National Institute of Industrial Engineering (NITIE) Placement Interview Questions

• Q1. My first interview was about my CV and the general HR questions were asked. Duration - 20 mins The interview started with Tell me your greatest achievement for ...read more
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• Q2. Finally, the last question was linked to my first question as he asked that since this is not a leadership role initially and you have come after being a leader...read more
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• Q3. Last but not the least, the interviewer asked if I had any question for him.
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Duration - 30 mins

Round started with interviewer introducing himself followed by the question tell me about yourself. Next, he asked me to go through the CV.
I started with the roles and responsibilities held during my professional career, but he straight away went to the project that I had done in my college. Then he asked about my hobbies. This discussion lasted for 10 minutes and then a simple case was given to me.

Case: The interviewer wants to purchase a restaurant near IIT Bombay and he wanted to know the profits generated in a day to get a better understanding whether to go for the deal or not.
[Please note that I stands for Interviewer and C stands for Candidate]

C: I started with the summary of the case and stated the objective once again to be on the same page with the interviewer. Then I went on to tell him the approach to calculate the profit which was basically to first calculate the revenues and then the costs that would be associated.

I: Go on.

C: I would start with the capacity. Can you tell me the capacity of the restaurant?

I: Its three times the size of the room.

C: Ok. So, this room has one table and can accommodate two more. So, total capacity would be nine tables multiplied by 4 and rounding it off, say 40 people.

C: Then, I divided it into three meals of the day and then I started with calculating the revenues for lunch hours. If there would be 80% occupancy and then dividing the entire section into two: veg and non-veg. I suggested that let’s say there is a standard thali.

I: No, don’t go with the Thali system.

C: I then took the price for a standard veg and non-veg dish added with some roti’s. Calculated the price for the entire restaurant. Then, I mentioned that an average person would take a total of half an hour in the restaurant, then per that I calculated the revenue for the four lunch hours and then for the entire day.

I: Now what all things will you consider for costs.

C: I would consider the cost of raw materials, labor wages, maintenance costs per day and calculated a rough estimate by starting with the cost of raw materials. Then went on to add the wages of labor considering the cook and the waiter charges. Then I added maintenance costs.

I: Any other cost heads you would consider.

C: Yes, the electricity charges per day and the water bills can also be added.

I: Ok. That’s it. Thank You.

After this, the case finished. He asked me whether I had a question or not and then asked me to wait outside.

Overall a very smooth experience. I was a little nervous at the beginning but as the case proceeded I calmed down. He made me comfortable and guided along the case.

• Q1. Director round, Duration: 10 mins He introduced himself and asked me straightaway what were my job expectations and how well will I be able to handle the role. ...read more
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• Q1. The process started off with the 1st round, where the interviewer was the senior manager with the firm (he was also the one who was with our group for the works...read more
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• Q2. Our client is a U.S. and Europe based premium shoelaces manufacturer. They want to know whether they should enter the Indian market. This was the statement that...read more
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The 2nd round was the case study round with another senior manager and one more interviewer. They started off by introducing themselves, I followed suit. Thereafter, they asked a couple of questions from my CV, after which we were on to the case study.

Our client is in the insurance business in the U.S., operating in three segments within the insurance domain.

The profits have been declining for the past 3 years, and the CEO has four theories as to why the profits are declining.
Our job was to evaluate the four theories and provide solutions to the problem.

This again was a data driven case, where the first table helped you determine what could be the problem behind declining profits. The second table provided a detail of the different platforms the company used to process insurance policies and what services each platform offered. I was told to identify what problems might be there with the existing platforms and what solutions could be offered to solve those problems. Then finally, in the last two tables, there were two possible solutions to the problem given, along with future incomes and costs. The two had to be evaluated, as to which offered a better alternative. Using NPV calculations, I suggested that the one with the higher NPV be recommended.

