Dr. John Hoffmire: 

Shashanka, I love talking with aerospace engineers. You are all so practical. It’s a pleasure to reconnect even though it’s only been a season since you were in Oxford.  You have an impressive background in aerospace and digital transformation. Can you start by sharing what inspired you to pursue a career in this field?

Shashanka Rayadurga Huliraj: Thank you for this opportunity, John. My journey in aerospace began with a fascination for technology and its potential to solve complex problems. Growing up, I was always intrigued by aircraft and their intricate systems. This curiosity led me to pursue a career that combines both engineering and management, where I could contribute to meaningful advancements in the industry.

I started my career at ALH (Dhruv helicopter) on the electrical integration team. I was involved in the manufacturing process from wire harness fabrication to electrical systems integration to functional testing and ground running of various helicopters. I’ve now worked for over 12 years at Hindustan Aeronautics Limited (HAL) where my work has spanned various roles including Six Sigma and data related projects in the field of quality control, process optimization and reliability engineering, specific to the aerospace industry.

John: How have your experiences, both with the ALH (Dhruv helicopter) electrical integration team and your work now with HAL shaped your approach to leadership and problem-solving?

Shashanka: Working on the ALH helicopter taught me the importance of hands-on experience and collaboration. In that role, I was directly involved in wire harness fabrication and system integration, which honed my technical skills. Leading projects that required cross-functional teamwork helped me appreciate collaboration and diverse perspectives, which I believe is crucial in any leadership position.

My work at HAL has transitioned me into data-driven decision-making and Six Sigma methodologies. Implementing Six Sigma has been transformative, not just for my projects but for the organization as a whole. By using data and statistical analysis to identify root causes of issues, we’ve been able to implement corrective measures that have saved over a million dollars annually. My goal has always been to spread this knowledge, and training more than a thousand individuals in these methodologies has been incredibly rewarding.

John: You have established a Center of Excellence in AR/VR and Digital Manufacturing, which is a significant initiative. What challenges have you faced in this endeavor, and how have you navigated them?

Shashanka: The potential for AR/VR and digital manufacturing to revolutionize how we design, produce, and maintain aircraft is truly exciting. These technologies can enhance training, improve design accuracy, and streamline production processes. By aligning our initiatives with Industry 4.0, I see a future where aerospace is not just about traditional engineering but also about integrating cutting-edge digital solutions.

One of the main challenges with this initiative has been overcoming resistance to change, as many people are accustomed to traditional methods. To navigate this, I focused on demonstrating the tangible benefits of digital tools through pilot projects. By showcasing success stories and involving team members in the process, I’m able to build enthusiasm and support. Collaborations with academic institutions has also been key; they bring fresh perspectives and expertise, which enrich our initiatives and help mitigate challenges.

Finally, in an industry as complex as aerospace, collaboration is crucial for innovation and efficiency. By building networks among professionals across different organizations, we can share best practices and leverage each other’s strengths. This is particularly important in reducing operational silos within and between Defense Public Sector Units. The aerospace sector is evolving rapidly, and a collaborative approach enables us to stay ahead of the curve and address challenges collectively.

John:  Speaking of collaboration, can you share your experience during your Chevening CRISP fellowship at the University of Oxford? Has it influenced your perspective on digital transformation in aerospace?

Shashanka:  I am deeply grateful for the opportunity I had to participate in the Chevening Research, Science and Innovation Leadership Fellowship (CRISP) at the University of Oxford. This experience provided unparalleled exposure to the vibrant research and innovation ecosystems of England and Scotland, offering first-hand insights into their future directions. Beyond the academic learning, the fellowship fostered a strong sense of community among the 13 cohort members, and together we explored not only the academic depth of Oxford but also the cultural richness of England, Scotland, and Wales. The shared experiences, discussions, and site visits made this a truly transformative journey, leaving a lasting impact on both my professional and personal growth.

My time there also allowed me to connect with thought leaders and innovators from various industries, which broadened my understanding of digital transformation. I realized that the aerospace sector has immense potential to leverage digital technologies, and I came back inspired to implement new ideas within HAL. The discussions I had with my peers emphasized the importance of adopting a collaborative approach to innovation, which I aim to foster in my current and future projects.

John:  Shashanka, it has been valuable for me to have this discussion with you. I can remember like it was yesterday some of the conversations we had while you were here in Oxford. And I can recall details of your final project. The work you are doing is so valuable. I wish you the very best and I am very happy that our paths are going to cross as soon as February.  

 

Shashanka Rayadurga Huliraj is a Manager at Hindustan Aeronautics Limited and a Chevening CRISP Fellow at Oxford University 2024.

 John Hoffmire is a Research Associate at the Oxford Centre for Mutual and Co-owned Business.