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Auro Dyeing Dyeing Supervisor Interview Questions and Answers

Updated 23 Feb 2021

Auro Dyeing Dyeing Supervisor Interview Experiences

2 interviews found

I applied via Company Website and was interviewed in Jan 2021. There were 4 interview rounds.

Interview Questionnaire 

6 Questions

  • Q1. I want to join this company.
  • Q2. I want to join this group of vardhman
  • Q3. I want to increase my knowledge in this plant
  • Q4. Because I was already to work in this company (as a dyeing operator) before to diploma.
  • Q5. And, I need to learn more.in this company and improve my skills.
  • Q6.  I want to work forever in this company.

Interview Preparation Tips

Interview preparation tips for other job seekers - for about Production dyeing department .and another types

I applied via Naukri.com and was interviewed in Aug 2019. There were 5 interview rounds.

Interview Questionnaire 

4 Questions

  • Q1. I want work with aurodyeing mils baddi (Himachal Pradesh) because reason of I have done 2year 6months for working in aurodyeing as dyeing operator .
  • Q2. I want after 3years studying of textile engineering govt polytechnic Hisar Harayana.so I once I am join for aurodyeing for the post of dyeing supervisor.
  • Q3. Please accept my request
  • Q4. G/m . Mukesh sakshena sir

Interview Preparation Tips

Interview preparation tips for other job seekers - I have 4 months experience of dyeing supervisor.
Shahlon silk industry (Surat, Gujrat)

Dyeing Supervisor Interview Questions Asked at Other Companies

Q1. In which machine is the dying done How do you colour matching How ... read more
Q2. 1- In which machine is the dying done 2-How do you dying of polye ... read more
Q3. what are different methods of testing
Q4. Vary torcher in company politics
Q5. How to use Spectrophoto meter

Interview questions from similar companies

Interview experience
3
Average
Difficulty level
Easy
Process Duration
2-4 weeks
Result
Selected Selected

I applied via Naukri.com and was interviewed before Feb 2023. There were 2 interview rounds.

Round 1 - Aptitude Test 

Aptitude questions were given

Round 2 - One-on-one 

(1 Question)

  • Q1. Tell about yourself

Interview Preparation Tips

Interview preparation tips for other job seekers - Should be well prepared about the company
Interview experience
5
Excellent
Difficulty level
Moderate
Process Duration
Less than 2 weeks
Result
Selected Selected

I applied via Company Website and was interviewed before Mar 2023. There were 2 interview rounds.

Round 1 - Aptitude Test 

50 questions about geographical and logical

Round 2 - One-on-one 

(1 Question)

  • Q1. Introduce yourself About logistics and Freight Forwarding
Interview experience
5
Excellent
Difficulty level
Moderate
Process Duration
Less than 2 weeks
Result
Selected Selected

I applied via Walk-in and was interviewed before Sep 2023. There were 2 interview rounds.

Round 1 - Aptitude Test 

Gk related questions, continents, geographical knowledge required

Round 2 - One-on-one 

(2 Questions)

  • Q1. They asked me about why did I Left my previous job.
  • Q2. They asked me about my previous job role

Interview Preparation Tips

Interview preparation tips for other job seekers - Best company for freshers.
Interview experience
5
Excellent
Difficulty level
-
Process Duration
-
Result
-
Round 1 - Aptitude Test 

Bit Difficult questions and more on pattern based questions

Interview experience
4
Good
Difficulty level
Moderate
Process Duration
Less than 2 weeks
Result
Selected Selected

I applied via Approached by Company and was interviewed in Mar 2024. There were 2 interview rounds.

Round 1 - Aptitude Test 

In my aptitude knowledge of laboratory.

Round 2 - Technical 

(1 Question)

  • Q1. What you know the production side process?
  • Ans. 

    Production side process involves the manufacturing of products in a controlled environment.

    • Involves raw material procurement

    • Includes mixing, blending, and reaction processes

    • Quality control checks at various stages

    • Packaging and labeling of final products

  • Answered by AI

I applied via Campus Placement and was interviewed in Jan 2016. There were 6 interview rounds.

Interview Questionnaire 

3 Questions

  • Q1. Questions on resume
  • Q2. Small Case study ( statistics )
  • Q3. Why analytics and goal in life
  • Ans. 

