To innovate and develop Lean Product Development System based on Lean Principles from 0 to 1 to reduce waste and Product Development Lead Time under the dynamics market situation 1. To use VSM tools to build the whole Value Chain for Car Development process, mapping the interaction between Product Definition, Styling Design, Engineering & industrialization. And identify the waste and improvement opportunities to reduce development L/T2. To implement Digital tools to create multitask shared workspace to focus on improve efficiency in information sharing and decision making. 3. To develop Lean Product Development training curriculum based on Information / Knowledge / Decision flow and train the lean ambassadors

- Define and implement the regional Continuous Improvement strategy, goal, KPI and improvement plan - Develop and drive regional key CI transformation projects focus on both way of working and productivity action together with plant. - Support and monitor CI project in the plants and report to leadership team - Define and implement the self-assessment of model and develop the improvement plan with each plant based on CI model and Automation and Digital Model - Develop the improvement methodology training in Basic tools / Six Sigma / lean methodology- Share the good practice among the organization- Organized CI Transformation Projects in the APAC region. Focus on optimize the value stream / reducing waste / machine efficiency improvement with annual impact of 2M$- Engage more than 200+ employee in CI project / Kaizen Event - Engaged the organization to implement key behavior change elements / tools including KPI cascade / GEMBA Board / GEMBA walk / Tier Meeting in all APAC region.

Develop the Operation Excellence strategies and action plans for Asia to support the region/plant to achieve their improvment targets.- Identify the priority area of improvement for Asia region base on the inputs from Global Operational Excellence / Asia Managment.- Set the goal for each plants and develop the detail improvement action plan and deploy into each plant/function/individuals. - Drive / lead the improvement of machine efficiency & man efficiency projects /actions- Drive / lead the inventory reduction projects /actions- Drive / lead the automation projects / actions- Organize the Best Practice Sharing among plants / regions- Report the progress of Opex Projects to the Senior Management Team.Lead the deployment and implementation of Lean / 6 sigma methodology / Continuous Improvement methodology. - Develop the road maps to implement the Lean / 6 sigma / Continuous Improvement methodology.- Organize the Basic Tools Training / Six Sigma Green Belt / Black Belt / Lean manufacturing training to the action leader and team member.- Monitor & Mentor the progress of each action / each plant and report to managment regularly. - Organize Workshops to promote the toolsDevelop / manage Asia Operational Excellence team and network, promote the culture of Operational Excellence. Develop the Global Operational Excellence strategies togethern with Global Team.

Support both the Regional Managemen team and the Unit Managment Team to identify and priortize the key improvment opportunities, facilitate project selection and project reviews to deliver exceptional bottom line savings and top line growth according to medium & long term strategies, including - Support and faciliate for opportunities / project identification in business managment & focusing - Support for project leader evaluation - Manage & monitor the progress of improvemet projects Leading the deployment of Lean/6 Sigma methodology within China region - Deliver 6 sigma related training such as Lean 6 Sigma awareness / Sponsor / Green Belts training - Organize & validate Black Belt and Green Belt certification - Mentor & Coach Lean / 6 sigma Green Belts & Black Belts to successfully complete their projects Animate the local Continuous Improvment network. Organize the monthly Continuous Improvement project review and internal communication. Develop the lean / 6 sigma training material, deployment policy & proess with MBBs in HQ Key accompolishment: - Successfully build the local Continuous Improvment network within 2 years including unit CI managers, Green Belts & Black Belts, Certified total 18 Green Belts & 1 Black Belt by the end of 2009 in China- Develop the local 6 sigma Green Belt & Black Belt training and coach solution.- Successfully support the local Green Belts & Black Belts to deliver 1M Euros process efficiency savings in 2008 & 2M Euros in 2009 through lean 6 sigma improvement actions. - Successfully coached the lean 6 sigma project in the following area: Product Quality Improvement, Raw Material Inventory Reduction, Overdue Payment and AR reduction, Project Management Lead Time Reduction, Manufacturing Efficiency Improvement, Commercial Process Simplification & Cost Reduction in Supply Chain Process Improvement - Certified Lean 6 sigma Green Belt Trainer (2008)

Responsible for Managing Operations/Quality for Breathing product Production (such as breathing equipment, helmet, valve) Business Unit - Daily operation inculding purchasing, manufacturing, quality managment and on time delivery- Ensures maximum efficiency and productivity - Ensures production volumes and product quality during operation.- Establish cost reduction projects for operations- Development program for outsourcing suppliers. - Manage budget for projects and operations/quality cost controls,- Control the warehouse inventory level to an acceptable level without compromising the on time delivery to customer Responsible for global (mainly in US and Europe )project/product transfer and ensure the smooth transfer. - Cost comparsion, commercial negoation and technology tansfer- Build & execute transfer action plan with the scope of equipment, manufacturing, quality & supply chain Leading the implementaion of 6 sigma and leaning manufacturing for the companyKey Accomplishment:- Successfully transferred helmet and selector valve to Shanghai and realize 6 M annual revenue in 2006- Mentored 8 GBs to pass the certification and realized 800K annual saving together with them through 6 sigma and lean activities. - "Star of Employees" of TSP Shanghai of 2006, 4th quarter.- Excellent Award of Asian Pacific, Financial Year 2006- Certified Lean 6 sigma Black Belts 2006

Lead project teams with members of production, purchasing, engineering, sales, planning and quality departments to establish quality standards and to develop strategies to support and satisify the customer needs in cost, quality & delivery. - In charge of the business approach to customer and take part in the bid and business negation for price and liability.- Analyzes sales forecast and evaluate profit and risks. - Coordinates and tracks all activities for customer, including planning, order & forecast management, operations management, quality management. - Directs priorities on product flow to meet ship schedules and monitors MRP, manufacturing planning, cost control, inventory control and test schedules.- Work with R&D team for NPI (New Product Introduction), DFSC (Design for Supply Chain) and & DFM (Design for Manufacturing)Key accomplishment- Working with sales department to get new project worth than 5M $.- Achieved 24M $ sales revene in 2002~2004.- 2 Gold Awards in the competition of QIP (Quality Improvement Plan) in 2002 & 2003.

Pre-examine the product for client and evaluate the possibility of passing the certification test. Help clients to prepare the technical documents. Plan and execute the UL certification schedule with US Laboratory, Provide the coordination between two sides. Help clients to understand UL standards and certification procedure. Supervise the safety test in the Thrid Part Laboratory. Supervisory the UL certification Program for Xiamen Overseas Chinese Electronics Co., ltd, Amosonic Electronic Co., ltd, Jiangsu Hongtu High Technology Co., ltd and Ningbo Donggang Lighting Co.,ltd and have good reputation.