Wistron is a leading global ODM (original design manufacturer) in the information and communications technology industry Manage the successful introduction and ramp to volume production of new products and processes in manufacturing facilities based in NA and Asia. Life cycle management of the critical KPIs for cost, on time delivery, quality and efficiency

Led NPI team in the introduction and Life cycle management of Blackberry devices and accessoriesRestructured the program function to manage the significant uplift in the number of new products, design centers and also to support full product lifecycle management.Developed supply risk management process dramatically improving product launch performance, Developed strong communications interfaces and relations between the teams Drove a multiply million dollar cost savings on the manufacturing of the 2 highest volume products. Lead the development of tools and systems to support product launch targets >95% adherence to volume and 0% quality returns.Introduced multiple program managment processes including (a) Phase Gate readiness & risk assessment (b) Early supplier and EMS partner engagement (c) EMS readiness alignment & review mechanism (d) Project document systems, template & training

Redefined the product and systems to optimize the configuration-to-order (CTO) process, working with the design teams to design products for late customisation. This greatly reduced the leadtime and also achieved cost savings in $millionsEstablished and managed function responsible for proto type engineering builds and product ramp up to mass productionEstablished a phase review system to tighten accountability and alignment across multiple functions deploy strict processes, minimizing late changes impacting product ramp.Drove leading-edge research program to eliminate Head-on-Pillow SMT issue, an issue that was plaguing the industry. Achieved in time to meet product-launch dates for the 1st Bold product. Paper “Head-On-Pillow Defect – A Pain in the Neck or Head-On-Pillow BGA Solder Defect” presented and recognized at the APEX 2010 symposium.Established the RIM program management handbook, and a WiKi to optimize Project Manager’s development.Created a system on SAP (Batch Management) to manage inventory during prototyping with a turn-off capability as the product passed to production.Introduced and implemented the Valor system to automate stack-up tolerance analysis Strengthened new product reporting metrics for SR&ED. (Scientific Research & Experimental Development)Championed Kaizen events across the operation reducing the engineering control change management cycle from 7 to 1 day.Led development of key automation systems for manufacturing assembly to improve product stack-up issues and achieve greater manufacturing efficiencies. All automation projects met criteria of 90-day-payback in conjunction with yield and scrap improvement.

Led the successful product introduction of key products central in Rim's growth.

Led a 3 shift, 200-person production unit operating 24/5 manufacturing 1.2 million devices/year.

Managed the Oracle ERP and I2 platform into manufacturing on-time and NPI Production Manager bring 2 new products to market.

Lead a 280-person production operation manufacturing 144 million parts/month as Tier1 automotive suppliers for Mercedes-Benz, Volvo, VW and Porsche.

Devised and implemented radical changes to test strategy and test automation, reducing test cycle time by 40%