Summary
Overview
Work History
Education
Affiliations
Timeline
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MAHESH GUPTA

MAHESH GUPTA

Faridabad

Summary

DIPLOMA+ BE (MECH.), PGDBM(OPERATIONS) IIM|SIX SIGMA|PROJECT MANAGEMENT|OPERATIONS MANAGEMENT|LEAN MANUFACTURING Proficiency in turning around ailing plants, Operations & People management, improving top line & bottom line, improving cost component, Supply chain improvement, waste elimination through lean six sigma and change management. Profile Summary Highly accomplished, dedicated, energetic automotive industry/Business professional and effective communicator, recognized for delivering business value by building capabilities, introducing policies, auditing, and implementing systems to achieve global benchmarks in business process. 18+ years’ experience, associated with leading automotive MNCs across India with skills in development of strategic goals & objectives of organization to improve their performance by reducing cost and improving process capabilities through continuous improvement, lean manufacturing, operational excellence, process excellence, resource optimization, TPS & TPM practices. Trained & mentored more than 75 industries and collaborated closely with global OEMs for upgradation of supplier chain & vendor development. Defining engineering goals, operational excellence projects across the group and building competency & capacity building to sustainable development, become more efficient, reliable, and cost-effective supplier. Part of monthly management review team along with Managing Director, Executive Director, Group CEO & CFO of different industries. Practical implementation of concepts in manufacturing processes / actual work areas Expert in process innovation, zero defect operations, capacity building, supplier improvement, resource efficiency, circular economy......... Good team leader Milestones Core expertise Mentored over 75 manufacturing plants in auto component/non-Auto sector and improved their profitability. Created multiple industry leaders and experts in the automotive domain. Capacity and competence building in over 400 team members in mentored companies. Designed and executed several cluster programs at PAN India level. Expert in Lean Manufacturing, Operations Management, Quality Improvement, Inventory Improvement, People Management, Team Building and Development Awarded multiple certificates.

Overview

22
22
years of professional experience

Work History

ICME
09.2022 - Current

Munjal Auto Industries, ACMA, Varroc Engineering, Denso India Ltd
03.2022 - 08.2022
  • Auto Lek.

Principal Management counselor

Indian Centre for Research and Manufacturing Excellence
09.2022 - Current
  • Create mind set within the organization for setting long term business goals & making organization capable of thinking about strategy to achieve business goals
  • Weekly review with all the plant heads for fulfilling long term action plan for the gaps regarding the performance of plants and actions towards business Goals
  • During previous tenure defined benchmarks, for Tier-1 & 2 Industries (Automotive Industries) through ACMA center for technology now Pillar 3
  • Delivered a successful cluster for streamline of Business & Operation Improvement, On Time Delivery & Cost-Effective Product by Safe Workplace Environment & Visual Factory, Quality Management, Waste Reduction, Inventory Management, & Sustenance Management
  • Participating companies achieved up to 10 to 15% improvement in business & operation
  • Working collaboratively with Hero Moto Corp., to define the road map for Supplier Development Program for upgrading them (first phase (53 no’s suppliers) & second phase (50 no’s suppliers)
  • To deliver process improvements, identifying and deploying analytics & intelligent automation, sharing, Operational Excellence practices and training across the organization
  • To implement Business Management Principles, Toyota Production System Approach, Organizational Structure, Workflow and Operating Procedures
  • Understand and measure critical and non-critical business flows in collaboration with different teams
  • Working closely with supply chain management for improving and strengthening the supply chain
  • Implemented the lean manufacturing system through the cluster approach to improve build quality during the whole manufacturing process from incoming goods till finished machine dispatch
  • CI culture through TEI in companies
  • Basics needs like QCC, Kaizen, 5S etc
  • To meet customer quality and delivery requirements
  • Ensure people should focus on QA in place of QC
  • Collaborate with company stakeholders to improve company processes and drive company value through operational excellence
  • Develop, implement, and manage Key Performance Indicators (KPIs) for each area of responsibility
  • Policies, Procedures and Guidelines to improve productivity, delivery, cost & quality
  • Strategized and executed a Resource Efficient & Cleaner Production (RECP) program with, ACMA & GIZ (Germany) for 10 SME for resource optimization to sustain high cost of energy, water, material resources for production & business
  • Attended technical seminars and workshops in Germany, Dubai, Thailand, Bhutan, and Japan
  • Attended Toyota Production system training & lean manufacturing and process set-up studies, and evaluate, approve, and procure state-of-the-art machines
  • Leading different projects in 19 plants PAN India in different type of Automotive and Non- automotive and Service industries
  • Leading team for business development, annual budget preparation, hold monthly meetings to control and review cluster performance
  • Indirectly Leading the team of 20 Manufacturing plants across PAN India
  • Lead clusters of individual digital and lean projects through wide cross-functional teams & create a roadmap for driving digital transformation and process improvement and do periodic reviews with internal and external stakeholders
  • Create Operation/Business Excellence teams and mentored the team for the Same
  • Top line and bottom-line improvement by using strategic tools like PERT and SWOT analysis to map internal & external capabilities which help companies to take strategic action
  • Initiate Design thinking and Thinking Hat for long-term business goals and strategy to achieve these goals
  • Use concepts of Lean management VSM, MFCA, TOC, TPS for bottom line improvement
  • Create Organization to achieve the long-term business Goals and get the work done
  • Mentoring HR team for JD- KRA-KPI-DWM-DWM CHECKSHEET-MIS-MRM and PMS
  • Set strategy and trained the key team personnel to achieve the business objective
  • Break long term objective with short term business goals.