    Analytics helps me make informed decisions and achieve my goals in life.

    • Analytics provides valuable insights and data-driven solutions to complex problems.

    • Setting goals helps me stay focused and motivated towards achieving personal and professional success.

    • By analyzing data and setting specific goals, I can track my progress and make necessary adjustments to reach my objectives.

    • For example, in my previous role as a mar...

  • Answered by AI

Interview Preparation Tips

Round: Resume Shortlist
Experience: Dual Degree students with decent CPI, relevant projects and extras
Tips: Highlight subjects and projects involving data mining, machine learning, marketing research

Round: Test
Experience: PST had 26 questions to be done in an hour (3 cases) and 20 QUESTIONS in 30 mins general apti (level: 2-3 of Arun sharma)
Tips: practice!
Duration: 1 hour 30 minutes
Total Questions: 46

Round: Technical + HR Interview
Experience: Since my resume was filled with

College Name: IIT Kanpur

I applied via Referral

Interview Questionnaire 

3 Questions

  • Q1. Tell me what you did in CRISIL
  • Ans. 

    I worked as a credit analyst at CRISIL, analyzing credit risk of various companies.

    • Conducted financial statement analysis to assess creditworthiness

    • Evaluated industry trends and macroeconomic factors impacting credit risk

    • Prepared credit reports and made recommendations to clients

    • Collaborated with team members to discuss findings and strategies

  • Answered by AI
  • Q2. Tell me about yourself
  • Ans. 

    I am a dedicated and experienced consultant with a strong background in problem-solving and client management.

    • Over 5 years of experience in consulting roles

    • Skilled in analyzing data and providing strategic recommendations

    • Proven track record of successfully managing client relationships

    • Strong communication and presentation skills

    • Certified in relevant consulting methodologies

  • Answered by AI
  • Q3. You have mentioned that you sing on a Band in Bangalore, what do you do here exactly?

Interview Preparation Tips

Round: Case Study Interview
Experience: The interview started with a 'tell me about yourself' for which i had prepared a 1 minute intro highlighting specific aspects about myself that I wanted to bring to his notice . Then he asked me about what i did in CRISIL (my prior workplace) . I explained that I was engaged in assigning Credit Ratings to Corporates under Basel II Regulations.
How would you go about Rating a Company, lets say Bharti Airtel.
Because it was Bharti Airtel I had to give an answer tailored to what the approach would be for a Telecom company would be. While answering I was conscious of 2 things – One, that I have a clear structure to my answers and Two, tried to keep it as simple and jargon free as possible.
(An Offshoot from something I had mentioned in the earlier answer) What are the ratios that you would look at?Here I mentioned the financial ratios that I would look at stating specifically why I would look at each ratio. He probed me on a few ratios here and there. The intention appeared to be more to check my articulation of a financial concept.
Eg: What is a Current Ratio?
I explained the formula. However I did not stop there. I went on to explain that it was used to assess the liquidity position of the company.
Then I went on to explain to the logic behind the usage of the ratio – Simply put, it tells us if there is likely to be sufficient inflows of funds over the next one year to meet the maturing payment obligations. So a current ratio of less than one means the company has more to pay than what is coming in, a liquidity problem. (Based on the approving nods that I was getting, I felt he liked those portions of my answer where I endeavored to de-jargonize or simplify complex concepts)
So Tell me, how would you increase the revenues of Bharti Airtel.
That was my case, it had begun. However, at that point I thought it was just an extension of my previous discussion and I started rambling.
Analysis:
Preliminary questions - We all know Bharti Airtel and the services it offered quite well – So there was no need to ask preliminary questions. Also, since I wasn't aware that I was doing a case I did not have the opportunity to ask preliminary questions.
Structure: The Structure that I used was fairly simple – Increase in Revenues can in Existing markets or through expansion in new markets.
I explored the existing markets first. Here increase in revenues could occur through increased market penetration, increased usage of basic services among current users or increased usage of Value added services among existing customers. He asked me a couple of questions on how these things can be done and I gave him some off the cuff answers.
For the New markets, I suggested that the company could look at inorganic expansion through acquisitions or through establishment of Greenfield operations in new markets with high market potential.
The entire case was more like an informal chat. There were a few follow up questions on some of the options I had generated. The case did not last very long – about 10 minutes at the max.