• Q1. The 3rd round or the PPD round was with one of the Directors of the firm. It was a very relaxed and informal interaction which was aimed mainly at checking whet...read more
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• Q1. My interviewer was a NITIE alumnus. I entered the room, greeted him and sat down. He quickly scanned my resume and asked me, “Ok, tell me something interesting ...read more
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• Q2. He then told me that we would be doing a guesstimate. He says, “how many test matches…..” breaks and asks me “are you comfortable with cricket?” I said, “I don’...read more
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• Q1. I was called in by one of the panelists. This time there were two of them. Again, it started off with my introduction and resume grilling. They even asked me wh...read more
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• Q2. Our client is an Insurance Firm in US Their profits have been declining and they have approached us for a solution. The CEO of that firm has listed down four di...read more
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• Q3. They gave four tables of data, asked me to run through some numbers and pick one factor which I think is the actual reason. So likewise, the discussion went on ...read more
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• Q1. This was an interactive session with the Director. This round was purely about me, my personal life and academics. He questioned me on my project and other resu...read more
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• Q2. He asked me if I had anything to ask.
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• Q1. (This was probably a round to gauge the personality.) Walk me through your CV.
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• Q2. Tell me something interesting about yourself, apart from what is mentioned in your CV.
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• Q3. Asked me to explain my Work Ex. Points (2 achievement points) mentioned in the CV.
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• Q4. Why consulting?
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• Q5. Then he asked me a brain teaser puzzle. There is a broken bridge and the night is dark. 4 persons have to cross the bridge and they have a single torch. Only 2 ...read more
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A firm needs to decide between on-premise, cloud, hybrid ERP based on financial analysis.

GD was entirely on ERP based case, feasibility analysis of Cloud vs On-premises, Agile vs Waterfall.

(10 minutes)

Same group as case discussion would present their analysis to different panel using chart papers.

(10 minutes)

• Q1. Based on CV, previous work experience, HR questions. Mostly cantered around understanding of Python/R, Knowledge of different Machine Learning algorithms, when ...read more
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• Q1. Justify the numbers present in my CV. Then I was asked why Consulting and then why Deloitte?
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• Q2. Guesstimate: ‘How much would a tea seller earn in a year by selling a tea on the roadside joint in Mumbai’
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There is a hardware company who is facing the issue of declining profits in the past 3 years. My role was to identify the problem and come up with the solutions.

(25 minutes)
I started by asking questions about the company, where is it based, how is the market in that geography doing, who are the competitors and how are they faring. Then I asked whether it is an industry wide problem or company specific problem. Then I reiterated the problem and asked if there is anything more expected out of me apart from finding the solution. (This is a good step. Initially, confirm all the external factors and reiterate the problem and the solution asked)- On this, I was told that it is an MNC company, headquartered out of Asia and the problem is primarily existing in the Asia region. Also, it is not an industry specific problem, on they are facing this issue.

I noted the points and started analyzing the problem from the cost and from the revenue point of view (This is the standard approach for a profit-loss case).

Then I was told that the approach is really good, and I should move forward with analyzing the problem from cost side. (They were highly impressed with my approach). Then I listed the factors like fixed cost issues, variable cost issues, misc. cost etc. And asked questions for each factor, that are they responsible for the increase in cost and in turn reduction of profit?

They told that I am moving in the right direction and gave me a sheet where there were complex calculations involved regarding the cost incurred by managers, consultants and labor to the company (They were testing my quantitative skills here). After I completed the complex calculations, they told me it is correct, and there is one major reason for the cost increase that I have already mentioned, and they want me to deep dive into it. I immediately jumped to misc. cost as I knew that’s my answer, that during servicing stint, managers and consultants might be spending more money on external factors like, travel, stay, food, etc. which is actually not required and can be avoided.

My round ended there as my solution was bang on. They told me that they are highly impressed by both my rounds in their entire interviewing history, I was the quickest to solve the problem. In the interview itself, they told me that they are going to select me, and hence last 10 minutes was just a light discussion among ourselves.

• Q1. (Duration – 20 mins) My first round was with the Partner in the firm. He asked me about some CV Questions on my work experience, internship and hobbies. Apart f...read more
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• Q2. Any questions?
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2 interviewers (1 Senior Manager, 1 Manager)

Duration – 45-50 mins

Round started with interviewers introducing themselves followed by the question tell me about yourself. Next, there were a couple of CV Questions. After that, they straight away went to case.

