Quality Project Manager

Dr. Gyanesh K. Gupta, (MBB, PE, PMP)

Vice President, MBB and Chief Productivity Officer, Adams Thermal Systems

***** ********** **** *****: ******@*****.***

Plainfield, IL 60585 Cell: 605-***-****

Focus:

Provide assertive leadership, forward thinking and uniquely proven strategies to systemically improve

and turn around the organization for quality, productivity, morale and safety

Build, lead, and manage high performance teams in delivering products and processes that help

business succeed.

Relentlessly and passionately improve overall value of an organization for its stakeholders by focusing

on timeliness of new product launches by utilizing knowledge and wide experiences in operational and

core business practices

Resolve old challenges and proactively address new challenges during all phases of product

developments, launches and maturity to succeed

Align product development with product quality management upfront to increase product reliability for

improving customer satisfaction and increasing market share

Experience:

Twenty+ years of diverse experience in research, product development, manufacturing and quality

management

One year of experience at Adams Thermal Systems leading multiple plants and 1000+ employees

of the operations, quality, manufacturing engineering, six-sigma, new launches, materials, facility

and maintenance groups.

Four years of experience at Case New Holland (A Fiat Industrial Group of Companies) in directly

leading a large team (10+) of supplier quality specialists, in directly and indirectly managing global

suppliers (1,000+), and in helping make sourcing decisions for new commodities

Ten years of experience at Ford Motor Co. in leading, designing and launching new products

Three years of experience at the Univ. of Michigan in carrying out applied mechanics research

Twelve years of project manager experience in successfully launching new products and processes

using lean concepts, process, project and Product Lifecycle Management (PLM) discipline

In depth experience in

changing the culture of the company and shifting paradigm to improve morale and safe work place

resolving complex and deep rooted issues and sustaining the solution.

deploying six-sigma methodology to the whole organization

the methodology and processes of ISO/TS16949 certifications

helping improve productivity, quality, leading high performance teams to turn a “losing” business

around to profitability.

coordinating supplier management activities for North American, Chinese, and Indian suppliers

launching new initiatives to improve supplier performance and turn their quality around

Proven performer with an adaptive and effective combination of analytical and leadership skills

An impeccable track record of accurate and timely delivery of projects and products that have wide

reaching customer and stakeholder impact and acceptance

Assertive and persuasive personality with excellent communication skills coupled with the ability to

interact effectively with individuals at multiple levels of the organization

Always ready to “roll my sleeves” and “dirty my hands” to resolve issues in timely manner.

Recipient of the institute silver medal for graduating at the top of the undergraduate engineering class

Certified Six Sigma Master Black Belt, Professional Engineer (PE) and Project Management

Professional (PMP) along with PhD in Mechanical Engineering and Masters in Engineering Management

Certified in widely used product and process developments, quality planning and problem resolution

tools (Global 8D, Six Sigma, Process Control, FMEA, Statistical methods, System Thinking)

Education:

7/1983-6/1987 Bachelors in Mechanical Engineering Indian Institute of Technology 9.69/10.0

9/1987-8/1993 M.S./Ph.D. in Mechanical Engineering University of Pittsburgh 3.98/4.00

9/1993-6/1996 Post-Doctoral Research Associate University of Michigan, Ann Arbor

5/2001-4/2004 Masters in Engineering Management W ayne State University 3.97/4.00

Biographical Sketch: Gyanesh K Gupta – Page 1

Key Leadership Strengths:

Capability of functioning as a motivational leader, prime “catalyst” and “glue” to help turn around the organization:

Adams Thermal Systems was a losing business when they approached me to help fix the operation, quality,

material, maintenance and manufacturing engineering organization. The NIBT was - 4% for the quarter ending

June and September 2012, with all key metrics going in the wrong direction (see attached). All key customers

were upset for not getting the parts or when they got the part, it had defect. The equipments were falling apart.

People were leaving and 75% of the work force was new. With the six sigma mind set and positive motivational

technique, I was able to help build the team and work force that has produced + 4% NIBT for December 2012

and + 7% NIBT for March 2013 quarters. All the key operational statistics are attached on the next page.

Capability of functioning as a primary change leader for new technology in improving and sustaining quality: My

diverse experience and understanding of new technology have allowed me to be involved in identifying new

technology and areas of improvement for advancing quality, design and strategy for products and processes. I

have used first principle methodology to solve issues related to useful-life improvements for our products and

designed new strategies in revising processes to meet the demands of competitive environment.

Capability of applying diffusion of ideas and new technology principles to promote organizational vision,

behaviors and quality principles: Throughout my professional career I have been involved in promoting the vision

of organization through new technology and tools development and implementation by gaining acceptance of the

technology through assertive coaching. Many of these techniques involve demonstration of technological

advantage and use of peers to influence people's behavior. I have successfully used these techniques in many

six-sigma process and product development projects that I have worked on.

