Reporting to: CEOManaging Scope: Production, Engineering, Quality, Planning, Warehouse, Project.Pursue Operation Excellence through 3 key drivers: Operation System, Management Infrastructure, Mindsets & Behaviors & Capability, to deliver high performance result in Quality, Cost, Delivery, and Safety, also enhance team capability improvement to ensure continuous improvement:1) High Quality:QMS improvement to meet different requirement from: ISO9001, BRC, PEFC/FSC, meantime… Show more Reporting to: CEOManaging Scope: Production, Engineering, Quality, Planning, Warehouse, Project.Pursue Operation Excellence through 3 key drivers: Operation System, Management Infrastructure, Mindsets & Behaviors & Capability, to deliver high performance result in Quality, Cost, Delivery, and Safety, also enhance team capability improvement to ensure continuous improvement:1) High Quality:QMS improvement to meet different requirement from: ISO9001, BRC, PEFC/FSC, meantime implement FMEA, Standardization, Systematic problem solving.2) Competitive Cost:- Slow-moving inventory reduction,- Automation implementation- Product and Raw amterials SKU rationalization3) On-time Delivery:- Improve the overall planning capability of the planning department,- Implement S&OP to improve coordination between production and sales,- Streamline production process, eliminate waste and bottleneck to improve overall equipment efficiency,4) Solid Safety- Improve safety through human behavior safety and machine physical safety- 5S implementation to build a safety foundation,5) Professional Team- Introduce and implement performance management mechanism for overall team, breakdown and align performance target from top to down,- Build Talent duplication mechanism for key positions: Engineer, Printing, and Maintenance team.- Implement Leader Standard Work for production management team.- Talent Review and talent echelon construction.Key Achievement:1) Safety accidents reduce 50%;2) Customer complaints reduce 50%, PPM reduce to 0.09 from 0.24;3) OTD improve to 90% from 50%;4) Slow-moving inventory reduce to 16% from 20%5) Introduce and implement Performance manage system and Talent duplication mechanism. Show less

Reporting to: VP – Global supply chain, Tranter-LHE Group1) Have leadership and operational responsibility for the Beijing manufacturing facility including EHS, Quality, Production, Engineering, Project, Supply chain.2) Maintain a strong focus on lean initiatives in driving operational excellence, including Stable Safety, High Quality, Competitive Cost, On-time Delivery, Exceptional customer experience;3) Conduct dignosis analysis to find best practices and improvement opportunities… Show more Reporting to: VP – Global supply chain, Tranter-LHE Group1) Have leadership and operational responsibility for the Beijing manufacturing facility including EHS, Quality, Production, Engineering, Project, Supply chain.2) Maintain a strong focus on lean initiatives in driving operational excellence, including Stable Safety, High Quality, Competitive Cost, On-time Delivery, Exceptional customer experience;3) Conduct dignosis analysis to find best practices and improvement opportunities from 3 category: Operation system, Management Infrastructure, Mindset&Capability; - Build strong and reliable EHS and Quality management system and solid site management: ISO9001, ISO14001, ISO45001, Safety production standardization, CCS, ABS, LR, KR, DNV, BV certification, ASME, EN, and GB150 certification, etc - Streamline the process that from order entry to finished goods delivery, doing value chain analysis through Current VSM and Future VSM to ensure on-time delivery and shorten the lead time; - Initiate Cost Reduction Program to push cost driven culture and build cost competitiveness; - Manage the Manufacturing Operation’s resources and personnel to obtain maximum benefit; - Engineering efficiency improvement through engineer skill capability matrix project; - Enhance performance management through: Smart target setting, breakdown, and alignment; - Refresh performance dialogue system, Enhance regular performance review and feedback; - Direct the preparation of specifications for purchase as to quality, quantity, delivery and service required for purchase of plant equipment, supplies and materials to meet production schedules and quality standards.Key Achievement:- Create historical continuous 3 month highest deliveries；- OTD improve to 97%- DIO improve15%- Cost saving project going smoothly, estimate annual saving 1M RMB Show less

