“As global companies continue to diversify their supply chains, India has a strong opportunity to establish itself as a preferred manufacturing destination. With sustained investment in technology, talent and innovation, Indian tool rooms can evolve into globally competitive centres of precision engineering and advanced manufacturing,” says Suneet Yadav, Head – Tool Room, Uno Minda.
Q- You have spent over three decades across engineering, tooling and product development. Could you briefly take us through your journey, and tell us what drew you towards the tool room side of manufacturing?
I have spent over 30 years across engineering, tooling and product development, and have worked on everything from product design and process planning to tooling development and manufacturing support. This broad exposure has given me a strong understanding of how tooling directly influences product quality, productivity, cost and delivery.
What attracted me to tool rooms was the opportunity to work at the very foundation of manufacturing. Tool rooms play a critical role in transforming product concepts into practical production solutions through precision engineering and problem-solving. I have always enjoyed addressing challenges related to tool optimisation, process improvement, quality enhancement and cost reduction. Every project presents its own technical complexities, making the work both dynamic and rewarding. It is this combination of innovation, precision, and continuous learning that has kept me closely associated with the tooling function throughout my career.
Q- Uno Minda supplies across two-wheelers, passenger vehicles and commercial vehicles. From your vantage point in the tool room, how has the nature of tooling demand from these segments changed over the last five to ten years?
Over the past decade, tooling requirements have evolved significantly. The focus has shifted from primarily ensuring durability and cost-effectiveness to enabling faster product development, higher precision and greater manufacturing flexibility. In the two-wheeler segment, frequent model refreshes and evolving styling trends have created the need for shorter development cycles and high-quality tooling. Passenger vehicles now demand more advanced tooling to meet stricter quality standards, lightweight design requirements, enhanced safety features and the growing adoption of electric vehicles. In the commercial vehicle segment, while durability remains a key priority, there is also increasing emphasis on improving productivity and faster delivery.
Across all segments, the biggest change has been the industry’s move towards digital engineering, tighter tolerances and first-time-right tooling. As a result, tool rooms have evolved from being manufacturing support functions to becoming strategic partners that contribute to innovation, product quality, faster time-to-market and overall competitiveness.
Q- Goldman Sachs recently projected the Indian auto component industry to grow at around 10% CAGR through FY30, from approximately USD 86 billion to USD 124 billion. The report also highlights investment in precision machining and tooling capability as a key growth driver. How does this outlook resonate with you, and what will it take for Indian tool rooms to support growth at that scale?
The projected growth of the Indian auto component industry is both realistic and encouraging. It is particularly significant that precision machining and tooling are now being recognised as key growth enablers rather than just support functions. To support this level of growth, Indian tool rooms will need to invest in advanced machinery, automation and digital engineering capabilities. Faster tool development through simulation and virtual validation, along with adherence to global quality standards, will be essential to meet increasing customer expectations. Equally important is the development of skilled talent, including tool designers, CNC programmers and toolmakers, who can work with advanced technologies and manufacturing processes. As global companies continue to diversify their supply chains, India has a strong opportunity to establish itself as a preferred manufacturing destination. With sustained investment in technology, talent and innovation, Indian tool rooms can evolve into globally competitive centres of precision engineering and advanced manufacturing.
Q- In most organisations, a significant share of tooling cost gets committed at the design stage, well before the tool room is formally involved. In your experience, at what point in the NPI cycle does tooling input add the most value?
Tooling delivers the greatest value during the concept and product design stages, before the design is finalised. At this point, key decisions that influence manufacturability, tooling cost, product quality and development timelines are still flexible and can be optimised. Early involvement of the tool room through Design for Manufacturability (DFM) reviews helps optimise part geometry, tolerances, material selection, draft angles and overall manufacturing feasibility. Even small design improvements at this stage can significantly reduce tooling complexity, minimise future modifications and lower overall costs. The best outcomes are achieved when tooling, design, manufacturing and quality teams work concurrently throughout the product development process. This collaborative approach reduces engineering changes, shortens development cycles and improves product quality. In my experience, the period between concept finalisation and design freeze is where tooling expertise creates the highest value.
Q- Many toolmakers compete primarily on price. From an OEM’s perspective, how important is the balance between cost, quality, reliability and delivery? What advice would you give toolmakers looking to move beyond price based competition?
From an OEM’s perspective, tooling should be viewed as an investment rather than simply a purchase. While cost is an important consideration, quality, reliability and delivery have a far greater impact on long-term manufacturing performance. A low-cost tool that leads to downtime, quality issues or frequent maintenance often proves to be more expensive over its lifecycle. As a result, OEMs prefer suppliers who can consistently deliver high-quality tools, and who have reliable performance and predictable execution. Toolmakers should focus on value creation through engineering capability, simulation, project management and process excellence. Early involvement in DFM and manufacturability improvements can also add significant value for customers. Competitive pricing may help secure initial business, but long-term partnerships are built on performance, technical expertise and trust.
Q- What distinguishes a toolmaker who consistently receives repeat business from one who only wins occasional orders?
