He started his professional career with the British Iron and Steel Research Association in Sheffield in 1963.
Former Tata Steel managing director Jamshed J Irani popularly known as the Steel Man of India passed away on Monday night in Jamshedpur’s Tata Main Hospital. He was 86 and is survived by his wife Daisy and three children.
Dr. Irani, a recipient of Padma Bhushan, was associated with Tata Steel for over four decades. He retired from the board of Tata Steel in June 2011, leaving behind a legacy of 43 years, which won him and the company international acclaim in various fields.
He joined the board of Tata Steel in 1981 and was also a non-executive director from 2001 for a decade. Besides Tata Steel and Tata Sons, Dr. Irani also served as a director of several Tata Group companies, including Tata Motors and Tata Teleservices.
Dr. Irani was the national president of the Confederation of Indian Industry (CII) from 1992-93. “He will be fondly remembered as a visionary leader who led Tata Steel from the forefront during India’s economic liberalization in the early 1990s and immensely contributed to the growth and development of the steel industry in India,” said Tata Steel in a statement.
He started his professional career with the British Iron and Steel Research Association in Sheffield in 1963. He returned to India to join the then Tata Iron and Steel Company (now Tata Steel) in 1968, as assistant to the director in-charge of research and development. He went on to become general superintendent in 1978, general manager in 1979, and president of Tata Steel in 1985. He then became joint managing director of Tata Steel in 1988, managing director in 1992 before retiring in 2001.
When the team spoke about Dr J J Irani in private, they always referred to him as โDocโ. A complete Jamshedpur man, he brought to Tata Steel a refreshingly new way of going about its business. Irani joined the company, when it was still known as Tisco, in 1968. Handpicked by Russi Mody, the then company boss and a larger than life personality, Irani was then with the British Iron and Steel Research Association.
The deep understanding of R&D that Irani possessed was what came in handy at Tata Steel, then faced with enormous challenges of high cost of production and cost structure that needed a makeover. His academic credentials were impeccable and included a masters and a doctorate in metallurgy from the University of Sheffield.
If Mody was the man who travelled often to Mumbai and other parts of the world frequently as the face of the organisation, Irani was a complete Jamshedpur man.
He was only 32 when he joined Tata Steel and quickly earned the reputation of a hard taskmaster and never took no for an answer. Colleagues remember him as someone who knew the โnitty-gritty of steelmaking.โ A big feather in his cap was unfurling the modernisation at the Jamshedpur plant, which included automation in the mid-1980s.
โHis desire was to take Tata Steel to the 21st century and in every sense, he was the architect and the man who took complete charge of implementation of every project,โ says one former colleague, who recalls Irani turning up at the factory on an occasional Sunday to check if everything was on track.
TQM (Total Quality Management) as a concept was still not very well-established in India and Irani brought that to Tata Steel. In an industry that was not heavily dependent on a large workforce, there was not one strike that took place from the time he took charge to when he called it a day in 2001, thirty three years after joining the company.
Over this long stint, Irani honed his people skills to take care of delicate issues. He became so good at it that difficult decisions such as downsizing the workforce or highlighting the importance of performance went through without any significant hurdles. To the staff, he always emphasised the need for Tata Steel to measure itself against international peers, most notably Japan for its high per capita productivity. In many ways, the journey the company has today traversed is a result of that obsession of Irani for it to go global.
