Prasanna Kumar Jha

Tata Steel Europe manufactures Steel (flat and long products) and caters to the Automotive, Packaging, Industrial, Tubing and Construction market in Europe and America.

Apply operational, supply, management and leadership expertise to develop, drive and lead governance of order fulfillment and inventory design sector, reporting to Executive Director Commercial. Improve supply chain efficiency by establishing redesigning supply chain annual business plan with quantified strategy, objectives and means, deploying redesign processes throughout supply chain management at the company. Track and review progress on plan, implementing corrective and preventive actions as required. Standardize training by developing training documents and conduct training of team members on supply chain redesign.
KEY ACCOMPLISHMENTS:
• Spearheaded a focused company-wide cross-functional project, Do More With Less, improving service performance with lower inventory exposure for key strategic customer segments, such as automotive and packaging.
• Directed a supply chain redesign exercise at UK and Amsterdam plants to develop strong competitive advantage.
• Improved material availability from 65% to >95% by implementing Theory of Constraints (TOC) solutions of replenishment for 60% of volume produced at these two sites.
• Increased service level performance for automotive customers in Europe from 70% in 2015 to 96% in 2016 with simultaneous reduction in total system inventory from 13 weeks of sales to 9 weeks by assisting in timely completion of project.
• Enhanced delivery performance to packaging customers in Europe from 60% in 2015 to 97% in 2016 by redesigning supply chain based on customer needs and requirements.

Revitalized supply chain, transforming process, including SAP and JDA implementation at plants in UK, project plan managing available resources and external project partners, reporting to Executive Director Strategy and Supply Chain. Ensured effective and timely completion of projects by monitoring, tracking and reviewing project progress and buffer erosion using TOC critical chain project management and managing stakeholders. Maintained consistency of project management and TOC critical chain project management by training and developing team members on proper procedures.
KEY ACCOMPLISHMENTS:
• Completed design, integration testing and user acceptance testing for the project within the two-year deadline by organizing training and assisting project team in planning and executing project using critical chain project management.
• Increased productivity of Special Steel production (Aerospace Bright Bar) from 2500 tons/annum in 2013 to 3000 tons/annum in 2014 by debottlenecking heat treatment furnace and improving its daily productivity from 128 tons/day to 153 tons/day

Tata Steel India manufactures Steel (flat and long products) and caters to the Automotive, General Engineering, Furniture, White Goods, Housing and Construction market in India, Europe and South East Asia.

Completed TOC implementation at Tata Steel India by developing solution design, reporting to Vice President TQM and Manufacturing. Supported project teams in preparing implementation and training and development plan. Ensured effective and timely plan execution by coordinating stakeholders.
KEY ACCOMPLISHMENTS:
• Assisted in implementing and institutionalizing TOC supply chain, logistics and project management solutions.
• Played instrumental role in implementing TOC solutions, reducing stock outs at distributors and dealers from 10% in 2010 to 2% in 2013.
• Helped execute about 300 maintenance & sustenance projects using critical chain project management.
• Achieved project completion rate of 87% in 2013, significantly up from 67% in 2009

Ensured efficient operations by implementing annual business plans for steel processing centers with quantified strategy, objectives and means, reporting to Chief Planning, Flat Products. Assured project plan implementation by monitoring, tracking and reviewing progress on the plan and executing corrective and preventive actions using TQM, TOC and other improvement tools. Reduced costs and waste by overseeing inventory management at steel processing centers. Cultivated and maintained customer relationships with customer service teams. Improved team productivity by identifying training and development needs of supply chain team members.
KEY ACCOMPLISHMENTS:
• Increased weekly item wise delivery compliance for steel processing centers from 48% to 94%.
• Reduced Throughput Rupee Days for EPAs from 500 crore days to 150 crore days.
• Improved compliance with customer requested date from 40% to 85%.
• Decreased distributor stock-out from 34% to 8% for galvanized corrugated sheets.
• Increased the manufacturing prime yield at steel processing centers from 91% to 95% for OEM processing and from 98% to 99% for distribution.
• Reduced extra to order generation stock from 8500 to 2400 MT/month.
• Reduced manufacturing complexities and debottlenecked constraint by rationalizing SKUs to reduce number of input raw material coil widths for steel processing centers.
• Decreased stock out by more than 85% by implementing TOC at steel processing centers for key OE customer, including Tata Motors, Toyota, Honda, Ashok Leyland, SSWL, Maruti, Hyundai and Wheels India Ltd

Reporting to Chief ASPIRE Six Sigma
Key Contributions:
• Completed 15 six sigma projects resulting in audited savings of INR 32 crores. Project covered key areas like lead time, extra to order generation and order promising.
• Implemented training course for new recruits to speed knowledge transfer

Reporting to Chief Planning- FP
Key Contributions:
• Increased order booking efficiency from 55% to 78%
• Order balancing as per capacity and production resulting in timely orders.
• Increased order match with “availability to promise” from 58% to 78%.
• Increased ‘Batch Annealing Furnace’ filing factor from 90% to 94%
• Increased dispatch compliance from 55% to 85%

Reporting to Senior Divisional Manager, Hot Strip Mill
Key Contributions:
• Improved flatness of HR strip from 34-40 mm wave height to 5 mm wave height and 3-4 waves/metre to 1 wave/metre by designing and implementing model of “Flatness Dead Band” and “Per Unit Crown Change”.
• Reduced roughing mill pass to pass time thereby increasing its productivity from 16 to 18 slabs/ hour.
• Led the team in commissioning 6th Finishing Stand and 2nd Down Coiler.
• Reduction in width variation of HR coils from 20 mm to 12 mm.
• Reduced distributor stock-out from 34% to 8% for galvanized corrugated sheets.