Ensure Product Launches are on track for a successful implementation.Building, managing, and maintaining product launch project plans.Aligning with stakeholders to drive on-time execution of deliverables such as: SKU & BOM set up, Validation plans, Commissioning plans, Production scheduling, final packaging, etc.Works closely with cross functional teams accountable for deliverablesSupporting the development of Viability and Feasibility assessments to ensure informed decision makingCreation and implementation of operational documents such as: SOPs, Work Instructions, Process flow diagrams, etc.Attention to detail with the ability to see big picture and dive into detail of a Product Launch

Pure Sunfarms is one of Canada’s largest, single site, licensed producers of greenhouse-grown cannabis. The cultivation team brings more than 25 years of local growing experience, applying a perpetual growing cycle to the company’s 1.1 million square foot high-tech greenhouse in order to supply 75,000 kilograms of large-scale, consistent and high-quality dried flower to the Canadian market annually.

In this role I was in charge of customer experience, logistics, and filling prescriptions. This position taught me how to juggle many different tasks efficiently, while maintaining high levels of detail and accuracy. Working with a small team of 4 other staff, I was able to be part of a great team dynamic, where all members looked out for each other and reached our targets around quality, accuracy, and timeliness.

Fourth term industry project with BCIT. Using the Concept, Design, Construct, Implement (CDCI) methodoloy, myself and my fellow team mates Jordan May and Karan Bassi designed a warehouse layout, workstation layout, and inventory control program. Employing tools like ABC Analysis for inventory, Space Utilization ratios for floor and shelf space capacity, Muther's Diagrams and Activity Relationship Diagrams for optimal workstation layouts, the result was an optimized workflow and complete warehouse design including fixed locations for 1800 SKUs. The results of our analysis and recommendations are expected to increase shelf utilization to 76%, decrease employee travel distance by 55% overall, and increasing inventory controls for ABC parts to meet industry standards (98%).

Third term industry project where myself and two of my fellow classmates, Zera Li and Nasir Mohammed, followed the PDCA methodology to improve production flow and throughput. We used tools like root-cause analysis, time studies, check sheets, Pareto analysis, and cost benefit analysis to reach our recommendation. Following our plan there was potential for increased throughput, decreased overall machine downtime, and reduced rework.