Harshkumar Radhakrishna Bajpeyee

Ionizer Project / Technology Transfer / COO/ Senior Business & Operations LeaderFull Time

• Job Details:Head Innovation and development for ‘100% Make in India’ Pollution Control Equipment based on ionization principles. Oversee end to end Product development, technology transfer, Product Industrialization, business development consulting, Product approval, Gov. Liaising, Quality systems, Packaging, Contract manufacturing, business strategy and Supply chain development. Projected market is $14.3B expected to grow to $21B by 2021-22. Highest growth of $3B projected in India with~ 7000 Cr. in revenues for ionizers. Key Accomplishments  Transformed company strategy from HEPA based to ionization based pollution control equipment which sharply reduced average monthly bill to Rs. 14 with zero yearly maintenance as against Rs. 315 and Rs. 7000 yearly maintenance for HEPA.  Completed product development for pollution control equipment with all approvals from NABL, GPCB, and MOEF approved Labs in record 3 months.  Delivered first Internal Air Quality control product manufactured 100 % in India with no import components.  Successfully applied for Patent 317931-001 in March. Transfer of technology done in record time of 6 months.  Developed Quality System with ISO 9001: 2015 certified compliant company. Established Supply Chain  Achieved 60% cost reduction by industrializing the product with Contract Manufacturing 6 Cr INR with zero CAPEX.

Head Operations Technical and Factory ManagerFull Time

• Job Details:Member of Global Technical Council. Led the challenge of getting manufacturing and export done right and within budget in India especially with imported components. Hired to get the work load from European sites and expedite poorly performing projects. Oversaw platform development, Technical Bids, capacity utilization, daily operations performance monitoring, Site maintenance budget etc. Key Leadership Accomplishments  Replaced European engineering teams with local engineering talent. Got project transferred from Vienna, France, East Angelia, Czech Republic and Hungary. Reduced technology transfer budget drastically by 60%.  Oversaw Both Plants Bogies and Rolling stock with total order of 2600 Cr.  Handled parallel ramp up for manufacturing of two mega Metro project site on different product platforms (DMRC India -1300 Cr & QNGR Australia- 3700 Cr) with highest beat rate ever achieved by any competitor in India.  Reduced site maintenance cost by 40% with autonomous maintenance concept. Reduced learning hours through proto typing and multiskilling by 40%. Led change Management from Excel to CMT tool. Limited skilled set to only 15% of total requirement.  Client brands worked with -SNCF France, French National Rail Company, Wiener Linien, Austria QNGR Queensland State Australia, Geodis Top Logistics, ArcelorMittal, KTK Group China. Delhi Metro (DMRC) and Adelaide Metro Australia Demonstrating Strong Operations Leadership  Introduced self-alignment jigs and solved the major issues related to door opening for the first time in global railway industry. Resolved rework, line stoppage & major critical safety issues successfully.  Improved TPT of manufacturing from 23 days to 13 days resulting in improved cash in cycle. Recognized by the President  Reduced rejections from 8% to < 1%. Improved FTR (First time right) from 72% to 96%. Securing International Business  Got Site certified to Gold status. This became bench mark for other sites at Bombardier.  Marketed and secured projects transfer from Australia, France, Vienna, Brazil worth 450 Cr  Secured Sao Paulo mono rail project for the site and delivered with 24% margin.  Engaged people in improvement initiatives contributing to 20% productivity improvement.  International Experience – Visited Australia for 3PL process mapping & negotiations with the Global logistics Agencies Visited Siegen (Germany) for knowledge transfer Delivering Strong Cost Savings  Saved 8 Million Euro Jig CAPEX per project by introducing flexible manufacturing jigs. This also ensured competitive bidding.  Secured special warehousing permission from Gov. of Gujarat saving 4.5M Euro ( 32 Cr)  Established 3PL logistics contract for first time in Heavy Engineering Industry saving of 9M Euro.  Cut down raw material by 20% for local suppliers. Reduced inventory from 36M to 12M.  Recovered 2M Euro from DMRC held up for 4 years on account of improper documentation.  Sought support from PM office to resolve Ice-gate implementation by Customs. The issue was resolved in 2 days.  Trained and deployed 45 village women as electricians under Saksham scheme

DGM Operational Excellence and Project ManagementFull Time

• Job Details:Oversaw New Product Introduction, Design Change Management and Opex initiatives. Key Accomplishments  Established Design change Management process on IT portal DCM Portal  Increased MTBF drastically from 292 hours to 350 hours leading to 16% improvement in operating availability of turbines. Generated free cash of 185 Cr via obsolete inventory sale. Reduced time to repair by 20%  International Experience - Visited Rostock Germany for alignment of design change management with the German team  Client brands worked with - TCS, AGL Energy Ltd., DLF, Reliance, Aditya Birla, Tata Group, British Petroleum, MSPL, John Deere Wind Energy & Distributed Wind Systems.