RISHI GUPTA

Dayco is the global leader in the research, design, manufacture and distribution of the essential engine drive systems and aftermarket services for automotive, truck, construction, agriculture and industrial applications.

Through our expertise in transferring power quietly and efficiently, Dayco has emerged as the leading global system solutions provider for hybrid electric vehicles. Dayco’s 100+ years of experience in drive systems allows us to equip all customer applications around the world with the most effective drive systems to meet customer specific performance requirements. Dayco’s world class global distribution network services the aftermarket industry with a full offering of kits and products to meet each local market’s need.

• Championed continuous improvement initiatives that enhanced operational performance across all departments.
• Implemented business strategies, increasing revenue, and effectively targeting ne w markets.

• Maximized efficiency by coaching and mentoring personnel on management principles, industry practices, company procedures, and technology systems.
• Analyzed market trends and competitor activities to create competitive advantages.
• Negotiated price and service with customers and vendors to decrease expenses and increase profit.
• Observed each employee's individual strengths and initiated mentoring program to improve areas of weakness.
• Collaborated with cross-functional teams to develop innovative solutions.
• Implemented operational strategies and effectively built customer and employee loyalty.
• Maximized operational excellence mentoring personnel on management principles, industry practices, and company procedures.
• Monitored financial performance, set budgets and controlled expenses to provide financial stability and long-term organizational growth.
• Supervised creation of exciting merchandise displays to catch attention of store customers.
• Drove the successful execution of numerous large-scale events/promotions while closely managing costs/budgetary constraints associated with event planning/management activities.

Quality Circles Projects :

1.Team Participated in the internal competition of increasing FPY to 99.95 % in Timing Tensioner for FORD.

2. Team Participated in the internal competition of increasing FPY to 99.95 % in Damper of FIAT in the CII competition.

3. Team participated for increasing the FPY of Damper to 99.95% and got first prize.

Six Sigma Projects :

1.Six sigma project is taken and implemented to eliminate the solid waste reduction.

2. Six sigma project is taken to increase FPY/RFT in the assembly line to 99.9% for FORD Timing Tensioner and achieved the target.

3.Six sigma project is taken to increase FPY/RFT in the assembly line to 99.9% for Damper Line for Maruti Suzuki and achieved the target.

4. Six sigma project is taken to increase FPY/RFT in the assembly line to 99.9% for in FEAD Tensioner of Mahindra and achieved the target.

5. QR6s the German problem solving tool(Mini Six Sigma) implemented for all the major quality issues including suppliers.

6 Six Sigma Projects lead to saving of Rs. 25 Crores.

Red-X Shainin Projects :

1.Complex Problem of Water Marks in Plating in Dampers is resolved by Red X -Shainin Project.

2'Customer Complaint of Painting peel off in Dampers is resolved by Red X-Shainin Project.

3.Customer Complaint of Heavy Burrs in Tensioner is resolved by Red X Shainin Project.

4.Major Inprocess Complaint of Offset in Dampers is resolved by Red X Shainin Project.

5.Major Inprocess complaint of axial and radial run out in Dampers is resolved by Red X Shaini Projects.

6' Major Inprocess complaint of push off low in Tensioner is resolved by Red X Shainin Projects

Lean project :

1. Implemented the lean project for the Timing Tensioner.

2. Implemented lean project for the Damper.

3. Implemented the lean project for the FEAD Tensioner.

4.Lean Projects lead to saving of Rs. 18 crores.

Sustainability :

Implemented sustainability for the whole company.

Strategy to increase the overall effectiveness in the quality system:

Talent: Training on six sigma, German Standard VDA 6.3, CVM, WPCP, BMS leveraging QA tools and methods. – 25 Members trained on six sigma green belt, All lines to be certified VDA 6.3 A grade.

Behaviour : Improved customer responsiveness -> Quick response to zero Km -24 hours/5 days/ 10 days.

Calibration LLC for all the sites.

Robust resolution to avoid repeated claims, Proactive line up gradation.

Process and Products:

Daily Review for zero Km claim with the team monitoring across all sites.Daily Review for the warranty actions.ü Daily review for the project tracking. Unleashing the business management procedure or process.