Senior manager

Munjal Auto Industries
03.2022 - 08.2022
  • Munjal auto is a renowned Hero Group company and the leading manufacturer of exhaust system for 2w industry in India
  • Leading process excellence teams of all the plants across India
  • Leading the corporate team to review operations of PAN India plants as per PQCDSM
  • Coordinate with All unit heads for better overall plant performance as per Yearly and monthly target set by top management
  • Initiate project roadmap to implement Lean manufacturing activities in all the plants by using concepts of VSM, MFCA, TOC, TPS, TPM, Advance 5S, six sigma concepts to reduce cost/part
  • Setting teams to achieve Breakdown maintenance free plant
  • Making strategy to implement actions on ground to meet business needs
  • Checking daily performance of each plant related to daily output and review with plant heads
  • Checking customer needs, change in business plan and accordingly ensure plant actions for better results
  • Updating management about the current actions/status and status
  • As Operation/Process excellence team head checking action to reduce cost /part in every plant
  • Leading the training activities, delivering training in the group and guiding HR for TNI against business goal, annual calendar, and support group HR head in implementation
  • Implementation of 4A of SOP.

Senior Director/Senior Counsellor

Automotive Component Manufacturers Association of India
05.2013 - 03.2022
  • ACMA is the apex body representing the interest of the Indian Auto Component Industry
  • ACMA has membership of over 840 auto component industry's manufacturers
  • ACMA's active involvement in trade promotion, technology up-gradation, quality enhancement and collection and dissemination of information has made it a vital catalyst for the component industry's development in India
  • Business Excellence – Lean manufacturing & Process improvement) leading Northern region team of ACMA Pillar 3 (Cluster and Projects)
  • Leading team for business development, annual budget preparation, hold monthly meetings to control and review cluster performance and expense control
  • Spearhead strategies to deliver the supplier development cluster through Lean manufacturing with KPIS for manufacturing quality, manufacturing strategies, value stream mapping, cellular & flow manufacturing, cost reduction, process efficiency, customer satisfaction, industrial relations and productivity
  • Lead clusters of individual digital and lean projects through wide cross-functional teams & create a roadmap for driving digital transformation and process improvement and do periodic reviews with internal and external stakeholders
  • Support operations to meet business objectives by application of process improvement & analytics capabilities, Coach & Mentor Process Owners
  • Coach & Mentor companies for process & system audit for process & part approval
  • Working with companies for quality problems, CTQ parameters, Delivery failure problems, layout, PPAP review, FMEA execution, production planning in companies Like Minda industries, Lumax industries, Hero motors, Lucas TVs, Satyam Auto, Munjal Showa, JBM, Lifelong, Meenakshi polymers, Makino, Microtuner, Metaldyne, Singla forging, Radiant Polymers, Neo kraft, Autofit & Bony polymers etc
  • Deploy organizational effectiveness in collaboration with extended teams to provide process, tools, methods, operational excellence practices and training across the organization
  • Spearhead manufacturing strategies and processes to meet business objectives & operational needs in terms of price, managing the entire change management cycle, quality, delivery targets, which enables the company to function and compete effectively in the market
  • Spearhead new cluster programs as per industries demand like supply chain development, logistic, digitization, MFCA, Innovation, LCA, Artificial intelligence & machine informatics and Deskilling projects to cater future demand of industries & work on their roadmap, methodology & deliverables
  • Strategic tools PERT, SWOT analysis to map internal & external capabilities which help companies to take strategic action.

