projects, Improvement Initiatives, Plant costing, Procurement, HR & IR,

Lead and develop group of professionals to manage the business operations, lead the complete direct & indirect workforce to improve productivity in a motivating organizational culture for healthy IR environment,

Ensure that the organization’s philosophy and policies are consistent, pertinent and practiced throughout the organization and foster good communications throughout the organization & stakeholders of the company,

Working capital & Profitability management, formulate financial objectives and budget for each manufacturing unit, schedule expenditures, review & analyze variances, drive cost awareness and lead cost reduction programs,

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Set a Performance based continuous improvement culture and drive improvements by applying SPC & SQC methods, six sigma for process improvements, and facilitate TPM & Kaizen events,

Review Business performance - Debtors / creditors management, New Projects, Business development initiatives, Daily Management status, Improvement initiatives, Customer feedbacks, Inventory status, financial performance of the unit, sales performance in different segments, Customer acquisition plans, new market & new product development, Cost saving across the functions, COPQ levels & sigma level of product quality, Reliability maintenance(MTBF/MTTR/OEE),

Brief accomplishments of my career

Started implementation of customer value management (CVM) & customer relationship management (CRM) in a small way and graduated into building the business model to develop rapport with the customers. This resulted into 30-40% repeat sales within 6 months period of implementation.

Reorganize the sales team into customer segments for construction steel – Government Segment, Housing Projects (Builders & Construction companies) Segment & trade Segment

Developed performance management dashboard for the sales team focussed on sales volumes, Spread/Margins, Debtors/Collections, new customers development etc.

Developed & trained our team on CVM & CRM, also started their performance monitoring system supported by rewards & recognition to boost the morale of sales team,

Worked on approvals from key project & government customers like BHEL, TNPHB, Chennai Metro, Leading builders in the state and qualified for government tenders.

Created a sales administration team with the responsibility of carrying out collections, follow-up and documentation work in close coordination with sales team. This helped in focussing on sales & sales development for our sales team.

Prepared market offer for each segment based on the technical requirements, service needs, product baskets and commercial (Pricing, credit terms, discounts etc) conditions.

Designed pricing structure considering price validity period, volume discounts, credit structure, payment nature (PDC, LC or BG) for each segment separately.

Did market research to identify the sales potential of traders in Tamilnadu, Kerala, Karnatka and Andhra Pradesh.

Made a selection process for selecting the traders and appointed 23 traders accordingly Developed & implemented trade sales model based as a combination of profit sharing concept &

commission based. Started the practice of closing all the trade orders on the last month of the date and announce the

revised pricing for the next month for order booking, Setting up company owned stockyard in Tamilnadu & Andhra Pradesh as well as appointing

Consignment agents (CAs) for Karnatka and Kerala states. Worked with advertising media for creative work on designing the product brochures and advertising

boards at various strategic locations across the state, Streamlined inventory norms at plant and stockyards based on analysis of sales data within the

specified region of 100km max. All the efforts taken helped us to get a Sales turnover of INR 44 Cr per month from a level of INR

16-20 Cr pm within 12 months period. Premium segment (Government, Builders & Construction companied) contributed to 70% of total sales.

Project worth INR 880 Crs implementation for setting up coated steel plants, galvanizing line at Jamshedpur & Nagpur works, JV projects feasibility study & approval, ensure projected performance KPIs, Risk management,

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Technology selection, Process based operations management; Automation & SAP based production system implementation.

Implemented various improvement initiatives like TPM, Six Sigma, Lean Manufacturing, ISO audits, customer’s audit, Dispatch and logistics performance and cost objectives,

Significantly turnaround operations with lean & theory of constraints management principles in the company which resulted in reducing cost of production by 15%

Holds the distinction of re-organizing the workforce to have lean manpower and rightsizing which helped to bring down excess employees by 2186 at MIEL (including contractual manpower)

Implemented CAPEX program for galvanizing line & corrugation line which doubled corrugation production capacity

Developed 2 new products and applications for customers in auto and consumer durable segments

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