Anand Dayal

• Spearheaded strategic growth & directed the marketing, design, procurement, production, training, legal, administration & accounts teams in synergizing their efforts towards achievement of organizational goals. Directed all executive and administrative functions for manufacturing dies, molds, precision tools, and components, while driving large-scale technical education & skill development initiatives. Maintained full P&L ownership and enhanced fiscal accountability. Ensured compliance through collaboration with legal, financial, and regulatory experts.
• Modernized and augmented the production facilities and training center with new state-of-the-art machines, labs & technologies. Drove innovation by implementing innovative business strategies, expanding into emerging technology domains, and developing import substitutes aligned with Atmanirbhar Bharat, thereby doubling production revenue.
• Expanded AICTE diploma intake from 120 to 525 and introduced a new AICTE-approved diploma program in Advanced Mechatronics & Industrial Mechatronics and five new NCVT ITI, NSQF & customized industry-oriented courses. Secured affiliations and recognitions from state government universities/boards. Ensured quality placement of nearly 10,000 trainees annually.
• Forged strategic partnerships and MoUs with NITs, CSIRs, universities, and government/industry organizations. Implemented unique, innovative CSR projects.
• Chaired the Government Central Procurement Committee for the procurement of machines for all technology centers under the World Bank and Govt. of India schemes.
• Acted as mentor for the establishment of five new Technology Centers (Kanpur, Patna, Bokaro, Varanasi, and Gaya), each with investments of ₹160–200 Cr.
• Established key strategic partnerships with industry leaders to enhance business development opportunities.
• Coached and guided senior managers to improve employee job satisfaction and achieve higher performance levels.

• Led the Project Management Group at Jindal Steel Ltd., significantly enhancing project execution for expansion of the Integrated Steel Plant's capacity from 1.5 MTPA to 6 MTPA, overseeing a capital investment of Rs 17,000 Crore.
• Established a Project Management Office (PMO) and integrated Enterprise Project Management (EPM) software, specifically Primavera, with SAP ECC, thereby streamlining project management processes.
• Developed essential project documentation, including the Project Charter and Risk Assessment, to improve project delivery. Created a Level 3 Schedule in Primavera for all packages and the integrated package
• Managed the project portfolio for key packages, including Blast Furnace, Coke Ovens, Sinter Plant, Electrical Power System, Raw Material Handling System, Utilities, Infrastructure, Oxygen Plant, Ladle Refining Furnace (LDP), Billet Caster, Bar Mill, and Hot Strip Mill.
• Ensured that cost, scope, time, and quality commitments for all projects were clearly defined and adhered to. Conducted project planning, monitoring, and integration for all packages. Facilitated regular project review meetings to identify gaps and developed action plans to address them. Performed cost variance and schedule variance analysis, initiating corrective measures as needed. Prepared daily, weekly, and monthly project Management Information Systems (MIS) reports.
• Streamlined communication channels between departments, facilitating better collaboration on projects across the organization.

• Led the company in its venture into the infrastructure sector, specifically targeting roads and highways.
• Focused on building business excellence and strategic partnerships, which enabled us to streamline operations and enhance our market presence.
• Leadership facilitated the successful execution of significant projects, including a major Greenfield Highway initiative, while also fostering relationships with key stakeholders in the industry.
• Reduced the working capital cycle substantially and contained the recovery of the mobilization advance from the escalation amount using an out-of-the-box thought process.
• Independently crafted a bipartite and tripartite agreement with the contractor JV with several favorable clauses, thereby mitigating the financial risk, e.g., the performance bank guarantee was replaced by an EMD.
• Successfully streamlined the execution of the first six-lane Greenfield Highway project of Jharkhand as an approved subcontractor for 50% scope, in the backdrop of no prior experience of the company in roads & highways. Subsequently enhanced the order books manifold.
• Brand building with several stakeholders, including the Road Construction Department, the Road Ministry, the NH Division, etc.