Reporting to: SVP Operation & Technology, Fiber Foodservice EAOFocus on:- Estabilsh priorities, structured follow up of manufacturing performance, set action plans for operation effectiveness and improvement measures when needed and support all manufacturing sites on operations related short-term challenges to keep operations on track;- Follow up the day-to-day performance, identify key issues and priorities, challenging current decisions, actions and their impacts and setting with… Show more Reporting to: SVP Operation & Technology, Fiber Foodservice EAOFocus on:- Estabilsh priorities, structured follow up of manufacturing performance, set action plans for operation effectiveness and improvement measures when needed and support all manufacturing sites on operations related short-term challenges to keep operations on track;- Follow up the day-to-day performance, identify key issues and priorities, challenging current decisions, actions and their impacts and setting with local teams the actions plan for improvements;- In charge of proposing and validating the projects for plants together with the local team and the MD. Projects can be related to specific technology development or new technologies, materials, process improvement, automation, manufacturing footprint, greenfield sites and acquisitions.- Working closely with MD and the project managers invovled in the various initiatives to align and coordinate projects impact multi sites, share best practices and make sure the projects are managed with best project management standards an principles. Show less

Reporting to: GM of North AsiaManaging Scope: Safety, Quality, Production, Technical, Supply Chain, Customer Service, HR, BE.TJ and SH Plant overall management, P&L owner, Successfully achieved turn a profit and keep steady and sustainable trend through continuously pursue Operational Excellence from 3 key areas: Technical System, Management Infrastructure, Mindsets & Behaviors & Capability, 5 key priorities: QCDST, meantime create value to satisfy customer.Successfully turned a… Show more Reporting to: GM of North AsiaManaging Scope: Safety, Quality, Production, Technical, Supply Chain, Customer Service, HR, BE.TJ and SH Plant overall management, P&L owner, Successfully achieved turn a profit and keep steady and sustainable trend through continuously pursue Operational Excellence from 3 key areas: Technical System, Management Infrastructure, Mindsets & Behaviors & Capability, 5 key priorities: QCDST, meantime create value to satisfy customer.Successfully turned a profit, and keep stable and sustainable trend:- High Quality: QMS improvement and TQM implementation, meet different standard and customer's quality requirement: ISO, BRC, PEFC/FSC, QS, PFA, SMETA, SWA, HAVI, YUM!, Unilever, - Competitive Cost: Initiate various cost reduction program from material, labor, and expense through deep dive analysis and cross plant benchamark; Smart CAPEX investment; Cost management awareness improvement through cost breakdown to each item and detail cost analysis.- On-time Delivery: Know well about key customer's requirement through Voice of Customer; Design for Reliablity; Streamline value chain in supply chain management through VSM and Capacity balance; Machine stability and flexibility improvement through Lean tools implementation like 5S+Safety, TPM, SMED, OEE waterfall, SOP, Root cause problem solving,...- Solid Safety Compliance with laws and regulations; Working enviroment improvement through Ergonomics; Enhance safety level through Essential safety + Behavior safety- Professional Team Improve management team leadership; Enhance engineering capability; Lean 6 sigma awareness down to earth. Show less

Reporting to: Mill ManagerManaging Scope: Engineers, Maintenance, Spare Parts, Facility, CI, NPI, Capex Project- Engineering & Maintenance:Design and initiate Engineering strategy: Reliability to Value through Value stream life cycle: Requirement (Voice of Customer) → Design (Design for Reliability)→ Purchase (Total Cost)→ Accept(Standardize) → Installation (Professional) → Use (Failure Elimination Cycle)→ Maintenance ( TPM & Specific PM) → Upgrade ( Continuously Improvement)-… Show more Reporting to: Mill ManagerManaging Scope: Engineers, Maintenance, Spare Parts, Facility, CI, NPI, Capex Project- Engineering & Maintenance:Design and initiate Engineering strategy: Reliability to Value through Value stream life cycle: Requirement (Voice of Customer) → Design (Design for Reliability)→ Purchase (Total Cost)→ Accept(Standardize) → Installation (Professional) → Use (Failure Elimination Cycle)→ Maintenance ( TPM & Specific PM) → Upgrade ( Continuously Improvement)- Spare parts:Through Lowest Parts Life Cycle Cost to achieve the related target: Stock value, Inventory Turnover Rate, Slow Moving Rate, and Non-materialized Rate - FacilityEnsure mill facility system effective running, including Architectural, HVAC, Auto Fire Fighting system, Compressed Air system, Power station system, Waste treatment and dust collection system, meantime continuously pursue energy-saving and cost-reducing.- CI: Lead team achieve mill CI target including OEE, Total Waste, Maintenance cost, and Energy consumption through various Lean activity;Lead FORCE program, annual cost saving ~2M$- CAPEX: Mill CAPEX project management , including NPI, new machine, sustainable, and for NPI, still implement "Project management +" to provide value-added service to customer Show less

