• Responsible for projects management for semiconductor industries. Customers includes TSMC, SMEC, Zhonghuan Semiconductor, ZINGSEMI, etc.. Daily routine work includes: Managing project managers team like routinely reports, training. Implementing company strategies. Cooperating with sales/marketing team to maintain customer relationships. Projects related problems solving. • 13 projects accepted by end users during 2022, with total sales exceeding 40 million RMB. Almost all end users sent Re-PO due to good projects management results. • Responsible for TSMC Automation projects. Pushed R&D team to solve vibrating, dust inducing, electromagnetic shielding issues and brought the projects into realization on time. Got the official Thank You Letter from TSMC. • Keep training project managers team and all members acquired PMP certificates. • Established project cost management policies in coordination with Financial and HR Depts. 30% cost down of projects management achieved in 2nd half of 2022.

• Responsible for production, process and planning, reporting to plant manager• Applying Pareto charts, Cause-effect charts, etc., defined the critical steps and root causes of scraps. Steered improvement actions and reduced the scrap rate to 14% YTD compared with 23% in 2019.• Verified new rubber injection machine, which could increase production capacity by 30%• Cooperating with colleagues in Milan HQ, led the work of new product development of 110kV speed joint. Tools applied including DFMEA, PFMEA etc..• Streamlined product portfolio of MV accessories in Yixing, and fulfill the work confirmation in SAP

• Responsible for production, process and planning, reporting to plant manager• Led 6-sigma project of 220kV product scrap reduction. In Analyze phase, 3 x’s including injection method, vulcanization temperature control, and injection nozzle assembly cleaning are considered as critical factors and will be focused during Improve phase. By the end of project, total scrap of 220kV product can be lowered by 23%, which will bring the company 500K RMB of cost savings.• From the beginning of 2017 to the beginning of 2018, various kinds of Lean projects were carried out for different processes of production flow. Actions including calculating Cycle Time, streamlining process flows, bottleneck improvement, operator working time adjustment, etc. delivered an increase in labor efficiency of 25%, reaching 95%. Company annual output was also increased by 9%, from 3300 sets to 3600 sets• Together with colleagues from Livorno plant and HQ R&D, developed trial production process and pass criteria for new products, including 150kV speed and 640kV HVDC products, which successfully enriched product portfolio of the company• All products lines are integrated from the viewpoint of company business unit (BU). Production controlling procedures and market entering conditions are verified and established to make sure that all products are interchangeable. IC revenue of HV accessories between China and Italy has been increased from 5 million RMB to more than 20 million RMB• During 2018, SAP was brought online. Responsible for realizing PP module functionalization. Now related function including contract review, production planning, work order confirmation and efficiency calculation etc. are all in place

• Responsible for production and process, reporting to plant manager• Got trained in Network Components Livorno Plant for 4 months. Middleman of technology, process and managerial methods between Livorno and Suzhou plant. Introduced MES to Suzhou plant.• Streamlined Taping process flow. Led a cross-function team to develop standards of good receipt, which successfully reduced rework rate from 30% to 5%

• To reach company goal of cost reduction, carried out the 6-sigma project aiming at prioritizing Aluminum usage of 150mm2 and 240mm2 conductors. Annealing method was used to reduce the Al wire diameter while keeping the resistivity unchanged. Devised trial processes with colleagues from Romania, Czech, and Germany. Carried out the plan with various depts. 50 k€ cost reduction annually in one plant. Bigger cost reduction expected in whole CEE Region (9 plants)• Led a cross-functional team to improve the output of two lines for Al wire stranding. Work sampling, Kazien, etc., were applied to fulfill the project. 25% output increase attained at the end of the project• Implemented 5S projects, including visual managerial standards, scrap area re-definition by color, etc.

• While in Prysmian Cable (Shanghai) Co., Ltd., implemented SPC, Statistical Process Control, and streamlined the production. Analyzed the process data (116 items, 80 MB of data collection) using Excel VBA Programming. Critical process parameter set and product failure rate lowered• Led New KPI Projects aimed at improving the efficiency of insulation lines. Tracked new parameters of the lines and tested the qualities of the cables. Together with colleagues from Depts. of Maintenance, Process, R&D, Sales, etc., implemented solutions. Efficiency increased by 30%• While in Prysmian Draka Suzhou, researched the possibility to sell building wires online. Reached deals with JD.com and Taobao.com and raised the online revenue of building wires from zero to around 5 million RMB per year.