As India’s manufacturing sector accelerates toward deeper localisation, automation, and global competitiveness, companies with strong engineering foundations are emerging as key drivers of this transformation. Among them, Jasraaj S. Kalra is steering Noble Group into a new phase of integrated growth and innovation. In this exclusive interaction with Machine Edge Global, Kalra speaks about carrying forward a legacy built by his father, the strategic strength of vertical integration, the evolution of India’s consumer durables ecosystem, expansion plans across India, and how Noble Group aims to position itself as a globally trusted manufacturing partner in the years ahead.
Noble Group was founded by your father in 1981. As a second-generation leader, how do you balance preserving the legacy while steering the company toward a new era of innovation and global competitiveness?
Noble Group’s foundation was built on engineering discipline and long-term thinking. My father began with a strong belief that manufacturing is about consistency, quality and trust. Those values continue to guide us even today.
As a second-generation leader, my role is not to change that foundation but to build on it. The industry today demands faster innovation, stronger integration and the ability to scale with global standards. So while the principles remain the same, the approach has evolved. We are investing more deeply in design capabilities, automation and integrated manufacturing systems.
Balancing legacy and innovation is really about respecting the craft of manufacturing while preparing the organisation for the future. When that balance is maintained, growth becomes a natural progression rather than a disruption.
Noble Group has built strong expertise across air coolers, washing machines, PCB assembly, tool manufacturing, plastic moulding, sheet metal stamping, PU painting, and powder coating. How has this deep vertical integration strengthened your competitive edge?
Vertical integration has been one of the defining strengths of Noble Group. Over the years we realised that relying too heavily on external ecosystems can slow innovation and reduce control over quality.
By building capabilities across tooling, plastics, electronics, sheet metal and final assembly, we are able to control the entire manufacturing value chain. This gives us flexibility in design, speed in development and consistency in production.
For brands, this means they can move from concept to production with a single integrated partner rather than coordinating across multiple vendors. It reduces lead time, improves reliability and ensures that quality standards remain consistent throughout the product lifecycle.
In today’s competitive manufacturing environment, this level of integration is not just an operational advantage. It is a strategic one.
How does your R&D and product development ecosystem help brands move from concept sketches to large-scale production seamlessly?
Our approach to product development is built around collaboration between engineering, tooling and manufacturing teams from the very beginning. Instead of treating design and production as separate stages, we bring them together early in the process.
When a brand approaches us with an idea or product concept, our teams work closely on design feasibility, tooling development and production planning simultaneously. This reduces redesign cycles and helps products transition smoothly from prototype to mass manufacturing.
Because our tooling, electronics and assembly capabilities sit within the same ecosystem, the feedback loop between design and manufacturing is much faster. That allows brands to innovate quickly while maintaining production efficiency and reliability.
In many ways, our role is not just manufacturing products but helping brands transform ideas into scalable, market-ready solutions.
With manufacturing units in Noida and Ghiloth and an upcoming facility in Chennai, what is the strategic thinking behind expanding your pan-India footprint?
Manufacturing expansion today is not only about capacity but also about proximity to markets and supply chains.
Our facilities in Noida and Ghiloth have created a strong base for integrated manufacturing in North India. As the consumer appliances market grows across the country, it becomes equally important to build presence closer to southern and western markets.
The upcoming Chennai facility is part of that long-term strategy. It will allow us to improve logistical efficiency, reduce transit timelines and serve customers across regions more effectively.
A broader footprint also strengthens supply chain resilience. In a fast-moving industry like consumer appliances, the ability to produce and deliver efficiently across geographies becomes a critical advantage.
Do you see export markets playing a larger role in Noble Group’s future expansion plans?
Exports are certainly an important part of India’s manufacturing story going forward. As global supply chains diversify, India has a strong opportunity to become a reliable manufacturing base for several product categories.
For Noble Group, the first priority has always been building deep manufacturing capabilities and strong domestic partnerships. Once that foundation is firmly established, expanding into export markets becomes a natural next step.
With increasing localisation of components, stronger design capabilities and integrated production, Indian manufacturers are becoming better positioned to compete globally. Over time, we see exports becoming a meaningful extension of our growth strategy.
How do you view the evolution of India’s consumer durables manufacturing sector, especially in the context of the ‘Make in India’ push and rising global supply chain shifts?
The consumer durables sector in India has evolved significantly over the last decade. What was once largely assembly-driven manufacturing is gradually moving toward deeper localisation and integrated production.
Government initiatives like Make in India have played an important role in accelerating this shift. There is a stronger focus now on building domestic ecosystems for components, tooling and electronics.
At the same time, global supply chain realignments are creating new opportunities for Indian manufacturers to scale and strengthen their capabilities. Companies that invest in engineering depth, automation and design will be better positioned to compete in this environment.
The next phase of growth will depend on how effectively India moves from being an assembly hub to becoming a full-scale manufacturing and design ecosystem.
Looking ahead five years, how would you like Noble Group to be perceived, by customers, partners, and the industry at large?
Five years from now, I would like Noble Group to be recognised as a trusted manufacturing partner that combines engineering depth with operational scale.
Our goal is to build an organisation where innovation, reliability and long-term partnerships define the way we operate. Customers should see us as a partner who can take a product from concept to production with confidence.
For the industry, I hope Noble continues to represent the idea that Indian manufacturing can deliver global standards when it is built on strong engineering foundations and disciplined execution.
Ultimately, success for us will not only be measured by scale, but by the trust we continue to build with partners and customers across the ecosystem.