I optimized production performance through monthly analysis of key KPIs, including Direct Material Waste (DM Waste), Yield, Uptime, Process Reliability (PR), Mean Time Between Failure (MTBF), and Design Speed Loss (DSL). Collaborating with both primary and secondary processing departments, I led PDCA (Plan-Do-Check-Act) cycles, guiding teams to identify and resolve key issues. These efforts led to a 7% YoY reduction in DIM Waste, a 0.3% YoY improvement in Yield, and able to gain 150% sufficiency.I developed real-time data visualization dashboards to track critical KPIs, providing valuable insights that empowered faster, data-driven decision-making. These tools improved transparency across departments, enabling more effective strategies and optimizations.To reduce losses, I led strategic initiatives using Loss Gap Analysis (LGA) and Loss Analysis (LA), identifying bottlenecks and inefficiencies. By utilizing 6W2H, Why-Why Analysis, Initial Problem Solving (IPS), and Unified Problem Solving (UPS), I helped teams find root causes and implement solutions. This resulted in a streamlined production process and a culture of continuous improvement.As the owner of the standard work process for data integrity, I ensured consistent, standardized performance data across the factory, eliminating variances and providing transparency into losses. This enabled more precise tracking and analysis, leading to improved operational strategies.I collaborated on capital projects and continuous improvement initiatives, ensuring alignment with departmental goals. Additionally, I played a key role in setting and managing annual budgets and rolling forecasts, achieving a 7% YoY increase in productivity for DIM Waste and a 0.3% YoY improvement in Yield through better planning and resource allocation.

Perform inspections on Quest vehicles, making sure that every vehicle that leaves the factory complies to the Quest quality standards and develop detailed daily record of quality issues that will be referenced by technicians, engineers, and management. Act to minimize the number of defective parts that are sent to customersLead site production planning, includes the breakdown of various production lines, into manageable planning and scheduling packages. Work with stakeholder like engineer, operations, and CEO to define and plan the work, manage internal and external (third-party firms) planning resources, and track and report progress.Setup new production line in other city to support the main production sites in order to meet the market demand. Collaborate with stakeholder like engineer, operations, and CEO to prioritize and maximize operational efficiency. Create and maintain a culture that prioritizes safety, quality and cost through communication, action, and accountability. Work cross functionally to improve processes, support inventory control issues, address production bottlenecks and increase productivityPoint of contact for B2C sales, worked as a product specialist and product advisor. Managed full 360 sales processes and managed customer experiences in the most positive waySupported the Sales and Delivery team with customer-facing delivery handovers, and other customer experience related activities. Contributed and provided best in class experience in every interaction with a specific focus on delivery day. Worked closely with key stakeholders to support customers throughout their EV Journey

-. Build and maintained partner relationships, expand and enhanced Sendjoyer community experiences. I authorized as a voice for all things related to growing Sendjoy’s Indonesian talent community-. Managed internal and external stakeholder expectations while driving program goals. Worked to onboard more diverse talent from different verticals, got 10% conversion rate in total.

Calculated and evaluated the heat exchanger–E-102 performance to indicate fouling in shell and tubeTools : Google Workspace, Microsoft Office