Managing Scope: Production, Package, Engineers, NPI, ProjectKey Highlight:- OEE keep steady trend on ~90% through machine stability and flexibility improvement;- Production cost continuously decrease: Material total waste 50% decrease, Maintenance cost 60% decrease ;- Initiate "Project Management +" to provide value-added service to customer, acutal annual cost saving ~1m$- Lead all CAPEX project including NPI project and engineering project to success.- Build "C4"… Show more Managing Scope: Production, Package, Engineers, NPI, ProjectKey Highlight:- OEE keep steady trend on ~90% through machine stability and flexibility improvement;- Production cost continuously decrease: Material total waste 50% decrease, Maintenance cost 60% decrease ;- Initiate "Project Management +" to provide value-added service to customer, acutal annual cost saving ~1m$- Lead all CAPEX project including NPI project and engineering project to success.- Build "C4" technical forum platform and initiate "The Bountry Hunter" program to push technical innovation and team capability improvement- As the Mill FCO lead, lead overall mill capability improvement, and in 2016, "Project Management +" and "C4" be awarded "Best Practices" in KC China Show less

Managing Scope: Production, Package, Engineers- Continuously lead Lean sustain in BJM, OEE continuously ride on 85%+ platform, meantime TW 50% decrease;- Initiated overall team capability improvement structure: Leader: Asset Management Method; Engineer: Engineer Capability Improvement Program, and this program be awared AP BP, and shared in AP mill manager meeting; Technician: Capability Matrix; Operator: Multi-skill amd Job rotation; Packer: Capability… Show more Managing Scope: Production, Package, Engineers- Continuously lead Lean sustain in BJM, OEE continuously ride on 85%+ platform, meantime TW 50% decrease;- Initiated overall team capability improvement structure: Leader: Asset Management Method; Engineer: Engineer Capability Improvement Program, and this program be awared AP BP, and shared in AP mill manager meeting; Technician: Capability Matrix; Operator: Multi-skill amd Job rotation; Packer: Capability improvement program through IE method- 2011, be awarded "Special Contribution Award" Show less

Managing Scope: Lean transformation- Lead Lean transfromation in BJM through: 3 Modules: Technical Ststem, Management Infrastructure, Mindset & Behabiors & Capability 5 Phases: Preparation, Diagonosis, Design&Plan, Implementation, Sustain- 2010, be awarded "Outstanding Team Award"- As the internal trainer for Lean

Managing Scope: Process technician, Operator- In charge of the most important 3 machines, contribute around 50% GSV to mill;- Achieved the 1st "0" delay in BJ8 machine, historic breakthrough- As Local Change Agent, attend KC Lean transformation program in Korea Anyang Mill, together with McKinsey & Co. from Oct. 2009 to Feb, 2010- 2009, be awarded "Outstanding Coach Award"- 2008, be awarded "Outstanding Employee Award"

Manging Scope: Spare Part, PM, Statistics- Lead "Path to 0 Delay" program, through systematic delay analysis to guide operation dynamic optimization;- Succesfully lead BJ9 UT240 project, and as the BP shared in KC China engineer forum;- As the internal trainer for Project Management;- Initiated "Dynamic Target Management"

Managing Scope: NPI, Engineering project