Engineering Manager

*******.**@*****.***

+** – 988-***-****

Bangalore, Karnataka, India

I have an accomplished career of 14 years in the largest and Global Automotive Fortune 500 Company, General Motors. Successfully delivered in multiple roles, operating at the Global level in Design and Engineering, Program Purchase Management, Change Management, Business Transition (GBS) and Project /Program Management. EXPERTISE

Change Management(OCM/ECM/BCM)

Project Management.

Stakeholder Management

Product Lifecycle Management.

Resource Planning/Optimization

Purchasing Management

HR Business Partner

Continuous Improvement

Business Transition

Strategic Planning

PROFILE SUMMARY

Develop and manage an OCM strategy and plan, utilizing proven OCM methodologies and related tools.

Align with the Project Management Office to develop work plans for change management work streams and related activities.

Ensure Change Management methodologies, communication strategies and frameworks are successfully embedded within Product development programs are successfully developed and carried out.

Worked in Change Management domain for past 11 years which deals with the entire product lifecycle of Engine development. Managed the Bill of Material for over 500 components that our Product required.

Program Purchasing Manager with experience in project management, strategy development, and budget control.

Employee Development: Coaching, Mentoring, Team Building, Cross training, Appraisals etc.

I had in multiple instances travelled to GM locations in the USA on deputation and for extended training & develop and manage strong team relationship and partnership, with orientation towards knowledge sharing and collaboration QUALIFICATION

Masters of Business Administration - Post Graduate Diploma in Human Resource Management NMIMS Global Access- School for Continuing Education (2019).

Bachelor of Engineering – Mechanical Engineering Visvesvaraya Technological University, Belgaum (2003). PROFESSIONAL EXPERIENCE

BUSINESS AND LEADERSHIP SKILLS

Managed Organizational Development (OD) Process; asses organizational development needs of the business and functional units. Key initiatives were implemented for performance management, recruiting, training, career development, talent assessment and culture transformation.

Responsible for multiple engine programs, establishing the program schedules, product specification, work breakdown structure, scheduling and assigning activities to team members. Determined areas for process improvements and provide recommendation for technical solutions and long term vision of what needs to grow in the business unit.

Partner with stakeholders in establishing cost targets and in gaining alignment on program objectives and financial targets. Foster continuous improvements in communication and alignment with Global, Regional and brand stakeholders to better influence planning choices.

Perform performance reviews and guidance related to day to day activities and career goals. Manage team expenditures and budget. Oversee recruiting, training and mentoring of junior level staff members that consistently become productive members of the business team.

Management

Trainee AIM

INSIGHT Jun

2003 - Nov 2003

Group Lead-Engineering

Release (GPS) General

Motors

May 2004 - Nov 2015

Program Purchasing

Manager (GPSC)

General Motors

Dec 2015 - Feb 2017

SAP CCoE Business

Transition-Material

Management

General Motors

Feb 2017 -Dec 2018

Veeresh Shakapurmath

Provide strategic advice, counsel and consultative solutions on people management aspects of their business to include driving organizational development, team effectiveness, executing change management strategy and employee engagement solutions.

GENERAL MOTORS TECHNICAL CENTER PVT LTD, BANGALORE Business Transition Champion (Change Management Analyst) Feb 2017- Dec 2018 Spearheading as Business Transition Expert and handling the Material Management module of the SAP CCoE Business Transition as a core team member. Steering collective efforts towards global support towards change management for each GMIO Business Unit from local/regional processes to global common data standards, solutions and processes for their defined process areas.

Business Change Impact Analysis Assess change impact of current and future operating model.

Business Partnering and Business Mentoring -Mentored and coached senior and middle management team to help support employees and drive change .Developed new ways of working and culture change activities.

Preparing Scope Document based on the global template.

Business Communications Planning and Execution- Implement and manage a full change management and communications plan for all stakeholders and perform leadership reporting on progress and adoption. Drive internal team communication and engagement process.

Outlining the As IS Process and TO BE Process in the event of Deployment.

