Hariom سينغ

Business Excellence | Supply Chain Excellence| Automation

Responsibilities
- Engage in Strategic Projects pertaining to process improvement
- Value Stream Mapping, Data Analysis, Solution Implementation
- Develop Annual Business Plan (Group Level) for Process Improvement Vertical.
- Improve Customer retention through Process Interventions
- Analyse Sales Data to propose policy level and strategic changes.

Apply Design Thinking methodology through direct customer interactions to improve existing
product features.
- Improve Existing Business Processes to improve customer satisfaction
- Develop Lean Capability through trainings.
Completed Improvement Projects
• Business Process Reengineering - Improved Initial customer engagement to enable upgrade
Result- PAN India Implementation of 0-90 Days Customer Journey Process scaled up to 90%
compliance within a quarter Leading to Increment of 30% in the 0-30 days NPS and 23%
improvement in initial customer engagement and subsequent upsell
• Product feature improvement
Result - 4 New product features launches post recommendation on new product design.
• Result -(Targeted revenue improvement by 12% over AOP in the first month of launch)

Projects(Accomplishment)
Blast furnace Process Improvement and Strategic Capex
● Selected by the Top Management as a key resource of the spearheading
“Center of excellence” Initiative pertaining to improving the Blast
Furnace Operations to be the best in the world.
● Formulated Annual Operative Plan in line with the organizational strategy of Cost Reduction
● Formulated MIS reports after Data Validation at project level.
● Established “Supplier Quality Assurance”(SQA) program for reducing Defects and failures related to Local Suppliers
● Analysis of material failure to determine root cause and suggested
improvement.
● Cost Reduction of 90 Cr. through PCI technology.
Internal Logistics Analysis & Improvement (Business Interruption
Minimization)
● Analysis & Planning for 6 Strategic BUs (complete internal supply chain
system for integrated steel plant).
● Lead time reduction achieved (27 % efficiency improvement)
● Developing Standardized Operating procedures after end to end analysis.
● Analytics of end to end process for establishing Operational and
Engineering controls (Barriers)
● Establishing Control philosophy and Sustenance Plan.
● Appreciation from VP-Ops for completing 6 Cross plant Scenarios in a
month (ahead of plan).
QA: Memorandum of Understanding (MoU) & Charter of Agreement (CoA)
● Appreciation for launching the initiative at Tata Steel Kalinganagar
● 20 Nos. Of MoUs developed& Authorised for In-House Quality Assurance
● 34 Nos. of COAs signed between service departments and Operations for
smooth functioning of value chain
● Improved failure tracking mechanism through change record analysis.
● Appreciation from VP - Ops, TSK for successful deployment
Accolades
● Selected to present a paper on “Risk Management” in Tata Search 2016
(a Tata Group knowledge podium).
● Member, Apex Process Safety & Disaster Management Subcommittee,
a Tata Steel group level subcommittee comprising of Subject Matter
Experts.

Technical (Business) Analyst: Designing, Delivery and Quality Assurance of Business solutions

- Understanding Customer requirements and formulating them into viable solutions.
- Evaluate technical feasibility of associated modules.
- Development of Ball Park Estimates, cost calculations, cost reduction measures.

Defect Prevention (DP) Prime: Implemented Kaizen, Pokayoke & Pareto analysis to reduce the defects below 3.4 DPMO