Ashish Mistry

KRAs as Business Head:
 Improve ROI in respect of P&L accountability
 Increase operational efficiency of the 120million USD turnover steel plant (encompassing Cold Roll Mill, Metal Coating Line, two Tube Mills, and Colour Roll Forming Line) and improve business profitability
 Performance Management of 6 department heads and 700+ personnel, developing a cohesive team imbibed with quality deliverability and business conscious
 Liaise with customers, vendors/suppliers and statutory agencies ensuring smooth transactions

Significant Achievements:
 Won Tanzanian President’s Award for adapting the best manufacturing practices while providing safe and healthy work environment in 2013
 Achieved turnover of 120 million USD in the year 2013, with an EBT of 9.3 million USD, showing y-o-y improvement of 18% in 2013
 Saved 2 million USD loss due to currency depreciation by booking necessary forwards
 Initiated process engineering to work towards ‘zero defect’ performance and product reliability, implemented Quality Management Systems ensuring reduction in rejection rate to 4.5% from 9%
 Pushed various initiatives to reduce electrical consumption, and effected savings in energy bill by 63, 000 USD annually
 Streamlined inventory management by implementing latest inventory management techniques thereby improving cash flow by injecting savings of USD 6 million annually
 Modified production process, installed guards and encouraged operators to use personal protective equipment, thereby achieving ‘Zero’ accident for the year 2012 and 2013

 Head, New Car Plant D200/310 (Manufacturing Linea, Grande Punto, TATA Manza) Jan 2008 - Feb 2010
 Head Plant 178 (Manufacturing Palio, TATA Indica, Petra & Adventure Models) Aug 2005 - Dec 2007
 Manager (Manufacturing, Assembly Plant/Body Shop) Jun 2000 - Jul 2005
 Assistant Manager (Operations, Assembly Plant) Sep 1999 - May 2000
 Executive (Operations, Body Shop) Dec 1995 - Aug 1999

Significant Achievements:
 Initiated the new car plant project from green-field stage; right from securing permits/license, selecting capital equipment upto commissioning and productionizing of the USD 250 million plant in 2008
 Commissioned the plant as per schedule, ramping up production to 100 cars per day in 5 months
 Initiated best practices adopted worldwide at the pilot plant set up for training of workforce prior to engaging them on main assembly line
 Deputed to FIAT-Turkey to acquaint with various car model production process; led a team of 100 (operators & executives)
 Ramped up Tata Manza project for production and started capacity production within a year
 Secured budget of USD 250 million for the New Plant comprising of body shop, paint shop, assembly plant and ware house; working within the budget to set-up a new manufacturing facility in 2006
 Led setting-up of new plant and facilities at Ranjangaon, Pune; was given MD’s ‘Power of Attorney’ to secure all permissions, licences, approvals for plant setup
 Successfully handled launches of 6 models and 24 variants of different platforms between 2005 - 2007, achieving targeted production of 270 cars per day
 Led brown-field development of Siena plant in 2002; played a key role in plant layout, process up- gradations/modifications, utilities infrastructure right upto capacity production
 Deputed to FIAT Auto, Poland. Resolved various problems related to the Car Body Shop successfully in 2001 and 2002
 Negotiated overtime reduction by 14% while maintaining excellent relationship with powerful internal union
 Conceptualized strategy : Modified the process and trained personnel on multi-skills to achieve the reduction in production manpower loss from 37% to 16%;
 Implemented Auto Certification System for on line production, prepared skill matrix charts, visual management for critical operations and rejection data