Planning & conducting remote workshop to collect business requirements with development of communication matrix based on the Project Phases timelines.

Signoff from Business Units for the Fits/Gaps and closely updating the Project Team for the Gaps and Obtaining Approved gaps development approval from Global template owners.

Conducting session and communicating Business Units about the Rejected Gaps and Workaround approvals.

Partnering Closely with Business Units to address for a solution for all of the AS IS Process in To Be Process. Highlighting the Business Units needs and Concern with Project Team with Timely manner during various phases of the Project. Requisitioning Test System for the Identified users,

Training Needs Analysis-Assessed training requirements as a result of new ways of working, implementation of new applications and changes in IT processes

Training Management-Planned, Developed, Ran, and managed all training activities Program Purchasing Manager (Global Purchasing & Supply Chain) Dec 2015 – Feb 2017 Purchasing & Sourcing Strategy - Streamlined the purchasing (and sourcing) strategies with program strategy e.g. Localization, Timing, Manufacturing footprint studies.

Fulfilled the Global Purchase requirements for Diesel Engine (1.3L&2L) & Gasoline (1.5L) Engine programs with engine homeroom in Italy, Germany & Korea and manufacturing plant located in India.

Defined the sourcing plans and supervising their execution closely ensuring all time availability.

Chaired all the Program Meetings (PET, PRT and Sourcing table) and bridged for GPSC and Program.

Developed Pre- Sourcing strategy PET group and sourcing coordination for seamless operations.

Handled the procurement expenditures, ensuring compliance with the budgets and cost parameters. Cost Management

Managed the Cost Books – Piece Cost & Vendor tooling for GME (Italy and Germany) and Korea region.

Conducted cost analysis of BOM periodically to reduce the cost of highest $ items by sourcing alternates. Vendor Management

Identified and selected the qualified suppliers in accordance with Quality, Price, Service and Technology.

Implemented Deep Localization Strategy and contracted with local vendors and buyers to optimize the material cost.

Established Local Purchasing System to support the GM operations locally, regionally and internationally. Group Lead - Engineering Release, Engineering Propulsion Systems May 2004 – Nov 2015 Led a team of 14 members of Engineering Change Management (Release) Team for GM Propulsion System (Powertrain), directing the efforts towards the core operation of Engine family in GM Powertrain North America and GM India for the local program. As a part of Powertrain integration team, coordinated with the various Engine plants of North America and other regions including India, Germany, Italy and Korea.

Leadership Role

Headed the proper adaptation, adoption of Standard Operating Systems and fulfillment of the requirements of the GMNA Powertrain, as directed by Regional Leadership and program Executive Teams.

Coordinated between Programs, prioritizing the requirements, performed analysis and designed effective workload planning.

Interfaced with Functional Manager (Engineering, Purchasing, Manufacturing Engineering, Finance, and So On) to ensure process are aligned with Global GM Change Management and Program Management Process.

Scheduled the Program activities of GPDP and coordinated amongst various stages of the process.

Accounted the Bill of Materials (Production-BOMs/Master-BOMs/Individual-BOMs) of various Engine Programs, Updating/Maintaining Master parts list (MPL) and updating Pre-production operation BOMs.

Managed optimum distribution planning according to program or engine family to get the correct digital signature on then EWO which includes Finance, Design, Buyer, and Manufacturing Engineer.

Worked closely with Business Development Manager with exceptional planning and implementation capabilities for the team. Participating in many initiatives and involved in training for the teams and summary forecast future workload and orient strategies to capture maximum benefits.

Change Management / Business Transition Implementation

Analyzed EWO/ECO approval process, identified bottlenecks and streamlined process to improve efficiency. Participated in Change Approval Board (CAB) meetings for both sustaining programs and new program introduction. Participated in weekly multi-functional team meetings; reported on the status of EWO/ECO and other changes.

Managed the implementation of the engineering changes for different Engine Program Build, covering Mule, Beta, Gamma and Production.

Continuously monitored and analyzed the sufficiency of Engineering Change Management deliverables (Design/BOM and Build Reviews).