Initiatives :

Warranty : a)To make NO defects claims to be zero for all the customers.

b) Mechanism to the capture claims early and robust resolution.

Projects : Frontload quality initiatives in phases 1 to 7 to achieve flawless launch of Tensioner and Damper Projects.

Suppliers : a) supplier development and metrology facility up gradation.

b) All suppliers to be upgraded VDA A grade certification.

c) Special process capability improvements.

Manufacturing and logistics: a) PFMEA review and early involvement in projects for safe launch.

b) CVM and VDA 6.3 for the critical parts.

c) Improve FPY to 99.9%.

d) Introduction of the fire wall to reduce customer rejections.

People : To develop the six sigma culture and lean culture.

Culture Change : Quality transformation starts with the culture change.

Company Profile:

A Global Leader in Air Brake System for commercial vehicles , cars.

Corporate Quality Role

• Demonstrated leadership skills in managing projects from concept to completion.
• Gained strong leadership skills by managing projects from start to finish.
• Assisted with day-to-day operations, working efficiently and productively with all team members.
• Learned and adapted quickly to new technology and software applications. Skilled at working independently and collaboratively in a team environment.
• Delivered services to customer locations within specific timeframes.
• Self-motivated, with a strong sense of personal responsibility.

Expertise in handling the implementation/ sustenance of the Business excellence model.

Planning and implementing initiatives for Building Quality culture in the organization.

Plant Operations

1.Planning and execution for the smoother running of Quality function, its influence on Manufacturing in large sized organization.

2.Reviewing the existing manufacturing and other processes and initiating measures for enhancing Quality as well as productivity, without any cost escalation /with cost reduction.

3. Managing smoother launches of New Product in Greenfield or existing set ups.

4.Planning Capital and Revenue budgets, administering resources, reviewing progress on a regular basis, Control variances against planned targets through necessary corrective actions.

Supplier Parts Quality

1. Developing and implementing plans to ensure defect free parts are supplied to manufacturing operations in plant and relevant parameters are monitored / improved.

2.Supplier capabilities are evaluated and improved on continuous basis through various audits and improvement initiatives.

3.Join hands with other concerned functions to ensure deployment of learning to new projects, to improve supplier selection and development process.

Field Performance of Products

1. Ensuring the Rapid investigations and resolution of the Field complaint with the help of concerned agencies as required, using structured approach.

2.Ensuring complete integration of resolution in Processes to avoid recurrence.

3' Deployment of learning to new Projects at Product Design stage through direct participation.

4. Running initiatives to enhance Reliability and Durability of Products.

5.Supporting customer care to handle crisis situation and deciding on “Recalls / Campaigns”.

6. Controlling technical communications to Field staff/ customer care.

Production system improvement / sustenance

1 Establishing Production systems during the launch and ensuring sustenance through audits /improvements.

2 Training of shop floor team during new launch and later for sustenance

3 Push for low cost automations and Poke yoke, to bring in robustness in Manufacturing.

4 TPM –Quality Hozen –Pillar Chairman.

Man Management

1.Leading a large team of 78+ officers and managers in a large organization. Ensuring high motivation levels on the shop floor.

2. Ensuring Technical skills up gradation and safety for the workforce. Devising and implementing new training methodologies / initiatives to ensure high levels of motivation / capability building as per changing profile of Product/ Processes.

Product Engineering

1. Can handle the Automobile system Design issues and its relevance with the Manufacturing / Performance.

2.Can play a major role during launch to ensure trouble free Product for the first time.

3.Responsible for achieving `Vision to Reality’ plan driven through Balance score card & monitoring `Critical Success Factors’ to ensure Business excellence.

Company Profile:

A Global Leader in Tractor Manufacturing with brand name EICHER Tractors, Massey Fergusion Tractors.

1.Leveraged data and analytics to make informed decisions and drive business improvements.

2. Enhance POKAYOKE robustness for the quality critical stages-All critical stages covered.

3.Implementation of POKAYOKE as per PFMEA for current products- 12 new POKAYOKES implemented.

4 Design and implement POKAYOKE for all critical processes of new models before QP built based on PFMEA- 14 new models covered.

5.Final Vehicle Product Score Reduction due to the assembly and Paintshop- Demerit score of 75 achieved as per the target..