Tips: Know your Resume well. At no point in the interview should you ramble on. All answers must be natural (ie, must not appear rehearsed), brief, structured and to the point.

Retaining composure through the interview is critical. Mistakes may happen during the interview, but it is important to pick you up and keep at it. People rarely have perfect interviews where everything has gone right and interviewers don‟t expect it either.

Round: Case Study Interview
Experience: Case: I am the manufacturer of Tata Nano. While setting up the plant I expected to have sales of around 5 lac Nanos per annum, but now the number is way below that. Can you help me find out why.
Analysis: Preliminary questions – Since it was Tata Nano, lot of the background questions were not required. I clarified whether the problem was a lack of bookings that they received. He agreed.
Structure: The Structure that I used was not the best but it did get me to the problem. I started off by saying the lack of bookings could be on account of 3 reasons – One, a lack of awareness of the product among the target customers (Marketing problem), Two, Being aware of the product but not being able to place a booking (Distribution problem) or a Three, being aware of the product yet not interested in the product(i called this the product problem). He asked me to ignore the first 2 (he did not seem highly impressed) and explore the 3 rd the product problem.
Here I again broke it up in to 2 further branches – Problems that the Car has by itself (Internal factors) and problems in the external environment mainly competition, etc. I deep delved in to the Internal factors.
Of the internal problems I mentioned, he agreed that the negative publicity from the steering wheel catching fire was an issue and comfort factor was another issue. As and when he acknowledged a problem, I made a separate note of it. Eventually when he asked me to explore the external factors, I used these points to do a quick summary of the key takeaways up to that point.
In the external problem, I divided it into competition from other cars and two wheeler. I asked a few questions here trying to pick up a clue or 2 of how to proceed from there but he just refused to shell out any information. At this point he also took out his Blackberry and acted uncooperative. I went on to analyze for myself that given that the price of the next cheapest car was over a lakh higher than this car the issue lay more with the 2 wheeler. I went on to list factors why people would prefer 2 wheeler to a Tata Nano. Of the factors I listed, he acknowledged that the high running costs and availability of easy financing options seemed like the distinguishing factors. He said I seemed to have arrived at the problem.
He now asked me to tell me how he could provide
financing options for the Nano. This I felt was like a
guess estimate problem. I said I would work backward
to solve the problem. This is how I solved it – I said the average Nano target customer would earn Rs 10000 per month (he had given me that number in an earlier discussion, he liked the fact that I had noted it down and was using it again) I said, given the average savings rate of the country is at 35%-40% (this is from the RBI website I think). That meant a saving of about Rs 4,000 per month. No one would be comfortable giving up their


Skills:
College Name: IIM Lucknow

I applied via Referral

Interview Questionnaire 

17 Questions

  • Q1. What is lean manufacturing ?
  • Ans. 

    Lean manufacturing is a systematic approach to identifying and eliminating waste in the production process.

    • Focuses on continuous improvement

    • Aims to increase efficiency and reduce costs

    • Involves all employees in the process

    • Uses tools such as value stream mapping and 5S

    • Examples include Toyota Production System and Kaizen

  • Answered by AI
  • Q2. What are your strengths?
  • Ans. 

    My strengths include strong analytical skills, attention to detail, and effective communication.

    • Strong analytical skills

    • Attention to detail

    • Effective communication

  • Answered by AI
  • Q3. What motivates you?
  • Ans. 

    My passion for learning and growth drives me to excel in my work and take on new challenges.

    • I am motivated by the opportunity to learn and develop new skills

    • I thrive in challenging environments that push me to grow

    • I am driven by a desire to make a positive impact and contribute to the success of my team and organization

  • Answered by AI
  • Q4. Examples of Leadership
  • Ans. 

    Leadership is the ability to inspire and guide a team towards a common goal.

    • Setting a clear vision and goals for the team

    • Communicating effectively with team members

    • Motivating and empowering team members

    • Leading by example

    • Encouraging collaboration and teamwork

    • Taking responsibility for team successes and failures

    • Providing constructive feedback and coaching

    • Adapting to changing circumstances and making tough decisions

    • Buildi

  • Answered by AI
  • Q5. What was your contribution? What did you do different?
  • Ans. 