• Successfully managed diverse project portfolios across key sectors, including Infrastructure, Metals, and Clean Technology, driving impactful initiatives that shape our future. By implementing an organization-wide, web-based Primavera P6 system, I enhanced project tracking and management efficiency.
• Developed a robust Management Information System (MIS) featuring intuitive dashboards and comprehensive reports—daily, weekly, and monthly—to ensure effective project monitoring and decision-making. Some of the landmark projects I have overseen include.
• The state-of-the-art International Trade and Exhibition Centre for KINFRA in Kochi (BOT)
• The Seamless Tubes Project, which relocated from Timken UK, serving as a forward integration for the existing 0.1 MTPA Rotary Kiln-Induction Furnace Steel Plant in Jamshedpur
• The Pacific Coast City project in the Philippines, offering a promising alternative to Manila
• A commercial complex for Nelco in Andheri, Mumbai, transforming the local landscape
• A 220 kV grid substation and transmission line project in Jharkhand, enhancing regional connectivity
• An innovative Solid Municipal Waste to Bio-Fertilizers project in Kolhapur, promoting sustainability
• A 4-lane road project for the Bhopal Bypass (BOT), along with various road and ROB initiatives in Haryana, improving infrastructure
• An E-Governance project on a Build-Own-Operate (BOO) basis, establishing 1,019 Common Service Centers through the Jharkhand Agency for Promotion of Information Technology, thus enhancing accessibility to services.
• Furthermore, I played a vital role in preparing the Corporate Debt Restructuring (CDR) proposal, collaborating closely with prestigious international financial advisory and asset management firms such as Lazard and SBI Cap.
• My extensive experience and strategic approach have consistently delivered tangible results and fostered growth across all projects I have undertaken.
• Led cross-functional teams to achieve successful project completion within tight deadlines.

• Managed a successful greenfield project, prioritizing high standards for planning and execution. By collaborating with leading technology providers, I implemented an effective project management tool that improved efficiency and monitoring.
• My role involved project planning, monitoring, and integration across diverse initiatives, including power plants, coke ovens, ferrochrome (Fe-Cr), and residential complexes. I ensured that all projects met clear goals for cost, scope, time, and quality. I prepared comprehensive daily, weekly, and monthly reports, regularly assessing cost and schedule variances to support informed decision-making.
• Built strong relationships with key technology providers, which was essential for project success. Recognizing the need for a robust project management tool, I led the implementation of an Enterprise Project Management (EPM) system using Microsoft Project 2007 and SharePoint Services, enhancing project delivery and cash flow monitoring.
• Additionally, I oversaw real-time planning and monitoring for a 125 MW captive power plant and a ferroalloys plant (Fe-Cr, Fe-Mn, and Si-Mn), ensuring efficient and precise execution of these critical projects.
• Enhanced communication among team members through regular meetings, promoting an open dialogue about challenges and opportunities for improvement.

I spearheaded project management and operations at Tata Steel Ltd., specifically within the Strategic Business Units (SBUs) of Tata Growth Shop and the Rings Division, focusing on business excellence and continuous improvement.

Tata Growth Shop

• Transformed the business focus from a cost-centric approach catering to in-house requirements of Tata Steel to that of an independent SBU, evolving from "We make for Tata Steel" to "We also make for Tata Steel."
• Achieved a three-fold increase in top-line revenue, transforming the business model into an independent SBU. - Implemented critical chain project management, enhancing customer due date compliance by over 30%.
• Led initiatives in Total Productive Maintenance (TPM) and Six Sigma, resulting in a 12% increase in overall equipment effectiveness (OEE).
• Fostered a culture of continuous learning, improvement, and operational excellence through various initiatives such as 5S, TPM, Six Sigma, Lean Manufacturing, and Knowledge Management.
• Developed a 5-year strategy plan and instituted a review mechanism to ensure that strategic objectives were translated into actionable items and implemented effectively. Established a robust performance monitoring system using a cascaded balanced scorecard approach.
• Increased customer due date compliance by over 30% through the successful implementation of Critical Chain Project Management based on the Theory of Constraints, including the preparation of Buffer Recovery Plans for fast-tracking projects.
• Increased throughput in fabrication and welding by 30% year-over-year for three consecutive years. Achieved a 6% compound annual growth rate (CAGR) improvement in plate utilization over three years.
• Conducted Business Excellence assessments for Voltas International Operations Business Group in Mumbai and Jamipol in Jamshedpur as a Lead External Assessor of the Tata Business Excellence Model based on Malcolm Baldrige.
• As a Lead External Assessor for ISO 9001, conducted audits for various SBUs in addition to Tata Growth Shop.
• Secured direct savings of Rs 2.4 crore through effective negotiations while settling a claim of Rs 3.2 crore in Germany.

Rings Division

• Enhanced the order books two-fold from Rs 200 Cr to Rs 400 Cr within a period of 2 years.
• Reduced the lead time (order to delivery cycle) by 33% from 6 weeks to 4 weeks.
• Developed a comprehensive costing mechanism to decide on the pricing strategy for profit maximization.
• Focused on Customer Relationship Management & improved the customer satisfaction index from 3/5 to 4/5.
• Reduced the debtors by 40% in 2 years.
• Identified the need for supplying value-added products & developed 3 vendors for machining.
• Identified the need to supply just-in-time & developed 2 consignment agents in proximity to clients.