Ability of practicing systems thinking in developing business strategy: Too often a system fails when we focus

exclusively on components rather than systems. I believe a successful project, product or process can only be

delivered when the whole system is taken into account, and interfaces between the component boundaries are

paid attention to. This is how I believe we can remove "hidden factories" and ultimately deliver upon our

commitments to meet and exceed our customer expectations.

Ability to mentor and coach quality principles: This is one of the most important qualities a quality manager can

possess in delivering sustainable improvements. I have successfully worked with many teams and individuals on

developing six-sigma mindset and employing first principles to resolute problems and sustaining it over period of

time when the watchful eyes are moved. I always work first on defining problems and using the statistical tools in

the define phase to scope out the problem. I have influenced many of the project teams with this strategy in

meeting the goal of the project in the given amount of time.

Ability to communicate: My ability to work with people of various leadership levels, from plant workers to the

CEO, has helped diffusion and implementation of ideas. This ability will surely strengthen my commitment to the

quality improvement goal and help me with promoting my vision and thoughts while working with a cross

functional team.

Ability to provide assertive leadership: I have the courage to do the right thing for our customers, and will work on

meeting and exceeding customer satisfaction through key commitments. I know how to do the right things and

do them right for our customers. This ability to provide leadership, goal settings and innovate using a

combination of my advanced education and experience has helped me guide our organization effectively.

Summary:

W ith my diverse experience, system thinking, quality commitments and motivation to get the work done with

creative ideas, I believe I will be an asset to your cross functional team. I can relate to the people, products and

processes, and provide the technological innovations and leadership to meet the goals of the organization. I will

bring with me the safety focus, positive attitude and relationship building mentality to lead our team and move

forward. I am sure you will find in me a "quality" person ready to deliver on the challenges that your customers

are looking for.

Sincerely

Gyanesh Gupta

Biographical Sketch: Gyanesh K Gupta – Page 2

When and how did I contribute during my professional work at Adams Thermal Systems (ATS)?

Vice President, MBB and Chief Productivity Officer – Leading Operations, June 2012 – Present

Quality, Manufacturing Engineering, Materials, Facility and Maintenance

Departments

Actions and Results:

Deployed Six Sigma – Led and taught by me to improve quality and productivity

Deployed 5S+Safety to improve productivity through standardized and safe work

Here are the KPI that show success of our team led by me!

Eliminated backlog completely from a year old high level of 34,000 cores

Improved morale, customer and employee satisfaction

W e say what we are going to do and do what we say.

The company is now financially healthy – we have now two successive quarters in black

compared to the red in the quarter I got hired in!

Supplemental Information: Gyanesh K Gupta – Page 1

When and how did I contribute during my professional work at Case New Holland (CNH)?

April 2008 – June 2012

Supplier Quality Manager and Lead Hydraulic and Mechanical Specialist

SQE Coordinator for suppliers from China/India/Brazil/Mexico for CNH NA

Actions:

Managed a large team of supplier quality engineers/specialists and over 1000 suppliers related to

various commodities, including actively managing over 100 critical suppliers

Initiated and managed a program to continually audit critical suppliers (based on turn over with CNH,

warranty costs, initial quality issues, cost of rework) using ISO based audit process

Initiated and managed the PPAP submission for new parts using APQP based launch process

Authored, initiated and managed the change management process and change notification process

(supplier requested engineering approval – SREA) for any changes that happen at supplier location and

that impact the part quality

Initiated and managed the design and technical review process during the sourcing process – a key step

that has helped eliminate issues related to specification and key design/print deficiencies

Trained CNH internal quality engineers in how to manage suppliers and prevent supply chain related

problems by teaching them the fundamentals of quality management, problem solving strategies,

program review and process control plan audits.

Instituted and managed a culture of SMART objective roll out to suppliers in the beginning of the year to

measure the effectiveness of the change

Championed problem solution timeframe to 120 days instead of unlimited timeframe that problems used

to remain open

Managed difficult suppliers personnel through partnering, cross functional team focus and through

escalation within their own organization and through “New Business Hold” from CNH purchasing

Developed personal relationship with key suppliers’ quality team and management to ensure that the

revised expectations of CNH were met with the same focus

Personally managed key suppliers who have major warranty and quality issues to institute the need of

quality documentations, root cause determination methodology, preventions, sub-supplier controls, and

outgoing quality management to bring down the PPM and resolving long-standing critical issues.

Resolved long standing supplier quality issues by training supplier in the root cause analysis

methodology, six sigma problem solving techniques, helping create a better failure mode analysis and

control plans and instituting preventing solutions to avoid further issues

Reduced PPM for zero hour quality rejects by reviewing and resolving issues in the critical processes,

fixing sub supplier quality related issues and increasing their capability to deliver assured quality

products and finally instituting mentality of prevention over detection in the decision making stages

Actively pursued overall customer satisfaction by ensuring that all quality issues, regardless of how big

or small they are, are solved and paid attention to in timely manner.

