Kamal Singh Thakur: Driving Operational Excellence In High-Voltage Transformer Manufacturing
Kamal Singh Thakur
Plant Head
Kamal Singh Thakur exemplifies this modern leadership paradigm. With over 25+ years of experience in the power transformer sector, he has built a distinguished career across leading organizations such as Transformers & Rectifiers (India) Ltd, CG Power, EMCO, Atlanta Electricals and Technical Associates.
Currently serving as Plant Head at Transformers & Rectifiers (India) Limited, Ahmedabad, he is responsible for the P&L and operational strategy of the Moraiya unit. Under his leadership, the plant has achieved remarkable growth, scaling production capacity 50 percent in MVA and unit produced within two years of span using existing infrastructure, improving asset utilization by 47 percent, and driving revenue growth double within two years. His focus on process optimization has enabled a 50 percent reduction in cycle time for 500 MVA transformers.
A Six Sigma Green Belt professional, Kamal has played a key role in landmark achievements, including contributing to the manufacturing of India’s first 765 kV transformer for NTPC Sipat.
Known for his “First Time Right” philosophy, he consistently bridges the gap between shop-floor excellence and strategic business outcomes, positioning himself as a high-impact leader in transformer manufacturing.
You are a seasoned professional with over 25 years of experience in the industry; can you share some key milestones you have reached in your career so far?
With over 25 years in the power transformer industry, my journey has been centered around technical excellence and operational leadership. I have had the opportunity to lead the manufacturing of high capacity transformers and reactors up to 765 kV and 500 MVA ratings, including specialized furnace duty transformers, which are considered complex engineering achievements in this domain.
One of the defining milestones in my career was being part of the team that manufactured India’s first 765 kV transformer for NTPC Sipat. Over the years, I
have worked with reputed organizations such as CG Power, EMCO, Atlanta Electricals, Technical Associates, and currently Transformers & Rectifiers (India) Ltd, where I have consistently driven largescale operational improvements.
In my current role, I have focused on transforming plant performance by scaling capacity from scaling production capacity 50 percent in MVA and unit produced within two years of span without additional infra -structure.
I also successfully drove significant revenue growth while maintaining high standards of quality and delivery. Additionally, I have led initiatives to reduce cycle time for 500 MVA transformers by 50 percent through process re-engineering and parallel manufacturing systems.
These milestones reflect my commitment to continuous improvement, innovation, and aligning operational efficiency with business growth.
As a Plant Head, how do you balance operational efficiency with employee safety and morale?
I strongly believe that sustainable operational efficiency can only be achieved when safety and employee engagement are given equal importance. My approach begins with building a strong safety culture, where adherence to protocols is nonnegotiable. Regular audits, risk assessments, and clear accountability ensure that safety remains embedded in every process.
At the same time, I focus on process discipline by implementing standardized operating procedures (SOPs), which helps reduce variability and errors. However, efficiency is not just about systems - it is also about people. I actively encourage employee involvement through transparent communication, daily performance reviews, and inclusive decision making.
Skill development is another key area. Through structured training programs, we continuously enhance workforce capabilities to meet evolving technological and operational demands. I also believe in recognizing and rewarding performance, whether in productivity, quality, or skill enhancement. This creates a sense of ownership and motivation among employees, resulting in a safe, engaged and high performing work environment.
How would you describe your leadership style and the principles you follow?
My leadership style is result-oriented, disciplined, and
In my current role, I have focused on transforming plant performance by scaling capacity from scaling production capacity 50 percent in MVA and unit produced within two years of span without additional infra -structure.
I actively encourage employee involvement through transparent communication, daily performance reviews, and inclusive decision-making
I also successfully drove significant revenue growth while maintaining high standards of quality and delivery. Additionally, I have led initiatives to reduce cycle time for 500 MVA transformers by 50 percent through process re-engineering and parallel manufacturing systems.
These milestones reflect my commitment to continuous improvement, innovation, and aligning operational efficiency with business growth.
As a Plant Head, how do you balance operational efficiency with employee safety and morale?
I strongly believe that sustainable operational efficiency can only be achieved when safety and employee engagement are given equal importance. My approach begins with building a strong safety culture, where adherence to protocols is nonnegotiable. Regular audits, risk assessments, and clear accountability ensure that safety remains embedded in every process.
