§ Achievements: o Annual Saving of 1.4 Million USD. Optimized manpower schedule and overtime. Led shrink film saving project. Led stretch film saving project. Led Pallet usage/selling project. Led water saving project. Led glue consumption saving project. o Led to break daily and monthly production records 11 times. o Led a project to resolve fallen bottles issue that had been a big downtime source in NRB Lines (non- returnable bottles) as well as Loss in process source for years. o Led a project to reduce condensate water losses that had existed for three years in four production lines. o Created complete detailed Standard Operating Procedure (SOP) for new production line. o Modified and corrected existing SOPs o Trained and developed over new 35 male operators and 19 female operators. o Five S champion (Lean tool) Implemented the continuous improvement concept of 5s in production lines. o Focus improvement champion (Lean tool) Created Focus improvement projects that led to achieve target efficiency and maintain minimum loss in process. o Increased Line Efficiency by 13% from 73% to 86%. o Reduced bottle Loss in Process (LIP) by 0.89% from -1.18 to -0.29. § Responsibilities: o Analyze daily production report and prioritize actions to reduce downtime sources of production lines. o Raise RCAs (Root causes analysis) and NCRs (Non-conformance reports) reports for downtime sources and quality nonconformance sources while providing corrective and preventative actions within 24 hours. o Identifying LIP (Loss in Process) sources and come up with action plane to meet LIP set target. o Create standard operating procedure (S.O.P.) and one-point lesson (O.P.L) o Keep update on GMP - GHK, Safety Assessment, and daily chemical consumption of production lines. o Actively participate in planning, preparing, scheduling and prioritizing production activities ensuring the required demand is met in an optimized and safe fashion. o Coaching to all direct reports in the execution of their responsibilities. o Instructing, coaching and training co-workers & front-line staff in Lean manufacturing tools (Operational Excellence) and new processes. o Identify and develop high potential staff. o Manpower allocation to meet target demand

It was a school project where our team helped reducing the cycle time for items that were returned to “NeoCoil Company” using three lean and six sigma methods: DMAIC, value stream mapping and cause effect analysis. After the analysis of the manufacturing processes, layout of the facility and overall efficiency, the team was able to design a proposed future state that would decrease the cycle service time greatly.

Responsibilities: --•Develop a safety layout of the facility to make it visible to employees per OSHA request. 
 -•Standardize a coding system for certain products. 
 -•Apply Visual Factory (5Ss) method/ specifically/ signs and indicators. 
- -Key Skills:--•Teamwork -•Leadership -•Presenting & Communicating Information -•Strategic Thinking -•Deep Understanding of Lean tools