Jeff Chen Email & Phone Number

Costa Mesa, Ca, Us

• Improved manufacturing lead time by 50% for PCB assemblies of processor product line and sustained WIP value reduction of $88,000; adopted the DMAIC methodology; and applied Six Sigma tools such as FMEA, root cause analysis, hypothesis tests, and analysis of variance. • Increased gross profit of processor product line by 28% by improving machine efficiency by 10% on the pace maker operation through reducing machine setup and exhaust downtime, increasing accuracy of material on hand, and establishing teamwork.• Implemented daily management system (DMS) at bottleneck processes, collecting the reason for misses on daily targets, applying countermeasures, and coaching peer employees.• Introduced visual management and manufacturing KPI and aligned the metrics with business purposes in terms of profit, customer satisfaction, on-time delivery, and employee satisfaction. Major successes include improving work order on-time completion from 30% to 80% for amplifier product line.• Applied organizational change management to 160 manufacturing employees to adopt and utilize cross-training program including assessing organization readiness, developing communication plans, and implementing corrective actions to sustain results. 60% of the employees have volunteered and participated in the program, resulting in an 8% improvement in productivity. • Analyzed capacity requirements based on supply build plan and recommended staffing adjustment, outsourcing, or capital equipment investment alternative that meets monthly supply demand with minimum cost. • Received a Values Award for living QSC’s core value of teamwork.• Provided leadership and management of all aspects of industrial engineering functions including promoting continuous improvement, preparing new product introductions, establishing manufacturing processes for factories, and performing managerial responsibilities.

Costa Mesa, Ca, Us

• Implemented Oracle ERP Work in Process and Routing modules and collaborated with IT to develop a Manufacturing Execution System that tracks work orders with barcode scanning, populates work instructions, collects QA data, and streamlines transactions.• Designed plant layout with facility engineers that enables continuous flow from PCBA to final assembly department and incorporated work cell design, improving hand-offs and communication.• Led the manufacturing team to engage in a corporate-level end-to-end operation transformation initiative and facilitated team activities in assessing current state, implementing solutions, and presenting the project outcomes to corporate executives. The transformation results included reductions in WIP inventories by $55,000 and projected finished goods inventories by $110,000.• Provided Lean training and coaching to both manufacturing and support functions including subjects such as The Toyota Way, value stream mapping, one-piece-flow simulation, 5S, seven wastes, standard work, pull system, fish bone, 5 Whys problem-solving, etc.• Collaborated with a cross-functional team to reduce the lead time of an end-to-end RMA process in technical service department by developing a value stream map and web solution.• Introduced process preparation practices for new product introduction and applied Lean Manufacturing principles such as a plan for every part, setup reduction, pull system, error proof, etc. in order to improve quality results of new products and maintain factory productivity.• Presented Lean implementation results to peer Lean practitioners including Association for Manufacturing Excellence and Council of Supply Chain Management Professionals. Coached peer presenters and coordinated presentation topics including One-Piece-Flow, pull system, Visual Management, 5S, error proof, work cell design, etc.

San Francisco, Ca, Us

• Applied work cell design and eliminated 35% of facility space in various departments in the factories. • Reduced 50% of production cycle time by implementing just-in-time principles such as small lot production, line balance, load leveling, and two-bin system.• Analyzed and evaluated work center productivity, rework hours, and queue time for work orders.

Master, Industrial Engineer

Master, Clinical Psychology