At the same time, I focus on process discipline by implementing standardized operating procedures (SOPs), which helps reduce variability and errors. However, efficiency is not just about systems - it is also about people. I actively encourage employee involvement through transparent communication, daily performance reviews, and inclusive decision making.
Skill development is another key area. Through structured training programs, we continuously enhance workforce capabilities to meet evolving technological and operational demands. I also believe in recognizing and rewarding performance, whether in productivity, quality, or skill enhancement. This creates a sense of ownership and motivation among employees, resulting in a safe, engaged and high performing work environment.
How would you describe your leadership style and the principles you follow?
My leadership style is result-oriented, disciplined, and
people-centric. I believe in leading by example, as it sets the tone for the entire organization. I rely on data-driven decision-making, focusing on key performance indicators such as cycle time, cost, and quality to guide actions.
Accountability is a core principle I follow. I ensure that roles and responsibilities are clearly defined, enabling individuals to take ownership of their work. At the same time, I encourage a culture of continuous improvement by identifying bottlenecks and systematically eliminating them.
Transparency and integrity are fundamental to my leadership approach. Open communication builds trust within teams and ensures alignment toward common goals. I also emphasize balancing strategic thinking with execution, as both are critical for achieving sustainable performance in manufacturing operations.
What is your future vision, and what advice would you give to budding industry leaders?
My vision is to transform manufacturing units into globally competitive facilities that excel in cost, quality, and delivery. I aim to build high-performance organizations driven by zero-defect practices, optimized cycle times, and increased adoption of digitization, automation, and smart manufacturing technologies.
I also see a strong role for manufacturing leaders in contributing to sustainable growth by supporting reliable power infra-structure and energy efficiency initiatives.
For aspiring leaders, my advice is to first master the fundamentals - process discipline, quality control, and operational efficiency. Be hands-on, take ownership, and maintain integrity in every decision you make. Continuous learning is essential, especially in an industry that is rapidly evolving with new technologies.
Most importantly, focus on building strong teams and think long-term. Sustainable success is not achieved overnight - it is built through consistency, resilience, and a clear vision.
Kamal Singh Thakur, Plant Head, Transformers & Rectifiers (India)
Kamal Singh Thakur is a seasoned Plant Head with over 25+ years of experience in the power transformer industry. Specializing in manufacturing up to 765 kV and 500 MVA systems, he is known for driving operational excellence, scaling production capacity, and implementing zero-defect practices.
A Six Sigma Green Belt professional, he combines deep technical expertise with strategic leader-ship to deliver high-performance, efficient, and scalable manufacturing ope- rations.
Accountability is a core principle I follow. I ensure that roles and responsibilities are clearly defined, enabling individuals to take ownership of their work. At the same time, I encourage a culture of continuous improvement by identifying bottlenecks and systematically eliminating them.
Transparency and integrity are fundamental to my leadership approach. Open communication builds trust within teams and ensures alignment toward common goals. I also emphasize balancing strategic thinking with execution, as both are critical for achieving sustainable performance in manufacturing operations.
What is your future vision, and what advice would you give to budding industry leaders?
My vision is to transform manufacturing units into globally competitive facilities that excel in cost, quality, and delivery. I aim to build high-performance organizations driven by zero-defect practices, optimized cycle times, and increased adoption of digitization, automation, and smart manufacturing technologies.
I also see a strong role for manufacturing leaders in contributing to sustainable growth by supporting reliable power infra-structure and energy efficiency initiatives.
For aspiring leaders, my advice is to first master the fundamentals - process discipline, quality control, and operational efficiency. Be hands-on, take ownership, and maintain integrity in every decision you make. Continuous learning is essential, especially in an industry that is rapidly evolving with new technologies.
Most importantly, focus on building strong teams and think long-term. Sustainable success is not achieved overnight - it is built through consistency, resilience, and a clear vision.
Kamal Singh Thakur, Plant Head, Transformers & Rectifiers (India)
Kamal Singh Thakur is a seasoned Plant Head with over 25+ years of experience in the power transformer industry. Specializing in manufacturing up to 765 kV and 500 MVA systems, he is known for driving operational excellence, scaling production capacity, and implementing zero-defect practices.
A Six Sigma Green Belt professional, he combines deep technical expertise with strategic leader-ship to deliver high-performance, efficient, and scalable manufacturing ope- rations.