Results (Key performance Indicator Improvements):

W arranty reduction from 6% of turn over to less than 3% of the turn over

Initial quality indicator (Parts rejected per million) reduced from over 2000 to less than 800

At least 85% parts approval before 4P and 100% by J1

Key quality documentations (process flow, PFMEA, Control Plan) preparation and adherence to the

discipline by suppliers for prevention of issues

Change management process are followed and resourcing related quality issues have been eliminated

Issue resolution time has reduced from over 1 year to less than 120 days

Rising to the position of “go to guy” at CNH supplier quality organization in less than a year that

prompted our director to comment, “what I achieved in a year, most people do not achieve in 10 years”

and our VP of quality to comment, “I can get the work done in timely manner,” “they rely on me,” and “I

am on his short list of high professionals and leaders”

Supplemental Information: Gyanesh K Gupta – Page 2

When and how did I contribute during my professional work at Ford Motor Company?

July 1996 – Dec 1998

Automatic Transmission Fluid Development Engineer

Jan 1999 – Dec 2000

Electro-hydraulics Methods Development Engineer

Jan 2001 – Dec 2008

Six Sigma Black Belt/ Product Module & Development Team Leader

Designed and engineered the launch of a new main control for a six speed automatic transmission

Delivered quality, time and cost targets for main control for a newly designed six-speed transmission.

Developed CFMEA, DFMEA and PFMEA for the new design to proactively manage the launch and avoid

any customer satisfaction issues

Managed APQP process to manage the launch of the newly designed main control

Led and managed tier 1 and tier 2 suppliers along with the cross functional team of Ford consisting of

purchasing and finance professionals along with system, testing, manufacturing, design, supplier

technical assistance and quality engineers

Resolved in timely manner all design and production related issues by utilizing concepts of root cause

analysis (Global 8-D, Cause and Effect analysis and Six-Sigma DMAIC concepts)

Designed a robust fastening sequence strategy for main control joint for achieving time/temperature

based stability of clamp load, and reducing leakage for reliable functionality of the main control

Successfully used six-sigma discipline to identify the root causes of functional issues in main control that

led to fastener surface finish changes for creating a robust joint

Used SWOT (Strength, Weakness, Opportunity and Threat) analysis to help analyze marketing strategy

for vehicle personalization for a Ford truck brand

Championed a saving of $600K per year to the program by implementing efficient shipping method

Championed projects to cut cost of a product by alternative design or supply chain modification

Championed a 30% cost cut by improving the existing design for manufacturability and assembly

Developed analytical temperature prediction model for clutches – Analytical model for predicting

temperature on a real-time basis was created and is currently being integrated with the transmission shift

strategy. This will provide Ford with a technological competitive edge in managing shift quality.

Using design for Six-Sigma concepts, developed strategy to control temperature at the clutch interface in

an automatic transmission

Analyzed and resolved issue of shudder in a shifting transmission. – Customer satisfaction project that

resulted more than $250K ongoing annual savings.

Developed new guidelines to tolerance hydraulic valve dimensions – Using GDT and Six-Sigma

principles, tolerances on valve dimensions were improved to solve problems related with assembly. The

impact of the project is to create new design rules for tolerancing valves – resulted in savings for more

than $250K annually.

Solved bore wear issues related with transmission clutch shifting – Transmission failures related to loss

of shifting capability can be safety hazard and warranty drain. Design and process improvement were

identified to resolve and reduce those failures – annual savings for $100 K.

Developed methods to analyze time domain data to predict main effect and interaction effects in a

traditional design of experiment (DOE).

Developed analytical methods to help support hydraulic control system modeling

Developed generic lubrication system modeling technique.

Integrated lubrication technology with heat management system.

Verified and minimized component lubrication requirements for pump power draw.

Co-Led Common Cause Leak Team to reduce warranty and improve quality of the transmission – Led a

team to identify and eliminate reasons of transmission leaks to reduce warranty cost.

Developed automatic transmission fluid (ATF) – Various additive packages and base stocks were

analyzed to address the automatic transmission's need for a robust transmission fluid.

Developed Low Velocity Friction Apparatus to analyze the friction properties of an ATF.

Analyzed safety mitigating software for Failure Mode Effect Management (FMEM) for its robustness

using traditional reliability tools. Analysis led to design improvements and additional safety features.

Developed model for analyzing risks (quality, time and cost) involved in sourcing parts to low cost

suppliers in developing countries (such as India, China among others) – the analytical tool can help

decide which supplier to choose to maintain customer focus and company objective.

Designed and implemented sourcing strategy using what-if scenario (decision making methodology)

Supplemental Information: Gyanesh K Gupta – Page 3

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