    I introduced a new project management tool and streamlined the communication process.

    • Implemented a project management tool to track progress and deadlines

    • Created a communication plan to ensure all team members were informed and updated

    • Established regular check-ins to monitor progress and address any issues

    • Encouraged collaboration and teamwork to improve efficiency

    • Trained team members on the new tool and communication p

  • Answered by AI
  • Q6. Are you happy with your life path? What would you go and change?
  • Ans. 

    Yes, overall happy but would change some decisions.

    • I am content with my career choice but would have pursued a different major in college.

    • I am happy with my relationships but would have ended some toxic ones earlier.

    • I am satisfied with my current location but would have traveled more in my younger years.

    • I am grateful for my experiences but would have taken more risks and stepped out of my comfort zone.

  • Answered by AI
  • Q7. Why ISB? Why ITC? Why not MBA after IIT?
  • Ans. 

    ISB and ITC offer unique opportunities for growth and development that an MBA after IIT may not provide.

    • ISB offers a diverse and experienced cohort, world-class faculty, and a strong alumni network.

    • ITC is a renowned company with a strong focus on sustainability and social responsibility.

    • An MBA after IIT may not provide the same level of exposure to industry leaders and practical business experience.

    • ISB and ITC align wi...

  • Answered by AI
  • Q8. Biggest achievement! What did you do?
  • Ans. 

    Developed and implemented a new project management system resulting in a 20% increase in project efficiency.

    • Identified inefficiencies in current project management system

    • Researched and evaluated potential solutions

    • Collaborated with team to design and implement new system

    • Provided training and support to team members

    • Measured and analyzed results, resulting in a 20% increase in project efficiency

  • Answered by AI
  • Q9. What other interviews I had and was appearing? Which was the best one till now?
  • Q10. How was Mckinsey’s interview different from BCG?
  • Ans. 

    McKinsey and BCG interviews differ in their approach and focus.

    • McKinsey focuses more on structured problem-solving and case interviews.

    • BCG emphasizes on fit and personal experience.

    • McKinsey interviews are more quantitative and analytical.

    • BCG interviews are more qualitative and behavioral.

    • Both firms have their unique interview styles and evaluation criteria.

  • Answered by AI
  • Q11. Why ISB?
  • Ans. 

    ISB offers a unique learning experience with its diverse student body, world-class faculty, and strong industry connections.

    • ISB's diverse student body provides a global perspective and networking opportunities.

    • World-class faculty with extensive industry experience ensures practical learning.

    • Strong industry connections provide access to top companies for internships and placements.

    • ISB's focus on leadership development a...

  • Answered by AI
  • Q12. Examples of Leadership experience? Your role in it?
  • Ans. 

    As a team leader at XYZ Corp, I led a team of 10 in a project to increase sales by 20% in 6 months.

    • Led a team of 10 in a sales project at XYZ Corp

    • Developed and implemented strategies to increase sales by 20% in 6 months

    • Provided guidance and support to team members to achieve project goals

    • Monitored progress and made adjustments as needed to ensure success

    • Facilitated communication and collaboration among team members

    • Reco...

  • Answered by AI
  • Q13. What is your leadership style?
  • Ans. 

    My leadership style is collaborative and empowering.

    • I believe in involving team members in decision-making processes

    • I encourage open communication and feedback

    • I provide support and resources to help team members succeed

    • I lead by example and set high standards for myself and others

    • I recognize and celebrate team members' achievements

    • For example, when working on a project, I would gather input from all team members and as...

  • Answered by AI
  • Q14. What is lean manufacturing?
  • Ans. 

    Lean manufacturing is a systematic approach to minimize waste and maximize value in production processes.

    • Focuses on continuous improvement

    • Eliminates non-value added activities

    • Involves all employees in the process

    • Uses tools like Kanban, 5S, and Kaizen

    • Examples include Toyota Production System and Just-In-Time manufacturing

  • Answered by AI
  • Q15. Explain a particular point on the resume? Impact of what I did
  • Ans. 

