Business Analytics – Collaborate with cross functional team to support and drive organizational digital transformation for manufacturing execution system (MES) including User Acceptance Testing (UAT) phases for MES, SAP QM & PM, and Analytics.• Combine Analytics & Data Science proficiency with business consultancy and project management, spearheading the development and implementation of analytics capabilities for growth, ensuring relevance on a global scale while addressing local business needs. • Act as business analyst to support manufacturing digital transformation while maintaining a major role in shaping the future of works.• Orchestrated and facilitated UAT procedures for MES & Analytics digital transformations, ensuring seamless integration and functionality.• Proficient in User Acceptance Testing (UAT) procedures, ensuring system functionality aligns with end-user requirements and business needs.• Support enterprise digital function for data migration, construction and validation (MES, PM, QM) from legacy systems to SAP S4Hana.Reliability Engineering COE Leader – Lead and collaborate with directors, divisional leaders, and plant leaders to set strategies to build and improve manufacturing capability, drive process sustainability and equipment reliability.• Lead the deployment and implementation of Manufacturing Execution Analytics which includes reports and dashboard for Quality, Maintenance, Capital, and Production.• Coach data driven decision making process and train global team to make use of visualization and insights from analytics dashboard & reports.• Drive and facilitate throughput improvement by improving OEE at three major plants from 60% to 65%, resulted in on time delivery of 90% from 80% the prior year.

Led global cross-functional teams in devising and executing strategies through Six Sigma, Shainin Red X, and Lean methodologies. This initiative aimed to minimize process variability, decrease the cost of quality, and reduce lead times, thereby achieving sustained improvements in growth and creating added value for customers. Additionally, fostered a culture of continuous improvement by providing training and coaching in Lean, Six Sigma, and Shainin Red X methodologies.•Implemented Six Sigma, Shainin Red X, and Lean methodologies to rigorously analyze data and instigate targeted improvements. This strategic approach effectively reduced the cost associated with poor quality and lead times. The outcomes were remarkable, with a substantial increase in revenue by $16 million in 2019, significant cost avoidance of $8 million in 2018, and a substantial reduction in the cost of quality by $13 million in 2017.•Utilized business analytics expertise to prioritize projects, analyze data and trends, and spearheaded the implementation and utilization of Tableau and Power BI.•Performed comprehensive end-to-end diagnostics of business processes, identifying issues and proposing solutions to mitigate risk, standardize processes, and reduce costs.•Collaborated with senior leadership to craft processes and strategies for enhancement and deployment, initiating initiatives and fostering a culture of continuous improvement across all business units.•Orchestrated global multi-site Kaizen events to drive improvements in inventory management, cycle times, and waste reduction through data gathering, analysis, and the development of innovations supported by statistical analyses.•Delivered mentorship on Lean and Six Sigma methodologies, resulting in the certification of one Lean leader and three Six Sigma Green Belts.

Led the continuous improvement efforts from Inquiry to Delivery of the products to customers. Utilized Lean Six Sigma to diagnose processes end to end and drove improvement projects - Delivered over $3M in Saving.• Led the cross-functional team to improve global processes to drive consistency and visibility (i.e. Quoting, Customer Reporting, Standard Routing)• Organized and facilitated with Sales and Services to standardize the cost estimation process and led to the creation and standardization of North America Catalog for spare parts to improve customer’s responsiveness and cost predictability.• Collaborated globally – facilitated best practices sharing to manage risks and improve products quality• Led Kaizen events to drive improvement globally and mentored Six Sigma Greenbelt candidates.

Led a workforce of both hourly & salaried employees in attainment of goals with respect to safety, quality, production and compliance. Structurally assigned organization and staff positions to accomplish business objectives such as costs and contribution margin.- Reduced 20% in quality defects & 30% in inventory & 100% Improvement in safety. Improved on time delivery from 88% (2010) to 98% (2013) …increased department output by 30% year over year with 10% reduction in workforce.- Transformed the traditional shop floor into a lean manufacturing environment to drive visibility and accountability with visual management and 5S- Simplified and standardized roles and responsibilities for department's personnel to drive accountability and continuous improvement

Responsible for driving shop process improvement. Implemented new process and procedure for new products. Advanced the traditional shop into a lean manufacturing through lean principles (VSM, 5S, Pull, Kanban and Visual Management).• Interacted with external suppliers and engineering to qualify new products and processes.• Revamped special processes such as Non-Destructive Testing, Shot Peening and Surface Finish Enhancement for better compliance and accountability • Invented & designed a new equipment (zero-G) to assist operators and alleviated safety issues resulting in 50% improvement in cycle time with zero safety concern and 1M annualized saving in productivity.