Devang Divecha Email & Phone Number

Peoria, Il, Us

Peoria, Illinois, United States

Peoria, Illinois Area

Led many challenging and key NPI and NSI programs for the cab group. B2017 MWL program was the first high volume cab that was moved to MOSF, requiring considerable skill to resolve the issues and bring it to a completion. Continually raised the quality standard by proactively working continuous improvement projects towards the cab development process. Brought success to the programs by promoting Teamwork and striving for Excellence out of himself and others.

Lafayette, Indiana Area

Designated to provide focus, leadership, and operational expertise for the implementation of Lafayette Facility based APQP projects (in excess of 100) in collaboration with Engineering, Purchasing, and Suppliers. Planned the aggressive quality, costs, investment, and schedule of deliverables and project milestones for a matrixed team of Engineers while actively driving Clean Sheet methodology to define cost for various components. Resolved all issues, working with the staff from various units, without impacting quality or timelines by accelerating planning and execution phases. Defined and executed strategy including competitiveness, new system introduction, and cost reduction in tactical/regulatory programs.  Facilitating Team Development: Generated a $10M cost reduction by efficiently leading a team using the Component Assessment Form (CAF).  New System Implementation: Critical part of the introductory process that led to 94% of Engineers – releasing 1000 prints – to utilize APQP by year end.  Coaching a Work Group: Mastered the methodology to be able to set up offshore centers and train Engineering groups in the US and India in learning Clean Sheet development of parts.  Process Improvement: Yielded up to 20% savings through negotiations for a total of $12.2M using the Clean Sheet Process. Integral in completing the cost analysis percentage from 25% of all parts completed to 45%.  Cross-Functional Communication: Aided in reducing total costs in excess of $500K by closely working with LCP suppliers in castings and Fabrication to resource LEC parts to India and China. System Metrics: Led the team in achieving significant gains in measuring the percentage of completion of Team Feasibility Forms. Attained 30% in 2011, 80% in 2012 and 95% since 2013.

Peoria, Illinois Area

Responsible for identifying opportunities and executing OPACC improvement projects for RI service parts. This includes improving cost, inventory, and price, and leveraging solutions across products.

Lafayette, Indiana Area

Supported the organizational and facility goals of the three engine lines for design work in the Cooling and Lubrication components. Proposed and executed strategies to achieve performance metrics, resolve warranty issues, and structure high-performing teams with project budgets of up to $1.5M and a team of 15 Engineers. Accountable for new design, construction, maintenance, and budgets.  Implementing Initiatives: Closed 15 high-warranty issues that caused $1.5 M in warranty over a three-year span.  Team Structuring: Hired and trained additional Engineers, instilling in them a strategic, innovative environment with a sense of urgency to attain cost reductions.

Lafayette, Indiana Area

Managed a $1.5M budget with accountability for nine Petroleum Programs. Directed a team of Engineers and Designers in the interface between marketing and the NPI program to ensure the correct information is delivered and there is a thorough understanding of market requirements for new engines.  Meeting Targets: Kept the NPI Programs on course by completing multiple GW reviews. Led a team of five in the full lifecycle including launch, optimization, and program definition to obtain all deliverables. Completed project by building prototype and engine pilot to get to the execution phase.

Lafayette, Indiana Area

Directed the complete design, production builds, performance development, quality, and cost for all new Tier 4 engines. Oversaw a $9M budget to lead several NPI programs. Demonstrated a fast turnaround execution to meet time-to-market needs by Proof of Concept and validation for different applications as well as cost and time to introduction.  NPI Lead: Defined the whole structure for five engine ratings applications to move forward the build and validation phases of the production process.

Lafayette, Indiana Area

Gained significant hands-on Engineering experience in continuous product improvement, patent creation, and designing manufacturing tools for various customers by acting a Project Lead in several spaces. Led six sigma teams and NPI projects to bring Tier 4 design to validation. Led Lafayette facility efforts to close out 81 product problems with a warranty impact of $8.3 M. Positions included:

Mba, Business Administration

Master’S Degree, Mechanical Engineering

Bachelor’S Degree, Mechanical Engineering

High School