Vikrant Rayate is an accomplished engineering leader with over 13 years of experience in the automotive industry. He currently leads engineering and quality initiatives at ZYNP International Corporation, specializing in powertrain systems including pistons, rings, pins, and liners. Previously at Stellantis, he managed the design and development of core powertrain components for programs such as BGE Upgrade, T4 EVO, and EP6.
Having served in roles spanning application engineering, design, and quality leadership, Vikrant brings a rare perspective that bridges mechanical precision and strategic management. His experience reveals how the principles that drive engine performance, such as efficiency, balance, and continuous improvement, also define what makes businesses thrive.
How do you define engineering precision, and why do you believe it is critical not only in automotive but across other industries such as energy and manufacturing?
For engineering, precision isn’t a buzzword; it’s a discipline, a guarantee of consistency and accurate numbers. Coming into a project, you must know exactly what to expect, and that’s what the checklists in design, testing, and production are all about.
From my time at KSPG, Stellantis, and now at ZYNP, the consequences of precision are seen in the parts that we design. A slight miscalculation in something like pistons, rings and liners can be very expensive. This is why precision is built into the manufacturing process right from the start with APQP, PPA,P and IATF 16949 certification, and isn’t something that is thrown in at the end. Looking at the world of precision, it’s easy to think it’s exclusive to the automotive sector, but it plays a huge role in the aerospace and renewable energy industries as well.
In your experience, what role does disciplined quality management play in driving both cost savings and efficiency gains on a scale? Can you share an example where quality-first practices led to measurable business impact?
When it comes to quality management, it’s more than engineering, it’s about what drives a business forward, and coming from a systems perspective, that’s no longer just about ticking boxes.
At Stellantis while working on powertrain projects, coming face-to-face with a problem in a heavy-duty engine, such as excessive oil consumption, really got me going and forced me to dig deep into the root of the issue. When tackling bore distortion, ring geometry and system-level lubrication we made use of Design for Six Sigma and a Design of Experiments driven by Taguchi optimization. This resulted in the creation of a significantly improved ring pack, cutting down oil consumption by 50%.
When I worked at KSPG and am currently at ZYNP, I consistently apply the principles of IATF 16949 and APQP to push the efficiency of these programs and significantly boost profit margins,
Many companies talk about innovation, but struggle with execution. How have you balanced the need for innovation with the rigor of quality standards in large engineering programs?
Innovation and quality work side by side, as innovation fosters advancement, while quality ensures reliability. I have learned that the ideas that generate the most impact arise from improvements in design, material, and processes.
A great example of this was when I improved scuffing resistance in a high-performance engine piston pin bore. Scuffing in a high-performance engine is a real concern given its operation under extreme load and heat. It was clear that finding a balance between performance and durability was the aim, and to sort it out, I methodically and data-driven used FEA results to pin down the areas of the bore that were under the most stress, then reworked the onboard profile so that those loads are distributed more evenly.
The result was a zero-scuff engine that can endure wear and tear and more than met all the quality and production benchmarks, when we ran a thorough systematic scuff test on engine.
Looking beyond the automotive sector, what lessons from powertrain design and development can be applied to accelerate transformation in emerging technologies, such as renewable energy or advanced manufacturing?
Powertrain development taught me that change in any technology starts with systems thinking, understanding how components, materials, and processes work together to provide performance, reliability, and sustainability. These principles guided my mentorship of Clemson University’s team in the U.S. Department of Energy’s Battery Workforce Challenge, a national competition focused on advancing next-generation energy storage systems.
I guided the team in applying structured methods, such as FEA, CFD, and DOE optimization, to develop a novel battery thermal management system. Our team’s goals were to advance cooling efficiency, thermal uniformity, and manufacturability while employing best practices in advanced engine and materials programs.
You have worked with cross-functional teams across regions and disciplines. What have you learned about building effective global collaboration, and how does it contribute to delivering complex engineering projects at scale?
When working with international teams, I’ve found that clarity of communication and a shared vision are basically the keys to getting the job done, and my experience as a seasoned Leader of Powertrain Programs at KSPG, Stellantis, and ZYNP, and managing customers like GM, Daimler, and Ford, shows that this is no coincidence.
One of the projects I worked on required production transfer from China to Thailand, where we had to align design, tooling, and quality validation across three countries. We established regular communication routines, weekly touch-point meetings, virtual builds, and quality audits to maintain alignment. A manufacturing readiness tracker and validation plan were used to make sure every region is aligned! This disciplined collaboration reduced launch risk, minimized downtime, and achieved full PPAP approval on schedule.
Can you share an example of where cross-cultural collaboration led to a breakthrough in engineering design or operational performance?
A strong example of cross-cultural teamwork leading to a breakthrough came from a pin tick issue, a project to reduce piston pin and bushing wear in heavy-duty engines. The “pin tick” noise issue project involved complex interaction between teams across global sites. To resolve this issue our US team conducted a simulation and root-cause analysis, while the Mexico team helped with machining, coating, and cleaning the manufacturing process.
By improving cleanliness standards, processing and changing bushing design for lubrication reduced wear by over 70% and improved NVH levels. This effort also fostered mutual respect and proved that collaboration across cultures drives faster, more innovative engineering solutions.
Your career spans engineering, application decisions, and business development. How has this cross-functional leadership experience shaped your view of engineering as a driver of business growth?
Coming from a design and technical background, I started to understand that the decisions we made in engineering were not just about optimizing performance; they’re about making cost and quality trade-offs and building the trust of our customers, turning engineering into a tangible contribution to the company’s bottom line.
At KSPG Automotive, this helped me transform our relationship with Ford from no active programs to over $4 million in business within two years. I aligned technical expertise with customer needs and helped develop a new simulation framework that could predict oil film thickness, component life, and lubrication behavior across all speed-load conditions, something Ford required. This credibility in capability positioned us as a strategic partner rather than just a supplier.
For leaders outside of the automotive sector, what are the key takeaways from your approach to engineering precision and quality that can help them succeed in their own industries?
Precision for me is the disciplined thinking that helps ensure the accuracy of results, by creating processes with the clear objective of being repeatable, measurable and intentional. Quality is all about building reliability from the start, and this is not exclusive to the automotive sector.
The first decision should be made on data and not gut feeling. Verify every new design or change through simulation and validation testing. This data-driven approach translates to any industry.
Second, create closed-loop systems integrating DFMEA, DVPR, and field analysis to ensure full traceability, just as other industries can connect design, production, and customer data for continuous improvement.
Third, treat quality as a cost advantage, not a compliance task. The same methods that reduce wear and friction in engines can also cut waste, rework, and downtime. Ultimately, precision an quality are mindset, anchored in structure, accountability, and collaboration, that enables scalable innovation without sacrificing reliability, efficiency, or trust.