Section Coordinator

VARROC ENGINEERING PVT. LTD
01.2010 - 05.2013
  • Leading a team and responsible for Electronics (CDI/ DASHBOARD) & Electrical section to sustain and improve overall efficiency and achieve business targets as per customer demand
  • Handling Production operations with a team of 300 Operators (Male/Female) + Staff
  • Planning and Organization of production schedule for Bajaj Auto Ltd
  • Royal Enfield, Bajaj Motors Ltd
  • Responsible Department internal coordinator for ISO/IS16949
  • Working as coordinator for TPM implementation in Electrical/electronics plant
  • Responsible for conflict management, implementing 4 M change, material handling, customer delivery in OTIF, New part development, Time study, hourly monitoring, Andon functioning, Improving 5 M Utilization
  • Training for the team, based on TNI
  • Working on improvement of MTTR, MTBF, TPM Pillars, Internal Quality circles, TNI Identification process, Kanban implementation/JIT/Process improvement/Change management
  • Coordinate with HR team for further training and skill enhancement for operations team
  • Kaizen Culture Initiation
  • Able to achieve highest no
  • Of Kaizens in a quarter from team first time in the history of VEPL-III.

Asst. Engineer

DENSO India Limited
03.2006 - 12.2009
  • Ensure Production process operations (CDI & Magneto sections) are consistently and effectively performed according to established procedures, processes, guidelines and as per best practices
  • Ensure Smooth working of Kanban in the section
  • Ensure all TPS/TIE activities
  • Working as NDO for electronics and electrical(2w) section
  • Handling More than 300 operators and 3 Supervisors along with PIC team of section Directly and indirectly.

Engineer

AUTO IGNITION LTD
10.2005 - 02.2006

JR. Engineer trainee

SANDEN VIKAS INDIA LTD
07.2003 - 06.2005

Education

DIAGNOSING & IMPROVING COMPANY THROUGH - undefined

JAPANESE

WAY - undefined

Certification course in TQM from - undefined

QCFI and Institution of engineers India

IEI). Certification course on The Kanban System - Lean Scheduling & Management Approach to Just in Time (JIT). Certification course on Fundamentals of Operations Management. Finance for Non finance managers. Foundation of Industry 4.0 Pursuing Certification course Warehouse management. - undefined

Executive MBA - Operations management

MIT

Operational Excellence and Six Sigma - undefined

IIM

PGDBM - Operations Management

MITSDE

B.E - Mechanical Engineering

NIES

Diploma - Production Engineering

Govt. Polytechnic

Affiliations

IPMA Level C certified project manager issued on 11 Jan. 2022. AOTS-KKC, Japan certificate (No. 17TM857) - Program on Production management for Indian Auto components industry (INAP2)- Between (07 Mar. 2018 to 20 Mar. 2018). AOTS- KKC, Japan certificate (No. 17TM857) – Leadership Development program for ACMA (X572)- Between (30 Sep. 2019 to 04 Sep. 2019).

Timeline

ICME
09.2022 - Current

Principal Management counselor

Indian Centre for Research and Manufacturing Excellence
09.2022 - Current

Senior manager

Munjal Auto Industries
03.2022 - 08.2022

Munjal Auto Industries, ACMA, Varroc Engineering, Denso India Ltd
03.2022 - 08.2022

Senior Director/Senior Counsellor

Automotive Component Manufacturers Association of India
05.2013 - 03.2022

Section Coordinator

VARROC ENGINEERING PVT. LTD
01.2010 - 05.2013

Asst. Engineer

DENSO India Limited
03.2006 - 12.2009

Engineer

AUTO IGNITION LTD
10.2005 - 02.2006

JR. Engineer trainee

SANDEN VIKAS INDIA LTD
07.2003 - 06.2005

DIAGNOSING & IMPROVING COMPANY THROUGH - undefined

JAPANESE

WAY - undefined

Certification course in TQM from - undefined

QCFI and Institution of engineers India

IEI). Certification course on The Kanban System - Lean Scheduling & Management Approach to Just in Time (JIT). Certification course on Fundamentals of Operations Management. Finance for Non finance managers. Foundation of Industry 4.0 Pursuing Certification course Warehouse management. - undefined

Executive MBA - Operations management

MIT

Operational Excellence and Six Sigma - undefined

IIM

PGDBM - Operations Management

MITSDE

B.E - Mechanical Engineering

NIES

Diploma - Production Engineering

Govt. Polytechnic

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