6 Final Vehicle Product Score Reduction due to the Parts- Demerit score of 145 achieved as per the target.

7.Digital Parts Quality Management –Implemented the blue link software.

Six Sigma Projects:

Some of the six sigma projects implemented which resulted in savings of Rs. 18 Crores:

a) Establish the six sigma level processes in the critical assembly stages.

Quality Circle Projects

Details of the quality circle projects implemented

a) Reduction of the scratches in the Tractor.

b) Reduction of the leak in the fuel system.

CFT Projects-Cross Functional Team Projects :

Some of the CFT projects implemented

a) Elimination of Brake Issues in the Oil immersed Brakes in the Tractors.2. Reduction of the Yard defects) 3.To improve the hood emblem quality4. Reduction of major defects in the online Tractors.5. To improve the RFT by reducing the electrical issues.

Award from M/s TAFE ltd. CEO - Got best project award on “TLV Leak elimination in the challenger models” year 2013-14.

company profile US$ 3 billion company, Welspun Group is one of the India’s fastest growing conglomerates, registered at a CAGR of 30% over the last decade. Welspun is a fully integrated player within the Pipes, Plates & Coils . As a globally recognized leader in the fields of Line Pipes and Home Textiles, Welspun Group has captured a strong foothold in more than 50 Countries, it employs over 24,000 people and has as many as 100,000+ shareholders.

machines, automation setup & implementation till pilot production run.

• Championed diversity and inclusion efforts within the workplace, resulting in an inclusive environment that fostered creativity and innovation among employees from various backgrounds.
• Cultivated positive rapport with fellow employees to boost company morale and promote employee retention.
• Developed detailed plans based on broad guidance and direction.
• Maintained positive customer relations by addressing problems head-on and implementing successful corrective actions.
• Machining of the critical parts and Fabrication of the critical parts for textile machines and pipe building machines like Transfer Trolley, Cross Transfer Unit, Gripper carriage- PPM rejection of 328 PPM.
• Recent welding techniques like Robot welding, Tungsten welding, Argon gas welding implemented successfully in welspun with maintaining rejection levels within the target of 128 PPM.
• Laser Cutting Machine for the sheet metal parts-Achieved the target of 98 PPM.
• Handled most complex launch of the complex textile machines and pipe building machines like Hydro tester and achieved the target of 80PPM.
• Establishing new concepts viz. early involvement of Quality in new launches/ Customer centricity.
• 80% PPM reduction in the supplier Quality, Warranty indicators are down 75% in 2 years.

company profile M/s Hyundai Construction Equipment P Ltd.. Manager (Quality Head-Mfg & Aftermarket ) Pune.

• Successfully managed budgets and allocated resources to maximize productivity and profitability.
• Opened and closed location and monitored shift changes to uphold successful operations strategies and maximize business success.
• Trained personnel in equipment maintenance and enforced participation in exercises focused on developing key skills.
• Recruited, interviewed and hired employees and implemented mentoring program to promote positive feedback and engagement.

Key Responsibilities:

Ensure Quality launch of the new products in the green field facility

Formulating & implementing strategy for Plant Quality in line with the organization’s business plan/ vision.

Establishing annual targets for all verticals i.e. Operations, Supplier Quality, field Quality and Production systems up to officer’s level, deployed from Business plan.

Planning and execution of Processes to achieve these targets through continuous reviews / support.

Participate in major decision making process of Plant through steering committee meetings.

Establish new initiatives and drive them to achieve Break through Targets, long term vision.

Budgetary planning for Capital and Revenue expenses and controlling them through reviews.

Representing Plant / function in senior management forums.

Responsible for welding process qualification & process validation of all weld joints per ASME Section IX and AWS D1.3 weld standard.

Had the opportunity to work as a lead member for setting up & commissioning of the Hyundai Construction Equipment Plant Pune. Involved in Testing & Commissioning of machines, automation setup & implementation till pilot production run.

Noteworthy Accomplishments:

Machining of the critical parts like Boom, Arm, and Bucket-Achieved 126PPM.

Fabrication of the critical parts like Boom, Arm, Bucket, Track Frame, upper and lower frame, swivel guard frame -Achieved in-house PPM rejection of 150 PPM.

