Pune, (Maharashtra) [India]: In an industry traditionally driven by capacity and relationships, Nakul Mutha has introduced a different lens systems-led manufacturing powered by operational excellence, structured governance, and AI-integrated decision-making. As a second-generation entrepreneur, he has focused not merely on expanding manufacturing capabilities, but on building scalable frameworks that improve predictability, efficiency, and long-term reliability.
Under his leadership, the businesses have strengthened their reporting framework and analysis, data driven strategy and decision making, lean structures, cost intelligence mechanisms, and technology adoption positioning the companies for sustained growth in a rapidly evolving industrial landscape. The current stability, audit readiness, and future preparedness of the enterprises reflect this structured approach.
You May Also Like This
This journey, however, began decades earlier.
Foundation Built on First-Mover Discipline
In 1992, Mr. Prasanna Mutha established Manikprem Industries in Ahmednagar, setting up one of the region’s earliest CNC machining facilities. At a time when structured precision manufacturing was still developing in India, the foundation was built on discipline, process control, and long-term customer trust.
That legacy today continues through three independently structured companies:
- Manikprem Industries
- Tej Industries (acquired in 2010)
- Globewin Precise Products LLP (inception: 2018)
Each operates with defined governance, operational clarity, and systems-driven management, an area that has significantly evolved in recent years.
Structured Expansion, Not Aggressive Scaling
The acquisition of Tej Industries in 2010 marked a calibrated expansion. Capacity increased, but more importantly, systems strengthened. Instead of volume-led growth, the companies focused on operational depth investing in Japanese high-accuracy machinery, structured lean manufacturing practices, and disciplined raw material sourcing from established producers such as Tata Steel and JSW.
Today, the facilities manufacture precision machined components including transmission parts, steering components, shafts, hubs, knuckles, pistons, and carriers supplied to multinational Tier-1 companies, with components approved for OEM programs across automotive, agriculture, mining, construction, and infrastructure segments.
The emphasis remains on consistency, audit-readiness, and predictable execution.
Leadership Built on Systems, Analytics and Strategic Discipline
An alumnus of BITS Pilani and ISB, Nakul Mutha represents the second generation of leadership with a strong focus on structured growth rather than personality-led management.
His approach integrates operations management principles, lean manufacturing, organisational behaviour insights, strategic profitability management, competitive positioning, and structured customer frameworks. Decision-making is increasingly supported by analytics dashboards and AI-enabled workflow optimisation, improving forecasting accuracy, cost transparency, capital allocation discipline, and negotiation strategy.
Exposure to international operational excellence and productivity improvement frameworks has further reinforced the group’s 4M philosophy, Man, Machine, Method, and Material, ensuring equilibrium between workforce capability, equipment precision, process discipline, and material quality.
The philosophy remains clear:
Sustainable manufacturing is built on repeatable systems, not individual dependency.
Culture, Stability and Sustainability
Low attrition rates reflect structured HR policies and leadership continuity. Practices such as 5S implementation, operational excellence audits, and continuous improvement culture are embedded into daily processes rather than positioned as external branding tools.
Recognition from Hoerbiger for sustainability initiatives reflects the group’s focus on energy efficiency, carbon reduction awareness, and environmentally responsible manufacturing.
Clean shop floors and compliance readiness are outcomes of internal discipline.
Long-Term Benchmark
Japanese manufacturing standards continue to serve as an internal benchmark. The aspiration to supply directly to Toyota Japan represents a performance objective aligned with globally respected production philosophies.
Industry Engagement and Forward Outlook
Beyond plant operations, Nakul Mutha participates in leadership forums such as EO Pune and CII Young Indians, engaging in discussions around family business evolution, capital discipline, competitive strategy, and industrial modernization.
By combining legacy manufacturing strength with structured systems, analytics integration, and technology-enabled execution, he continues to position the enterprises for long-term reliability and future industrial relevance in Maharashtra’s precision machining ecosystem.