The key differentiator is trust. While the first order may be won on the basis of price or technical capability, repeat business is earned through consistent performance. Customers value suppliers who deliver quality on time, communicate transparently throughout the project, and respond quickly to any challenges that arise.
Successful toolmakers also contribute engineering expertise by participating in DFM reviews and proactively suggesting improvements. Strong project management, dependable after-sales support and a commitment to continuous improvement further strengthen customer confidence. Regular investment in technology, robust quality systems and workforce development also demonstrates a long-term commitment to excellence. In simple terms, quotations may win the first order, but consistency, reliability and a collaborative partnership are what secure repeat business.
Q- In your experience, what are the most common mistakes toolmakers make while interacting with customers, and how can better communication improve project execution and long-term business relationships?
One of the most common mistakes toolmakers make is focusing solely on the technical aspects of a project while overlooking the importance of effective communication. In many cases, customer dissatisfaction stems more from misaligned expectations than from technical issues. Another common mistake is overcommitting on cost or delivery timelines. When schedules slip, it can quickly erode customer trust. Likewise, failing to communicate risks or challenges at an early stage limits the customer’s ability to take timely corrective action. Effective communication involves regular project updates, transparent progress reporting, proactive escalation of potential issues and structured tracking of key actions and decisions. Customers understand that challenges can arise during a project, but they value honesty, responsiveness and a sense of ownership. Clear and consistent communication not only improves project execution and reduces unexpected issues but also lays the foundation for strong, long-term business relationships.
Q- Which technologies, manufacturing practices or management systems do you believe every progressive Indian tool room should develop in-house to remain competitive over the next decade?
Are there any capabilities that you feel are no longer optional? To remain competitive over the next decade, Indian tool rooms must invest in digital engineering, precision machining, automation and advanced metrology. Key areas of focus include CAD/CAM, simulation, five-axis machining, automated inspection, Industry 4.0 solutions and digital project management systems. Alongside technology and solutions, tool rooms should strengthen their quality systems by adopting APQP practices, effective risk management and disciplined project execution. Tool rooms should also strengthen DFM and concurrent engineering capabilities to support customers earlier in the product development cycle. In my view, digital engineering, precision manufacturing, automation, advanced measurement systems and data driven operations are no longer optional, they are fundamental capabilities for any tool room that aims to remain globally competitive.
Q- Cost optimisation is a constant expectation in this industry. Beyond commercial negotiations with suppliers, where do you see the most meaningful opportunities to reduce tooling and production costs without compromising on quality?
The greatest opportunities for cost optimisation lie in engineering and process improvements rather than price negotiations. Effective DFM reviews at the early stages of product development can simplify tooling and improve manufacturability. Further gains can be achieved through tool design optimisation, component standardisation, simulation and reducing the number of development iterations. On the production side, improving machine utilisation, implementing preventive maintenance and ensuring process stability can deliver substantial savings. Investments in automation, digitalisation and continuous quality improvement also help reduce waste and enhance productivity. Rather than focusing only on the initial purchase cost, organisations should take a lifecycle approach to tooling costs. Sustainable cost optimisation comes from eliminating waste, improving efficiency and optimising processes without compromising on quality.
Q- Simulation, digital validation, tool management systems, sensor-based monitoring and additive manufacturing are all being widely discussed. In your experience, which of these have delivered measurable returns so far, and which still need more maturity before they justify the investment?
Among these technologies, simulation and digital validation have delivered the most immediate and measurable returns. They help reduce rework, improve first-time right performance and shorten product development cycles. Tool management systems have also demonstrated clear benefits by improving maintenance planning, increasing asset utilisation and enhancing overall productivity. Similarly, advanced metrology has played an important role in strengthening quality assurance and improving process capability. Sensor-based monitoring is becoming increasingly valuable, particularly for predictive maintenance. However, its success depends on robust analytics and disciplined implementation. Additive manufacturing has shown significant advantages in areas such as prototyping, conformal cooling, fixtures and other specialised applications. For many production tools, however, conventional machining continues to be the more economical option. Ultimately, technology investments should be guided by measurable business outcomes and long-term value creation, rather than by industry trends alone.
Q- Finally, what message would you like to share with the Indian tool and die community? What should today’s toolmakers focus on to remain relevant, profitable and competitive over the next decade?
The future offers tremendous opportunities for Indian toolmakers, but success will require continuous improvement and transformation. The industry should focus on adopting advanced technologies, automation, digital engineering and precision manufacturing while Enrol now, to be part of the Tooling Fraternity by following simple procedure: 1. Fill the online Membership Application 2. Pay requisite fees depending on your company’s turnover slab (NEFT details available online) investing in the development of skilled talent. Equally important is moving beyond the role of a supplier to becoming a trusted engineering partner by engaging with customers early in the product development process and contributing technical expertise. Quality, delivery and reliability must remain non-negotiable. At the same time, tool rooms should look beyond the automotive sector and explore emerging opportunities in electric vehicles, aerospace, electronics, medical devices and defence. My message to the industry is simple: combine traditional craftsmanship with modern technology, invest in people as much as you invest in machines, and position yourself as a solution provider rather than just a tool supplier. That is the path to long-term competitiveness and growth.
This interview was published in TAGMA Times Magazine