There is an insurance firm who primarily operates in 3 segments (Segments names were given). The profits for the firm were given for 2012, 2013 & 2014 year and there was a significant drop in the profits. Accordingly, CEO of the firm has made 4 hypotheses for declining profits:

a) Economic slowdown
b) Increase in competition
c) Ineffective Sales and Marketing
d) Internal process Issues

Now the CEO has hired consultants and want us to evaluate these hypotheses, find out the major one, and subsequently turnaround the company.
[Please note that I stands for Interviewer and C stands for Candidate]

C: I first summarized the case & then asked if there are any secondary objectives that we need to achieve.

I: No

C: Ok, so we need to first look at external factors first.

I: Interrupted me in between, and asked me what profit is?

C: Revenue – Cost

To evaluate the revenues, I need to know the revenue streams and last 3-year trends

I: Handed me a data sheet, containing data for the years – 2012, 2013 & 2014 for all the 3 sectors of the firm. The data was about no. of clients each year and revenue per client in each year.

C: I can infer that for Segment – 1 and Segment – 3, there is an increase in the number of clients and revenue per client. For segment – 2, number of clients are decreasing and revenue per client is increasing. So, I need to calculate that.

After calculation, I stated that revenue for Segment – 2 is also increasing and hence the overall revenues are increasing.

I: Good, so what can you say about the initial 4 hypotheses?

C: Since revenues are increasing, I can say that Economic slowdown, competition and ineffective marketing and sales are not the major factors responsible for declining profits. I need to further investigate internal process issues and need cost related data for the same.

I: You are right. Company is incurring major costs on technology front and handed me some data about technologies. Data included 5 technologies (let’s say T1, T2, T3, T4 & T5), the year in which they were built and their functions. Some other details mentioned were:

• Technologies will function in sequence, from T1-T5, (i.e. T3 can only work after T2, T4 after T3 and so on).
• T1 & T2 are unstable and many a times not able to function properly.
• If T4 & T5 are not functioning properly, firm won’t be able to do due diligence of their clients.

So, what can you infer from this data? You can take a minute to think about it.

C: T1 & T2 are unstable and hence might be many a times down. Consequently, T3, T4 & T5 won’t be able to function properly. Hence there will be no due diligence, and firm might insure those people which will in turn lead to huge losses.

I: Ok, good. So, what do you recommend?

C: Since problem is primarily with technology, we can upgrade the existing technology.

I: What else?

C: We can introduce a new technology.

I: Ok, What else?

C: We can club all technologies together and substitute it with 1 technology. This will remove the individual downtimes and improve productivity.

I: Ok & Handed over data about 2 proposals:

1st proposal: Introducing a new technology: It involved cost incurred by the firm in 2012, 2013 & 2014 and corresponding productivity increase (in Million $) for each year.

2nd Proposal: Upgrading the existing technology: It involved cost incurred by the firm in 2012, 2013 & 2014 and corresponding productivity increase (in Million $) for each year I want you to do the cost benefit analysis for each proposal. Take a minute and tell me how you will go about it.

C: Sir, I will use Net Present Value (NPV) concept to do the cost benefit analysis.

I: What is NPV concept?

C: Explained the NPV concept and asked about the discount rate.

I: Assume 10%.

C: Calculated the NPV for new technology proposal. And then started calculations for 2nd proposal.

I: Interrupted me in between and said it’s ok. You don’t need to calculate NPV for 2nd proposal. Now assume you have calculated NPV for both proposals, which one will you choose?

C: The proposal with higher NPV.

I: Great. Let’s assume proposal 1 with new technology has higher NPV. How will you go about implementing it in the firm?

C: We will need to hire skilled workforce to handle the superior technology.

I: What else?

C: We need to create awareness among the existing workforce and conduct trainings to bring them up to speed with the new technology.

I: What else?

C: We can first start with a pilot in a division or facility and if the results are promising then we can tell the CEO that hypothesis – 4 is valid and we can horizontally deploy it in all areas.

After this, the case finished. He asked some more CV Questions and then asked if I have any question for him.

Overall Experience was very smooth. Interviewers dictated the entire case to me in the beginning and gave all the data in a printed sheet. They were very helpful, polite and appreciative. You just need to keep your cool.

• Q1. Introduce yourself.
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• Q2. If you are a thief and you have an option which shop will you steal? Why? 1) Chandeliers shop. 2) Flower shop 3) Bakery.
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The client is an electronics retail chain market leader; his profits are declining. Help the client to deal the given situation.
[Please note that I stands for Interviewer and C stands for Candidate]

C: Profits are declining, can I assume that they are not making loss.