    Implemented a new customer service system resulting in a 20% increase in customer satisfaction

    • Developed and implemented a new customer service system

    • Conducted training sessions for customer service representatives

    • Monitored customer feedback and made necessary improvements

    • Increased customer satisfaction by 20%

  • Answered by AI
  • Q16. Grades: Explain them
  • Q17. Leadership experience from IIT. Was I proud of my performance at IIT…vis a vis ISB?

Interview Preparation Tips

Round: Case Study Interview
Experience: Client is a PSU Bank. Currently the account opening process takes between 60 minutes- starting from the time he comes to clerk counter to the time customer leaves with Passbook, Cheque-book and account number. How will you cut it down to < 10 minutes and still deliver all the 3. Drew a complicated process map.

Basic facts given at start of case:
Current process (60 minutes) : The clerk interacts with customer to provide him the account opening form, does the first round scrutiny, does the KYC, sends form to officer for approval, officer approves, clerk opens account & creates account number & passbook, sends to officer to approval , officer approves, clerk creates the cheque book, sends to officer to approval , officer approves. Clerk hands over the Account Number, Pass book and cheque book to customer.

Facts shared ( shared by Nigel only if you ask)
• Customer is issued form and he submits a filled up form to clerk = 15 minutes
• Scrutiny of form = 10 minutes
• KYC takes 5 minutes
• Each approval loop with officer takes – 10 minutes ( 3 loops=30mins)
• Approval cannot be done by Clerk as per union rules

Key Issues :
Methodologies recommended
a. Break down the process into various smaller steps. Do a time work-motion study to understand the component steps. Then do a Pareto (80/20) and attach the areas which consume the most time.
b. Break down the process into various smaller steps. Classify each step as
1. Adds Value to Customer from a/c opening perspective
2. Non Value Add – can be minimized, not eliminated
3. Non Value Add – can be eliminated.

By experience, 80% of the time is Non Value add ( 2&3). Do a Pareto within that and work out the various ways of reducing time.
Solutions
1. I had recommended an Internet based system where major customer information and checks would happen online and only a mandatory KYC (Know Your Customer) process would take place onsite.
2. McKinsey had (a) Combined the jobs of the clericals and officers (b) Used Pre-printed blank welcome kits with cheque books, pass books & account numbers. (c) Only KYC was done onsite (RBI regulations)..account names were incorporated subject to KYC confirmation.

Ramifications
1. Banking Unions (PSU): How will they react to job rationalisation/ eliminating clerical roles?
2. If you combine the roles (clerk & officer) and make the officer do it…wont your salary bill increase…since the initial clerk to officer ratio (5:1) is now (0:5). What emerged is that in most PSUs, experienced clerks earn similar or more to officers. Hence not much of wage impact.
Tips: 1. Stay Confident & Cool.
2. Take control of the Case discussion. If the interviewer presents information in a user-unfriendly or non standard manner, ask him to do it in the way you want to or ask him to help you out in mapping the information in your framework.

Round: Case Study Interview
Experience: Client is a no 1 boiler manufacturer in India. His profit margins are at 11% while industry expectations are at 15%. Help him out in reaching this target.

Tried to evaluate product mix, profitability etc. – Client makes a wide span of products. But interviewer was not interested in specifics. Wanted me to identify the key cost & revenue drivers.

Costs
1. Are we sourcing Raw material effectively & cheaply? Can we go to china etc?
2. Can we re-evaluate Make vs Buy option for all products in the Bill of Material.
3. Are our products over- designed? Do they consume more raw material than competition.
4. Do we have higher fixed costs- new investments, labour<>variable costs?
5. Do we have economies of scale for all products, parts etc?

Was told to identify sources of revenue to increase margins
1. Change product mix
2. Evaluate newer- more profitable markets
3. Brand your own products (the client is a manufacturer for others, not seller) -> refer to brand and market creation
costs.
4. Service Business – Repair, Spares & Consumables ( Missed this out completely- was finally hinted by interviewer)

Conclusion: Services were neglected by client. Potential revenue source. Client has a large installed base of customers. So he can do this business better, build service model and capabilities.

