Sunit Kapur Email & Phone Number

Detroit, MI, US

Mumbai, Maharashtra, IN

Northville, Michigan, US

• Managed and maintained P&L of clean air (exhaust systems) business for America, with $3.2 billion in total revenue and $2 billion in value-added revenue. Managed business with 18 manufacturing facilities in America (13.
• Restructured the entire business in NA by:
• Moving Design services to LCC.
• Creating competency centers and moving production to best cost country based on financial analysis.
• Closing plant in Argentina (due to the hyperinflation in the country).
• Created focused business unit below self to manage CTOH business.

Northville, Michigan, US

• Served on board of directors. Managed P&L for global product line with $500 million in revenue across nine manufacturing plants globally (three in U.S., three in Asia, and three in Europe). Licensed agreement.
• Focused on sustainable profitable growth and moved the automotive product line from #3 to solid #2 in the market.
• Expanded the #1 position in Industrial market.
• Strategically made a JV in S. Korea to enter Korean automakers globally.
• Integrated BERU business in EU with Champion.

Northville, Michigan, US

Managing director for listed entity (Federal-Mogul Goetze in India) while overseeing other entities (i.e., system protection, bearings, and ignition), with total turnover of $300 million. Acted as key part of global CEO’s team. Oversaw and managed full P&L. Acquired two all-new products in FM India portfolio.

Northville, Michigan, US

Named operations head for federal Power Train (PTE) division, handling units with turnover of $250 million. Served as member of strategy board for India. Handled four plants in India and managed 90% of turnover in India. Developed new business strategy for all manufacturing locations with focused plant.

Northville, Michigan, US

Worked as plant head (director) at plant with turnover of $75 million and employee base of 3,000. Increased turnover by substantial 67% from $45 million to $75 million. Reduced HC by 600 by negotiating cycle time-based production with unions. Improved productivity by substantial 40%. Relocated fully operational plant from U.S. to Patiala, India, and.

Northville, Michigan, US

Managed all activities for manufacturing of pistons and rings. Drove efforts in planning and optimizing utilization of resources for manufacturing products with minimum cost. Maintained special emphasis on productivity improvement, cost reduction, implementing quality systems (TS16949), and world-class manufacturing practices to include 5S, Lean.

Oversaw prime manufacturing unit of business (i.e., piston manufacturing). Initiated world-class manufacturing techniques to include 5S, Lean Manufacturing, and TPM. Increased productivity of new CNC line from 700 to 1,000 total numbers per shift via negotiation skills. Met customer demand regarding quality, delivery, and cost. Maintained delivery strike.

Led and managed piston manufacturing area for four CNC lines dedicated to major OE manufacturers, including M / S Maruti Udyog Limited, M / S Bajaj Auto Limited, and M / S Yamaha Motors India Limited. Met M / S Maruti Udyog’s requirement of quality and delivery and won customer award for best performance in quality and delivery for 1999 to 2000..

Worked as production manager for piston machine shop and managed machining area of CNC lines. Ensured on-time delivery of production. Kept rejection levels within budgeted target value. Cut down manufacturing costs. Led improvement of productivity and cycle time of machines. Conducted SMED activity. Performed and conducted quality circles. Maintained daily.

B.E, Mechanical

Executive Education, Leading Global Businesses

General Management Program, Business