I: Yes, it’s true.

C: What is the trend of revenue is it increasing or decreasing?

I: Revenue is falling drastically.

C: How about the industry scenario and competitor performance.

I: Industry is generally performing low; competitor is also facing similar downfall.

C: What’s the trend of footfall in retail stores.

I: Footfall is declining rapidly which is treated as the main reason for declining revenue.

C: How is the marketing and promotional activities performing.

I: The company has decided to give free HD TVs for 10 lucky draw winners to improve footfall. What should be the price of HDTV to compensate loss due free offers.

C: What is the Selling price of HDTV and the current profit margin.

I: Good, the price of Single HDTV is 1000USD, Profit margin is 30℅.

C: In that case Profit earned for selling each HDTV is 300USD. What is the offer period?

I: The offer is for 10 days, if the company wants to earn a profit of 15000USD, how many TVs should be sold.

C: With the given data, the loss incurred by giving freebies is 7000USD I.e., (700USD per TV) must be divided among the 100 HDTVs expected to be sold. Hence Selling price of HDTV must be increased to 1070USD. Hence to get a profit of 15000 we must sell at least 50 TVs (15000/300) during the offer period.

I: do you think increasing price is a good decision.

C: yes, for the given situation to improve revenue promotional offers are inevitable and at the same time we must absorb the cost incurred in promotional activities by cross subsidization.

I: What will be the effect of increasing price on demand.

C: Yes, there will be marginal decrease in the demand due to increased price. Is there any data on relationship between Incremental cost and demand?

I: Yes, you can assume an increase of 70USD will lead to 5℅ reduction in total sales.

C: Yes, adding this assumption we must further increase the price to compensate for lost sales to maintain the net profit. Hence 5℅ reduction in total sales is 2.5 TVs unsold =approx. 3 TVs, this should be factored into the price of the product i.e., (3*300) loss due to reduced sales should be compensated on product price i.e., Piece of TV should be increased by another 20USD (900/47TV) to attain the profit of 15000USD.

I: Good, Thank You. That’s all. Do you have any questions for us?

C: How’ll the typical work day as a consultant be?

I: He explained about a typical work day and During on-site assignment.

• Q1. (Total duration – 20 mins) The interview started with a basic Tell me something about you question. Then she asked about some HR questions like: any achievement...read more
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• Q2. After that she gave me a guesstimate about number of Counter Strike downloads in Mumbai per year (as I had won CS championship in college).
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My case based round was taken by two persons one of them being a Manager. The case was about expansion of valves manufacturing company (US based) in Indian and Chinese market. At the starting of the case itself the panelists told me that I need not ask about any data because they were interested in my approach.
After the case was given I summarized it and asked for any specific targets that company is aiming for. They told me market acquisition up to 10% in first year.

I started with asking questions about our client – its products, revenues, costs and customer it is targeting for. All this information was given to me as and when asked. Then I enquired about the competition in Indian market (as they asked me to focus on India). I asked about the market share by each competitors.

After this, I started with barriers to entry in the Indian market like Government regulations, access to raw materials, land, labor etc., threat from competitors, customer targeting.

After this point, I was asked to calculate the market share for valves. The information given included sectors where valves is used like Oil plants, Gas and thermal power plants etc. The panelists were less interested in numbers and more in approach.

Once the market share was calculated, then I was asked about selecting location for manufacturing plant. I considered factors like – labour and raw material availability, supplier availability, states acting as tax havens, distance from our targeted customers etc.

Once the location was finalized, I was asked about how these factors would change if I were to open a plant in China. I told India has more youth and thus better and cheap skilled labour. They seemed to like my approach till then.

Then the interviewer asked about how would I approach opening a plant. I gave three options – starting from scratch by constructing a plant, having a JV with an existing market leader and acquiring a small player so as to capitalize on his distribution channels and build it further. I told final decision would be taken on the basis of cost-benefit analysis.

Overall, very less data was given to me even if I asked for it. The panelists told that were more interested in my approach of solving the case. The case went very smooth. There were 1-2 times when I was deviating from the path but they guided me by giving small hints.