led global and regional teams to work on assets planning/optimization for Performance Materials Business at the regional as well as specific country level. Proposed, reviewed proposals with business and operations leaders to finalize capital spending plans. Recent studies and relevant proposals include the mid-long-term assets strategy for Americas, Europe and Asia Pacific. The short-term asset plans were also established per region and per country in accordance with the defined supply strategies. Led to identify end-to-end Supply Chain processes improvement opportunities and define/execute projects/action plans for improved responsiveness, reliability, cost productivity and supply resilience.Worked as Project Director of a greenfield large capital project in China (investment >US$50MM) to design, construct, commission and start-up of a new manufacturing site for the DuPont adhesive business with state-of-the-art process technology and digital capabilities.

Managed 4 manufacturing units/sites under Engineering Polymers. I was responsible for: 1) developing and maintaining an integrated operations plan that details the key improvement plans and initiatives, milestones and KPI’s to drive competitiveness; 2) integrating business needs and functional requirements to drive alignment and meet expectations on process improvement, cost productivity and customer satisfaction; 3) Strengthening people engagement and people/organization capabilities. Some major achievements: significant customer complaint reduction: e.g., most operation units reduced customer complaints by 30% and 50% in 2019; significant cost and productivity improvement. e.g., ~US$10MM cost-saving was accomplished in 2019 in the four operation units (areas) in Washington Works.

During March 2013 to April 2016, Managed DuPont Shenzhen Site--the largest DuPont Manufacturing facility with ~1000 employees working for multiple manufacturing units. I was responsible for overall operation and site services including production, EHS, maintenance, engineering, technology, continuous improvement, custom and government affairs, HR, IT, accounting, etc. Ensure reliable and efficient production in desired quantity and quality, cost effective maintenance, and appropriate technology support. Ensure compliance with policies and procedures and safety standards. Interact with the community and related government authorities to maintain right to operate. Set expectations and work environment standards necessary for successful operation. Ensure appropriate personnel planning, staffing, and performance management. Establish continuous improvement culture and improve employee engagement at the site to pursue operational excellence. Guide and provide administrative supports to all the on-site sales/marketing personnel. The Shenzhen Site received 2015 DuPont Corporate DPS (DuPont Production System) Excellence Award for its exceptional operational performance and outstanding production/system, people and organizational capability improvements. Since March 2015, managed the relocations of Shenzhen site to three different locations. Engineering Polymer was successfully reset up in the new Apollo site in 2016. Apollo site achieved lowest unit fixed cost in the global compounding network since 2017 and was built to be the most competitive, largest capacity and multipurpose manufacturing base in the network.

Led the site's transition to be a DuPont operations at Guangzhou site which started at low levels. SHE competency and performance of the site reached to a higher than DuPont average level in since the following year. Achieved significant productivity improvements at Guangzhou site. Financial results were turned around from lost millions of dollars each year (in and before 2008) to made money since 2009 Took great deal of effort to develop people. During 2010 to early 2013, 1 plant manager, 1 regional supply chain manager, and other 6 first-time managers were developed and assigned.

Be in charge of Supply Chain, Production, Quality Assurance, Technology and CI (continuous improvement)Raised the bar and achieved quality and quicker responsiveness to customers’ requests and on-time delivery through sophisticated planning.Drove and accomplished capacity release and capability improvement as well as process optimization and cost productivity by CI initiatives---Six sigma, Lean Manufacturing, P88 and etc. People & Organization development---Built up people plan and restructured manufacturingNew Process/product/technique development: Led the process engineering team for problem-solving and designed processes (>10 each month) for production of new products. Coordinate NMI, process change Cost reduction through 6-Sigma and Lean toolsCustomer complaint handlingSupplier quality management: Established the concept and process of SQE (supplier quality management) which contributed a lot for stabler quality performance and higher customer satisfaction. • Lead to assess new suppliers• Audit existing suppliers• Set goals for each key suppliers and drive them continuously improving on quality, delivery, price and service. • Organize supplier quality review.

Midas Printing is a large foreign-owned company with about 2000 staff producing books exported worldwide. Received customer orders, as customer service dept. head I was responsible for leading the customer service team to work out production processes with Process Engineering and align with Planning for scheduling and delivery.The company was then taking steps towards gaining ISO9000 accreditation. I was then appointed as Quality Assurance Manager and the Management Representative, and gave the task of refining the quality systems and producing the necessary manual and procedures prior to applying to TUV Product Service GMBH for inspection. The Company was awarded ISO9002 in early 2000 and then the transition to ISO9001-2000 edition was completed in Aug. 2001. SPC was also implemented very well here. These years saw huge increase and improvement in production showing the ISO quality system working very well in Midas.

As sales people for new customer development and management: Acquired a number of new customers including 3 key customers in Hubei, Sisuan and Guangxi. As Production Supervisor my initial task included overseeing the installation and commissioning of new equipment imported from Japan. I then concentrated on implementing series of training programs for the operators. In 1995, I was sent on a short training course to Japan. I was then appointed as Production Supervisor, and given the task of managing production shifts, refining processes and driving product quality improvement.

Responsible for new product development and new materials application/introduction.