After completing my electrical engineering, I wanted to serve in a large Public Sector, initially engaging myself as Maintenance and Sales in couple of private corporations, I made it to SAIL, Bhilai Steel Plant in January, 1980. Subsequent to training, I was in-charge of winding and testing section in Electrical Repair Shop. The section recorded highest (PI) performance index, which caused huge monetary incentive for employees of the section. During this period, I was meticulously following purchase requisitions and stores material, a fact noticed by the management and I was offered to join in Materials Management Department of Steel Plant procuring almost 2 Lacs items. I accepted the offer in 1986 and soon started to exhaust with late hours of working and was faced with outages of production linked items. Soon, I decided to set my priorities to vital few critical items and I proposed long term contracts of these items with proprietors and ancillaries.
With initial resistance, this worked and we were able to ensure JIT deliveries with zero stock-outs. My in-depth examination of every case, excellent performance appraisals and several presentations to top management was noticed and I was hand-picked for establishing TQM directly under Managing Director. Once in TQM, we were grateful to the management for providing thorough exposure in TQM. We were trained in USA and exposed to leading TQM practicing companies such as NORTEL, Westinghouse, Boeing, Federal Express etc. I developed into a trainer and a TQM facilitator, completing many projects and training more than 3500 executives. In one TQM Project, we recovered and recycled 70,000 tons of steel, spilled around the plant as steel scrap. Later, I got opportunity to work in Quality Assurance also.
In 1993, we started preparing for Quality Management System (ISO:9001) and we got trained as Lead Auditor and established documentation, mapping processes, writing SOPs / WIs and planning internal audits. We were trained as EFQM award assessor and on behalf of the plant, wrote many application documents. The plant won many Quality and Business Excellence Award.
In 2003, I joined HR as TQM was very close to it. Also as a trainer, I wished to work in HR. After working in core HR areas, I headed Management Development Centre of the plant developing interventions on Leadership, Strategy Management, Functional Areas, Cost Control, Safety and Environment. With my maintenance background, I also championed TPM (Total Productive Management) in plant areas.
Later, I spearheaded HRD department, led largest company-wide OB &OD intervention involving 28000 employees, introduced competency assessment for 26000 employees and obtained independent certification of QMS for HRD. Also, I chaired many committees as expert as detailed in my resume. I was awarded for TQM movement and e-Abhiyan, where we trained 8500 employees in MS office packages in round the clock, voluntary post duty hour programs.