Options
1. Sell Maintenance contracts with boilers
2. target installed base of boilers

I had added that he can widen his base by targeting all brands of boilers (assuming differences were not significant). Service is a high margin business since operations at units are hampered leading to production losses in the event of boiler failure.
Tips: 1. Stay Confident & Cool even if you miss the above fact. Move on and build on it. Relate the case or elements of it with work and
discuss it.
2. Show Energy during the interview!

Round: Case Study Interview
Experience: Case 1
Client is a music company ( RPG-Saregama). It was not making money.

Revenue side- affected by Music piracy and music channels. They affected price and sales negatively

Cost Side – Producers still sold music rights at higher prices. Since music producers are few- their consolidation hurt the music
industry bad.

Additional facts : All big banners like Yashraj films etc end up making losses for the company due to high music right costs.
Typical successes / margins have been in low (B/C segments with films like Murder etc)

Analysis
Structured case as Customers, Suppliers and Competition.
Option1 – Increase revenues
While analyzing customers- not much information available- no segments -> based on discussion, generated multiple sources of revenues for music industry
a. CD/Cassettes
b. Radio / TV rights – do not provide full song clips to channels. Only teasers. If song is a hit, channels would ask for it and thus can pay for it.
c. Internet- Streaming rights
d. I-pod type devices
e. Ring tones

Told to explore the cost options in details.
Option2 – Decrease costs
Me :Proposed Risk sharing / royalty based mechanisms.
NK : All the big banners do not agree to it
Me : But we can get the smaller producers to agree… (NK agreed that it can be explored)
NK: Why do these companies deal with big producers when they make losses? What is important in the buyer industry structure

After some discussions…arrive at the structure – Big producers (A type) and Small Producers (B&C types)

Possible reasons I could come up with include-
Me: Possible reasons can include
a. Long term relationship in the industry
b. A large number of smaller successes subsidizing the losses from larger ones
c. Association of music companies with big producers offers
them clout in the industry to deal with smaller producers…they can thus negotiate better deals with B&C type producers.
NK : Yes.… the big banners are like loss leaders.... they help music companies in getting better deals from smaller producers. And also, the industry is very relationship driven…some of the deals are purely based on established long working relationships.

Case 2 :
Your client is Tata Motors. The Direct material cost of Tata Indica is ₹150,000. The basic design is same for the 1 lakh car. How can you bring the cost down to ₹75000…outline the basic levers.
Structured it into 4 areas
a. Rationalize the vendor base to get economies of scale and scope.
b. Rationalize parts across platforms of vehicles to get further economies.
c. Rationalize design – Certain parts might be over designed or inefficiently designed leading to increased costs on account of excess materials or additional processing (labour, overhead etc)
d. Evaluate every part from a Make or Buy perspective. This would enable focus on core areas and help gain cost advantage in sourcing items like Tyres, O Rings, Nuts-Bolts etc.

After that he wanted to do a numbers/ quant check on me…so the example was extended to calculate certain % values.
Tips: 1. Prioritize issues for discussions with the interviewer.
2. Be prepared for anything!

Round: Case Study Interview
Experience: Case
Client is a confectionery manufacturer making chocolate bars. In the 1980’s it had a mfg base in UK. However, in early 90s it set up another facility in France. During mid 90’s the business faced decline in revenues and profitability. What could be the reasons / hypothesis and what would you recommend?

Enquired about the basic details
a. Product mix – single chocolate bar
b. Supply- demand check -> Demand has been declining. No problems in supply side.

Discussed the Revenue- Cost equation.

Revenue can go down by the following
a. Competition introducing newer/ better/cheaper products
b. Changing customer behavior- more health conscious people/ availability of substitutes/ imports etc
c. Any changes done to product flavour/ taste etc..which can turn off customers.
Cost :
Discussed the standard Fixed and Variable costs. Was asked to break it down further.
Variable – Raw Materials, Distribution etc
Fixed – Depreciation, Capacity Utilization etc
a. Fixed Costs – New plant – higher depreciation costs. + Degree of capacity utilization ( this was reason 1)
UK – mfg capacity = 15 mn units / year
Actual production = 700,000 units per month approx 55% capacity utilization
France – mfg capacity = 20 mn units / year
Actual production = 650,000 units per month approx 39% capacity utilization.
These numbers were generally thrown around to evaluate my comfort with numbers.
Interviewer himself jumps to part (b)
b.Variable Costs
Fact 1 Raw material costs are 25% of Sale price vs 20% for competition
1/ Asked Oliver on the supplier base (local, import & no of suppliers) and amounts sourced. Decreased revenues could have decreased our sourcing economies. OK with this…wanted more reasons….
2/ Checked if both were importing same quality of material. We could be using better quality products compared to competition.
3/ Checked if we hedged these items while procuring…(Key Point
2) Competition was obviously doing this better and saving costs.
Fact 2 Our Distribution costs are 15% of sale price vs competition 10%

