Role

Head of Factory — Modular Furniture Division

Scope

Both Furniture manufacturing plants — Daman and Wada

Departments

Sheet metal, wood, assembly & carpentry, and polish/finishing — design through build, at both plants

Location

Base at Daman; regular travel to Wada

What the role owns

Spans every department that touches a piece of furniture from design to build — sheet metal, wood, assembly & carpentry, and polish — at Daman and Wada.

Production planning & management

— Single-point accountability for production across both plants — output, quality, on-time delivery, and shop-floor discipline at each site.

— Daily and weekly production planning against booked orders, with visible tracking of what's on the floor, what's blocked, and why.

— A functioning capacity plan the tendering and sales teams can sell against, instead of finding out about constraints after a booking is made.

— Deliver Daman to a monthly billing run rate of ₹7 Cr and Wada to ₹2 Cr, with production capacity as the enabler, not the constraint.

Workforce management

— Direct line management of plant supervisors and production leads across sheet metal, wood, assembly, and polish, closing any open leadership or supervisory gaps on the floor.

— Shift, manpower, and contractor planning at each site, sized to the booked order load rather than fixed headcount.

Quality control & lean tools

— Quality sign-off on client mock-ups, samples, and first-off production runs before they leave the plant.

— Introduce and run basic lean shop-floor tools — 5S, visual management, standard work — as the operating discipline for all four departments, not a one-time audit.

— Root-cause resolution of recurring quality issues, rather than one-off firefighting.

Cost management

— Material consumption and wastage control against the division's targets, tracked plant by plant.

— Vendor-facing production decisions in coordination with procurement, including timely resolution of rate and supply issues that affect the floor.

Safety

— Ownership of shop-floor safety standards and incident prevention across sheet metal, wood, and finishing operations — areas with genuine machine and material handling risk.

Problem solving

— Machine and capex follow-through, so equipment and infrastructure decisions are closed out on schedule rather than left open.

— First point of escalation for floor-level blockers that would otherwise sit unresolved for want of an owner.

Design team & software

— Build and lead a proper design team for the division — currently a gap, not a function — staffed and structured to serve both plants rather than working project by project.

— Standardise the team on contemporary design software — Pytha, CAD, and other current-generation tools — as the working default, not something individual designers pick up on their own.

— Tie the design team's output directly into production: drawings and cutting lists that feed the shop floor without manual re-work, so design software output becomes production input, not a separate exercise.

Process improvement through modern manufacturing tools

— Bring CAD-driven design-to-production handoff and modern cutting/processing methods into standard practice, reducing rework between design and the floor.

— Own shop-floor execution of the division's manufacturing digitization roadmap — design-to-production automation, computer-vision quality checks,



smart inventory, and CNC additions — turning it from a plan on paper into running practice.

— Evaluate and introduce current-generation production software — nesting and cutting optimisation, production scheduling — alongside the design team's tools, so design and the shop floor run on one connected system rather than two.

— A regular production report to leadership covering output, delays, and decisions needed — a single source of truth across both plants.

Product & market development

— Own the manufacturing case for new furniture segments the division chooses to pursue — hospitality, healthcare, education/institutional, kitchens, and wardrobes among them.

— For each segment worth pursuing, design and stand up the manufacturing line from scratch — layout, workflow, department sequencing, and staffing — not just adapt an existing line and hope it fits.

— Build and own the capex and equipment plan for every new line: what machinery, what it costs, what it takes to commission, and in what order — presented as a business case leadership can actually decide on, not a wish list.

— Build the capacity plan behind each new line — realistic monthly output, ramp-up timeline, and the point at which it needs its own dedicated capacity versus sharing existing plants.

Immediate objectives and how they'll be managed

First 30 days

— Primary objective: get the Wada plant fully operational and billing from 1 November — this is the single most time-critical deliverable of the role, and everything else in month one is sequenced around it.

— Walk both plants and every department, meet every supervisor, and build a working map of what stands between Wada and a 1 November billing start — staffing, equipment, and any open decisions.

— Issue the first production report and agree its format and cadence with leadership, with Wada's readiness against the 1 November date as its first line item.

First 60 days

— Wada billing at or moving visibly toward its ₹2 Cr/month target; Daman tracking toward ₹7 Cr/month.

— Close out any remaining leadership and staffing gaps identified in month one, at both plants.

— Agree a capacity plan with the sales and tendering teams so commitments are made against real plant capacity.

— Have a prioritised, dated list of open machine and capex decisions, with an owner and a close-out date on each.

— First working outline of the design team — structure, headcount, and the software (Pytha, CAD, others) it will standardise on.

First 90 days

— Run a standing weekly production report across both plants, with Wada and Daman billing tracked against their ₹2 Cr and ₹7 Cr monthly targets.

— Have lean operating discipline — 5S, visual management — live in at least one department per plant, as a working model for the rest.

— Design team staffed and running on its standard software toolset, producing drawings and cutting lists that feed production directly.





— Give leadership a preliminary view on which new-segment opportunities are worth a full manufacturing business case.

Ongoing management rhythm

— Weekly production report to A.N. Rao covering output, delays, and decisions needed.

— Monthly review of billing against the ₹7 Cr (Daman) and ₹2 Cr (Wada) targets, alongside material consumption, cost, and safety metrics.

— Quarterly review of the capacity plan and any new-line business cases in progress.

What success looks like

First 90 days

— Wada operational and billing from 1 November, as committed.

— A design team in place, working on standardised software, and feeding production directly.

First two quarters

— Daman billing consistently at ₹7 Cr/month and Wada at ₹2 Cr/month, with production no longer the limiting factor.

— Material consumption tracking consistently to the division's target, not as a one-off month.

— A functioning capacity plan the tendering and sales teams actively sell against.

— A go/no-go recommendation — with capex, equipment, and capacity numbers attached — on each new-segment opportunity under consideration.

First year

— At least one new product line moved from pilot to a running manufacturing line with its own capacity number, or a documented decision not to pursue it and why.

— At least two items from the digitization roadmap — design-to-production automation, computer-vision QC, smart inventory, or CNC additions — live on the shop floor, not still in planning.

— A shop floor running on standard work and visual management as normal practice, not a one-time initiative.

Ideal background

— Diploma or Bachelor's degree in Mechanical or Industrial Engineering, with working knowledge of CAD and design — needed to bridge the design and production teams, not just run the floor.

— Extensive production leadership experience with genuine lean implementation — 5S, standard work, visual management — not lean as a certificate on a resume.

— Furniture or wood-based panel manufacturing experience is preferred, not mandatory — strong general manufacturing process discipline (machinery, materials, multi-department shop floors) matters more than the specific industry.

— A track record of running more than one production site and making trade-off calls across them, not just managing a single shop floor.

— Direct experience setting up a new production line from scratch — layout, machinery selection, capex justification, and ramp to target output — not only running lines someone else built.

— Working familiarity with modern manufacturing and design software — Pytha or equivalent furniture design tools, CAD/CAM, nesting, production scheduling/MES — and openness to piloting AI-driven tools such as computer-vision quality checks — this role is expected to modernise the floor, not just run it as inherited.

— Experience building or significantly upgrading a design function, not just consuming its output — this role is expected to set the team up, not inherit one.

— Comfortable being the decision-maker on personnel and vendor issues that have been left unresolved — this is not a caretaker role.

— Strong communication and interpersonal skills — this role sits between the shop floor, division leadership, procurement, sales, and design, and has to hold all of them accountable.

Pay: ₹2,000,000.00 - ₹2,200,000.00 per year

Benefits:

- Health insurance
- Life insurance
- Provident Fund

Work Location: In person

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