This briefly describes my career history ,achievements and leadership skills

1. CAREER ACHIEVEMENT PROFILE
Name: Subrato Shyam Choudhury
Designation: Head SQ CVBU
Department/
Division : Supplier Quality

2. Career Achievement Profile
Participant Data
Name:
Total Exp. (in yrs.)
Including Tata Motors
27
Tata Motors Exp. (in
yrs.)
27
Exp in current role
( in yrs)
1 year Current Location PUNE
Highest Degree &
Institute
BE MECHANICAL Year of Completion 1989
Supervisor / Manager
(Name)
DILIP HUDDAR
Supervisor / Manager
(Designation)
HEAD (P&SQ)
Tata Motors Career History :
From – To Role Location
1989-1997
Employed in FDY division of TATA MOTORS with roles in
Methoding, Troubleshooting, Manufacturing and Quality system
implementation. Was part of the 1st
batch to be certified by
CRANEFIELD of UK.for ISO 9000 Quality System
Jamshedpur
1997-1999 Chosen for Dharwad Project where I was involved in planning and
erection of assembly shop.
DHARWAD
1999-2001
SQIG TML-Implementation of Cummins SQIP(Supplier Quality
Improvement Process) process for vendors-through coaching of selected
critical vendors on the SQIP process and providing support to all
vendors for implementing critical tools like FMEA/Control plans/PPAP.
Jamshedpur
2001-2004
Ancillary Development Department of the newly formed HVTL- Was
responsible for development of Gear Box which included development of
machined castings/forgings/bars, Gears, bearings, oilseal and other
proprietary parts like circlip/gaskets/shim.
Jamshedpur
2004-2007
President office-Was responsible for implementation of six sigma
initiative driving identified ‘improvement projects’ across locations.Was
certified as Black Belt by GE during this period.
Jamshedpur
2007-2010
Delegation from TML to HVTL for turn-around in quality. –Assigned a
Project ‘Zero Defect in 50k’ where through phased transformation of
Quality systems, improvement in the measurement and process
capability of all critical CTQ( derived from thorough analysis of field
failures) was planned in-house and at vendor’s end. The project lead to
breakthrough improvements in IPTV.
Jamshedpur
2010-2013
Head Quality/NPI/ERC of HVTL responsible for maintaining the quality
systems in line with TS16949,responsible for achieving plant quality
metrices linked to PDI, field and vendors and establishing benchmark
practices like achievement of DIN8 a critical factor for reliability of
transmissions. Was also responsible for NPI activities and ERC
activities.
Jamshedpur
2013-2015(aug)
SQ head Jamshedpur- responsible for implementation of 16 step Pro-Ex
process for part development triggered by both NPI/EPA related
introductions. Also responsible for upgradation of supplier quality
through PPM reduction drive using 8D , Re-PPAP and supplier audit of
special processes. This was also linked to improvement in plant DRR/
CPA metrics.
Jamshedpur
2015(Aug)-
SQ head CVBU responsible for ensuring all NPI/EPA related part
developments through 16 step process with special emphasis on
TRSO/PPAP. Also required to drive quality sustenance through
Manufacturing Site Assessment for establishing world class quality
systems with strategic suppliers and part related process improvements
on high PPM parts through 8D and Re-PPAP .
Jamshedpur
Experience prior to Tata Motors:
Sr. No Company Role
NA
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3. Career Achievement Profile
Background Review:
current role and key priorities in this role?
a) Supplier Part development: Key priority is to ensure part development using the Pro-Ex 16 step to ensure correct vendor-part
process finalization and Zero PPM supplies. Meeting the project SOP and DR gateway deliverables is also a priority.
b) Supplier Part Quality Sustenance: Continuously evaluating vendor performance on incoming Quality and improve poor quality
parts through 8D and Re-PPAP with a special focus on improvement of consistent D&E rated vendors to ‘supply Worthy
Ratings”.
c) Manufacturing Site Assessment to explore supplier compliance on principles related to company management and Finance,
technology, new program management, process management and supply chain management to ensure LongTerm sustenance
on quality and continuity of business.
d) Supplier Base Rationlisation through alternate part development of identified suppliers for Exit and joint decision making on
tiering of suppliers with Purchase.
1. The biggest challenges in the current role and what approaches/ support mechanisms help me in responding to these
challenges?
Part Development: Establishing the cultural change of adherence to 16 step process from the earlier practice where focus
was on commercial settlement and process development was left at large to suppliers.
Approach:
a) Continuous communication for adherence to the 16 step process to frontline buyers and layered audit of critical steps
& documents ( like TRSO/PPAP the two main elements in the process) .
b) Identify gap areas and planning training inputs.
c) Monitor PPM for 3 months after productionisation before handover for regular scheduling to SCM to ensure PPAP
effectiveness.
Part Quality: Legacy suppliers with inadequate quality system contributing to high PPM and poor condition of tools with
many suppliers because of lack of adequate maintenance at suppliers end and lack of follow up system for life of dies with
TML. Added to this was the issue of overloading of PE with the legacy backlog.