Key differentiators could be…
We have our own trucks ..competition uses 3rd party suppliers
1. More costs on account of people, fixed costs of trucks + empty trucks coming back (Low utilization)
2. We send part loads…competition does not worry since his transporters can optimize on truck load thru other customers.
c. General calculations

Another round of quant check. Thrown some numbers to calculate cost per unit of the 2 factories (UK & France )
Each unit has 200 employees x 40 hrs/week x 50 wks /yr
UK wages = $ 15/ hour
France Wages = $ 20 / hour
After this told to calculate profitability of each unit at both locations given Raw material = 25% of sale price ($ 2/unit).
Total numbers check

Recommendations
1. Rationalize the production quantities at each unit - would depend on the overall inward and outward transportation costs also..apart from capacity utilization. (Excess transport costs in serving new markets would need to be checked for)
2. Use excess capacity for producing 3rd party chocolates. Also evaluate if factory can be re-tooled / flexible to manufacture other products apart from chocolate.
3. Shut down 1 plant. –
a. See how efficient it would be operationally. No backup/excess capacity would then be available as a strategic/contingency resource.
b. Also potential trouble on the political front – example if French unit was shut down, there could be a political fallout as well as French customers might boycott your products. (cited Mittal-Arcelor )
c. Union issues- long term dispute- can dilute brand value of business.
Tips: Be prepared for all sorts of numbers/calculations…take time out in case there are huge calculations…I did that…small calculations
were done verbally.

Interviewer also wanted to check if I could come up with all types of hypothesis on various facts. Be prepared to think creatively and use your common sense to remove non relevant stuff.

Round: Case Study Interview
Experience: Client manufactures auto forgings @ 200 per day. Increase it to 400 per day… How?

Enquired if market demand was justified to double output…Market would be able to accommodate 200 additional units.

Wanted me to identify key levers. After a lot of round-about and false steps…learnt that current capacity utilization was 33% only!!
Interviewer wanted a list of things to check …this is what I discussed..
a. Maintenance time records– Breakdown & Planned
b. Setup/ Changeover times on a/c of high product variety
c. Non availability of Material
d. Non availability of Labour – absence/ unmanned breaks
e. Shut down due to utility failures (electricity etc)
f. Quality related losses.
Tips: Be prepared to be grilled.

Round: Case Study Interview
Experience: This seemed a test of whether I could do hypothesis and do some basic math.
Client is a Financial planning & management software company. 3 product lines + 1 service line.
1. Large enterprises – highly customized, large business customers, direct sales force used, consultants needed, sold at CEO/CIO level.
2. SMEs – industry specific package- sold thru dealers/ distributors etc to anyone who wants to buy
3. Individual customers thru regular retail channels.
4. IT consulting – pre/ post support

Question 1: Revenues are declining. What hypothesis would you generate to identify sources of decline…
g. Along segments mentioned above
h. Geographical segments
i. Industries
j. Existing vs New Customers

Question 2: Assume Enterprise segment is losing revenue. What hypothesis can you generate …(asked to generate 15…came to 11) Just think out aloud and discuss ..some of the hypothesis discussed were
d. Changes in regulations
e. M&A in the industry..customers hesitate to buy.
f. Customers think a better product is in the wings and don’tbuy the existing one.
g. New product is complicated …has greater cost and training needs.
h. Sales force not qualified etc.
Question 3: Suppose you find out that the sales force has been spending more time selling simpler product to SME than attend larger customers…enterprise product needs greater effort. wWat would you do?
1. Track sales and channels actively
2. Change incentive structure…
What actions would you take and implications of those.
Tips: Think out loud with the interviewer.

Skills:
College Name: Indian School Of Business (ISB)

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