Recent welding techniques like the Robot welding, Tungsten welding, Argon gas welding implemented successfully in Hyundai with maintaining rejection levels within the target of 150 PPM.

Laser Cutting Machine for sheet metal parts-Achieved the target of 100PPM.

Developed major parts like Main control valve, Hydraulic Pump, Engine, fuel tank etc.

Handled most complex launch of the Excavators Robex 21 Tons and Robex 22 Tons in Hyundai successfully.

Establishing new concepts viz. early involvement of Quality in new launches/ Customer centricity

• Mentored team members to enhance professional development and accountability in workplace.
• Managed senior-level personnel working in marketing and sales capacities.
• Cultivated positive rapport with fellow employees to boost company morale and promote employee retention.
• Monitored security to protect employees, customers and property.

Noteworthy Accomplishments:

1.Machining of the critical parts like Chassis, Frame, Dump Body, Boom, Arm, and Bucket, Clutch Housing for Tatra, Water Sprinkler Frame, Front Axle machining of Motor Grader-Achieved 150PPM.

2Fabrication of the critical parts like Chasis, Frame, Platform Body,Axle, Boom, Arm, Bucket, Track Frame, upper and lower frame, swivel guard frame -Achieved in-house PPM rejection of 200 PPM by maintaining welding parameters like current, voltage, flow rate.

3.Recent welding techniques like Robot welding, Tungsten welding, Argon gas welding implemented successfully in BEML with maintaining rejection levels within the target of 150 PPM.

4 Laser Cutting and gas cutting Machine for sheet metal parts-Achieved the target of 100PPM.

5.Developed major parts like Tipping Cylinder, shaft, Radiator, Brakes, clutches, steering, Main control valve, Hydraulic Pump, Engine, fuel tank etc.

6.Achieved 1st rank for 35 Ton Dumper in Indian Market.

7.Rapid Resolution of supplier Part related issues ( 80%+ reduction in major issues in one year)

8. Led Plant to achieve highest score in Global Audit in “Built in Quality” element in all three plants of BEML.

9 Established the Quality Engineering Organization as per New Global Template of BEML.

10.Achieved all operational targets at Regional level and reduction in warranty rate / Cost in six months.

11.Led Quality function in all the three plants of Dozers, 85 Ton Excavators, 100 Ton Dumper, TATRA, Motor Graders.

Encouraging manager and analytical problem-solver with talents for team building, leading and motivating, as well as excellent customer relations aptitude and relationship-building skills. Proficient in using independent decision-making skills and sound judgment to positively impact company success.

Dedicated to applying training, monitoring and morale-building abilities to enhance employee engagement and boost performance. Strong leader and problem-solver dedicated to streamlining operations to decrease costs and promote organizational efficiency. Uses independent decision-making skills and sound judgment to positively impact company success.

Serviced-focused General Manager dedicated to delivering positive customer experiences to promote loyalty and repeat business. Orchestrates optimal resource utilization to handle expected operational needs. Sales leader with sound judgment, good planning abilities and interpersonal communication strengths.

TRAININGS

1. Participated in no. of Training programs specially designed for the “High Performers” in TAFE.

2. Training on Six Sigma Black belt and Certified Master Six Sigma Black Belt.

3. Training on TPM- Quality Hozen Pillar- Pillar Chairman-Lead the team to get TPM -Excellence Award.

4.Lead Auditor Training on IATF 16949:2016, ISO: 9001:2015, Lead Auditor Training on ISO:14001:2015 and OHSAS 45001.

5. Participated in the workshops on strategic planning in TAFE plant.

6.DFMEA, TPM, PFMEA, APQP, PPAP, QS-9000, IATF 16949 and 5S Techniques.

7. Work Ethics Training by Wabco and Dayco.

8. Quality 4.0 Training by CII.

9. IATF 16949 lead auditor Training and certified lead auditor for IATF 16949.

10. Certified VDA 6.3 Manufacturing Process Auditor.

11.ASNT level II in UT,RT,MP and PT.

12. Lean Expert Certification.

13.TPM Training by CII.

14.Expert In Product Safety as per VDA Standard.

15. Training on Visionary Leaders for Manufacturing from TAFE