Approach:
a) MSA audit initiated with revised checklist and plan being rolled out for coverage of key strategic suppliers to start
with. This is in addition to the continuous process improvement drive with the high PPM suppliers using tools like 8D
and Re-PPAP
b) Exhaustive Plant wise list has been made for all dies requiring refurbishment/replacement.
c) Load for correction of dies/making of new dies to be shared with identified tool makers by PE.
d) IT system being planned for tool tracking.
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4. Career Achievement Profile
2. roles/ experiences
a) G600 Gear Box development as Part development Manager in HVTL ( now a part of TML Drivelines): The role was
fraught with challenge for me as this was my first project as development manager with no past experience on part
development and the project was also of strategic significance because we were developing the first vertically split
Gear Box.
b) Project ‘zero defect in 50K’ for turn- around in HVTL Quality levels- This was a challenging project as it involved break
through improvement of 70% in IPTV from existing levels. The project also involved the complete overhaul of the
existing quality system with new practices in line with TS16949 aimed at improving the measurement system and the
process capability of all CTQ identified by drill down exercises from field failures. This project also allowed me to
implement my training on ISO/TS16949 quality system assessment and my 6 sigma inputs of BB training from GE for
problem solving.
c) Improvement initiative of achieving DIN8 quality levels as QA&NPI head HVTL which involved an extensive re-look at
supplier gear cutting practices and in-house het treatment processes. As an an extension of the’ Zero defect in 50k’
project IPTV of G750 and G1150 was also improved applying the learnings of G600.
d) Introduction of 9 speed gear box for the first time in HVTL as it involved a totally new technology development of
planetary Gear system.
e) Additional ERC role in HVTL of designing and developing a high center distance G1100 gear box with collaboration of
Hofer Germany gave me exposure to the design principles OF TRANSMISSION. This was also a strategic project as it
was a viable alternative for high end Horse Power where customers did not need 9 Speed. Also took on the additional
role of PPC in HVTL to increase material availability in grinding to meet the high volume requirements and achieved
results by new scheduling method based on Drum Buffer Rope theory and guiding reorganization of machines in line
with cell concept to improve productivity.
f) Implementation of 16 step process for Part development which was the first TML documented practice with a
complete different approach to part development from the existing one.
3. Work environment that motivates me
Working with challenging objectives the achievement of which involves scope for innovation through change in existing
practices gives me the most satisfaction
4. Taking technical skills off the table, what do you consider the key strengths that have enabled your professional success?
-Drive for results
-Ability to put in new system and practices
-Subordinate development skills.
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5. Career Achievement Profile
5. Biggest development opportunities that would either improve your performance now or prepare you for future roles?
Exposure to benchmark practices of other companies in the group which will help in identifying and implementing
opportunities of improvement in our processes like for e.g practices of JLR, Practices of Tata Steel which helped them
achieve Deming award.
6. a. Positive feedback/praise for performance
In most cases where I have taken up challenging assignments and achieved substantial involvement I have received positive
feedback.
b. How have you leveraged this feedback?
I have continued to avail new job opportunities even if meant learning a new technology like when I shifted out of HVTL to
SQ TML which invoived change of focus from Casting and forging machining to sheet metal and also required exposure to
a greater variety of proprietary parts..
7. a. In what types of situations have you sometimes received developmental feedback on your approach/ performance?
Why?
In my early days in Foundry I was given follow up jobs. I thought that this is what is expected of me until I got a feedback
from superior that I was given such jobs because I did not show inclination to take on tasks when it was offered.
b. How did you approach this feedback?
From that point in ime I am prompt to take on any additional responsibility on offer. In HVTL when I was operating as Head Quality
and NPI, the then CEO in a meeting of Sr. Mangement asked the house if any one wanted to take the additional role of PPC to
improve material availability in grinding which was a bottleneck and causing loss of production.I took up the role and achieved the
desired results.
Career Aspiration (state the type of role, geography and timing)
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6. Career Achievement Profile
Biggest Strength (Leadership Role)
As Supplier Quality CVBU I am proficient in achieving the strategic goals of the company related to SQ.deiverables of on time part
development with correct quality and sustenance of Quality through implementation of initiatives like 16 step process and
MSA(manufacturing site assessment)
Three things that you want most from your current or next role that will keep you engaged or excited about working?
1.Direct ivolvement in the strategic priorities of the company.
2.Will allow me autonomy to try out new practices.
3.Will have clear objectives linked to high level goals.
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7. Career Achievement Profile
Biggest Strength (Leadership Role)
As Supplier Quality CVBU I am proficient in achieving the strategic goals of the company related to SQ.deiverables of on time part
development with correct quality and sustenance of Quality through implementation of initiatives like 16 step process and
MSA(manufacturing site assessment)
Three things that you want most from your current or next role that will keep you engaged or excited about working?
1.Direct ivolvement in the strategic priorities of the company.
2.Will allow me autonomy to try out new practices.
3.Will have clear objectives linked to high level goals.
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