Jack J. Email & Phone Number

Shanghai, China

Shanghai

➢NPI program management- Drive OEM's equipment, manpower, document, and shopfloor readiness- Improve DFX activities (equipment safety, quality, reliability, serviceability and costreduction)- Lead technology (sensor, robotics, condition monitor, machine vison, conveyor, spot/laserwelding, jointing, adhesive) and equipment vendors evaluation and buy off.- Cooperate with cross functional teams to define risks and CP (control plan) with FMEA tools.- Drive yield and UPH improvement based on CT and line balancing data.➢ Mass production operation management- Supervise and manage day-to-day change-point (downtime, safety, supplier changes,material shortage, etc.)- Drive cycle time and cost reduction through line balancing and line automation modify.- Organize regular communication with cross functional teams to solve problems.- Define equipment TPM and preventive maintenance plan, drive regular performance review.➢ Capex, Opex and MRO (spare parts and consumables) management- Make annual capex and opex budget, monthly review and optimize.- Lead regular equipment capex, opex and MRO inventory strategy review.- Sourcing MRO localization suppliers for management decision.➢Achievements- Be awarded company-level outstanding individual of the year- Improved on-site technician skills by establishing a teaching, training and assessing system.- Developed key parameters and condition monitoring system on automation equipment.- Reduced MRO inventory by 3 million through data analysis and supply chain improvement.- Improved assembly line's UPH through line balancing and automation modify.- Saved 1 million RMB/year of operational expense through MRO cost reduction activities.- Shortened emergency maintenance time of automation machine by 150min through MFMEA analysis and equioment modification.

Shanghai

1.Project Experience - participate in 5 BIW project in design assessment, line integration and mass production phases - factory produces over 250,000 vehicles annually2.Equipment Management (Team leader) - KPI: Downtime, Utilization rate - lead the establishment installation standards, TPM, MTS and TIS files, spare parts plan of mechanical equipments - train the maintenance team on mechanical equipment structure, spare parts and maintenance key points - technical support on equipment mechanical problem on-site - push the production line supplier to improve utilization rate and OEE3.Spare parts Management - KPI: Inventory amount, Ratio of spare parts to fixed assets - cooperate with outsourcing SCM company on material purchasing, replenishment, receiving and safety stock adjustment to satisfy the production need - check and evaluate the performance of outsourcing SCM company to optimize material management level - coordinate engineers and maintenance team to provide data and experience support for spare parts purchasing strategy, safety storage optimization and inventory controlling - evaluate and introduce local suppliers for spare parts and tools - follow prototype testing, purchasing, quality controlling and consumption assessment of new indirect materials from local suppliers4.Equipment Maintenance System Management - lead the establishment of equipment account in the body shop - lead the establishment and continuous improvement of TPM/PM plan in the body shop - lead the establishment of EAM (Enterprise Asset Management) system in the body shop

- responsible for assemblying SOP of Heidelberg Speed Master series

Shanghai

- get basic knowledge about knife manufacturing process (stamping, heat treatment, cold treatment, grinding)- compilation of operation instruction and parameter optimization on punching machine and heat treatment equipment

Master, Business Administration And Management, General

Activities and Societies: 同济大学MBA汽车人俱乐部组委会 同济大学 工商管理学硕士(MBA)

Bachelor, Mechanical Manufacturing And Their Automation

Activities and Societies: Social Practice Minister