Participated as a member of cross-functional process improvement teams addressing CRB approval and EWO/ECO implementation, resulting in EWO/ECO processing time being reduced to three days.

Worked as the Technical member of GM North America Powertrain Involved in Creating "Value Stream Mapping" (VSM) team for existing Engineering Change Management Process. – Removal or reduction of unwanted constraints and Process. Operations Management

Drafted Engineering Work/ Change Orders (EWO/ECO) to perform activities like part updates, creating new Engine assembly/sub-assembly and Drawing information update for Powertrain component release to Production and ensure parts are assigned to Engine Programs and ordered on the timely basis and monitor all parts for builds.

Ensured proper cost estimation and accuracy of information are captured by the team in the EWO/ECO.

Developed Program timing plans and program status reports) to ensure high first-time quality, accuracy and proper risk assessment in case of issue

Drive for continuous improvement/ share best practices and lesson learned.

Identify opportunities for process and system improvement, remove roadblock and assist teams in establishing priorities and action plan.

Lead the resolution of common process and system related issues.

Using IBM COGNOS tool, generated the weekly reports for different activities like Material Part List (MPL) audits for maintaining the quality of work, weekly Audit schedule reports GMNA Program Coordinator.

Adopted change Management ERP tool – eTracktool (eTT) – to assign the parts to the design/tool as per the schedules effectively. It works as a common, global tool for Production Readiness, and Engineering Change Management part level tracking.

Initiated EDR (Electronic drawing release) process in Team Centre and initiated a process on all Math files and approve all Math files and drawing files after completing updates in GPDS (Mainframe system). People Management

Managed Human Resource activities of the team of 14 people, including - Staffing and Selection, Training and Development, Performance Management, Career Path and Succession Planning and Recognition and Reward. Accomplishments and Overseas Training / Internal Training

Travelled to GM Powertrain North America for six months (Nov-2014 to April-2015) on iTAP assignment for the role of Program Coordinator. To work across multiple departments and to gain global exposure in both technical and multicultural experience. Improve Leadership skills and Build stronger relationships – emphasize the importance of connecting with Stakeholder who sits in GMNA. Received training in Production and Pre-Production work and extensive training in the Engineering change management process, created first-time self-explanatory training material for the team and successfully brought the project to India.

I had been to GM Powertrain on a Business visit for two months (Feb-2008 to April-2008) Management Trainee - Service Engineering & Operations Management AIM INSIGHT, Mangalore Jun 2003 – Nov 2003 As intern gained working experience in the Operations Management functions. Conducted need analysis to understand client requirement & evaluate their response to foster corporate relations. Further evaluated and presented reports of the same to senior management for review.

NOTABLE ACHIEVEMENTS (Process Improvements Done)

Achieved aggressive Business plan targets consecutively for 1.5 years through technical & commercial negotiations with suppliers & localization Diesel Engine (63%) & Gasoline (75%).

Created electronic Tracking Tool guidelines/ETT load Guidelines--Developed a procedure to load all type of parts in design scheduling summary in ETT. This process has been approved by GMNA supervisors. And, was the part BCF (Better Cheaper Faster) idea for saving the man-hour for training by 50%.

Created Electronic Drawing Release guidelines. EDR Process Guidelines--Written procedure with steps to execute all the EDRs starting from login to "how to process in every step", this process has been approved by GMNA supervisors. 50 hours can be saved while training a new team member.

Created E2 Guidelines--Written procedure for understanding the basics of E2 starting from "Login" to various tabs in E2. Instructions are user-friendly, descriptive and very easy to follow even for the newcomers. Created Engine Assembly Drawing work.

Training

Project Management from PMCC (India) Pvt. Ltd (2011)

DFSS Green Belt Certification (2014)

DFSS Black Belt Certification (2015)

“Engine assembling & disassembling”, GM, Halol Plant, Gujarat

People Smart, Conflict to Resolution by Navgati Group

HIGH IMPACT PRESENTATION" training conducted by Dale Carnegie Training

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