Jerry Cool (Qiu) Email and Phone Number
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Jerry has over 15 years of comprehensive managerial leadership and hands-on experience in supply chain operations and manufacturing operations management, leading implementation of complex, cross-functional Lean Six Sigma, Operations programs/projects and process improvement initiatives, developing strategies, driving alignment from different stakeholders, building strong performing teams and delivering on committed business outcome. These efforts focused on operations excellence, supply chain process improvement, customer service and team development, integrated with strong program/project management, applied a wide range of Lean Six Sigma principles, frameworks, techniques and tools. He also gained complete E2E knowledge and hands-on experience from supply chain portfolio management to ERP system capabilities release management using Waterfall, Agile and PLC approaches and hybrids wherever fit for the environment. In the recent 5 years, Jerry has been managing multiple sustaining programs in multi-sites in Asia and concurrently serving as Sustaining Operations Single Threaded Owner for global compliance regulations . Jerry received his Six Sigma Black Belt certification in 2000 and on-job training in Lean Manufacturing the following year when working for Kodak. He holds other professional certifications such as APICS certified Supply Chain Professional (CSCP), certified SAFe (Scaled Agile Framework) Agilist, PMI-ACP (PMI Agile Certified Practitioner), Cisco certified Supply Chain Operations (SCO) Project Manager. He also received multiple professional achievement awards in process improvement initiatives.Jerry is very comfortable working with all levels in the organization from front-line staff to executives, from internal teams and x-flow stakeholders, to external suppliers, manufacturing partners globally. He developed and demonstrated well-balanced leadership, influential and interpersonal skills through his managerial role in operations, project and people management. Jerry is looking forward to bringing added value in his next position while taking new challenge and learning something new.
Amazon
View- Website:
- amazon.com
- Employees:
- 734811
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AmazonDublin, Ca, Us
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Sr. Operation Program ManagerAmazon Nov 2019 - PresentSeattle, Wa, UsJoined Devices Global Logistics (DGL) as Sr. Operation Program Manager supporting multiple product line NPI programs and driving process improvement for DGL. Took the initiative to expand adoption of new pallet for air shipping to FCs in EU, UK and IN, which delivered annualized saving of $1.4M in Air freight cost. Worked with pallet supplier in design change that led to over $700K annual savings in material cost.Moved to Product Operations after 2.5 years with DGL, managing 4 sustaining programs (life time volume over 132M units) in multi-sites in Asia, excelling in Cost/Delivery/Quality metrics. - Completed the first new product bundle that expect to save $9.4M in BOM spent.- Manage parts localization/qualification for cost reduction/business continuity. - Manage/support line transfer, Regional Value Content (RVC) that contributes to multi-million dollars in tariff avoidance. - Led re-qualification of EE components, defined qualification strategies and plan that salvaged 16M pcs of questionable parts, reduced $280K qualification costs, avoided CTB impact and possible scrap of $51M. Concurrently serving as Product Operations Single Threaded Owner for global compliance regulations. Led cross-functional team to tackle multiple business critical compliance issues by defining compliance strategy, execution plan and getting leadership alignment as well as managing implementation. - Successfully resolved a compliance issue that had $36M revenue impact over 455K units across 14 programs and 4 CMs, and several other environmental compliance (such as OFR/PFAS/Spain Recycle Marking) within limited implementation window.- Defined mechanism and set up process for compliance management for Product Ops.
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Supply Chain Project ManagerCisco Systems Nov 2010 - Oct 2019San Jose, Ca, UsJoined Cisco as Global Supply Chain Manager – Six Sigma Black Belt. Over the past 8 years served several different roles supporting various SCO functions as Black Belt, Project/Program Manager and Release Manager. Adding value and sharing knowledge and experience to the teams and the organization through leading and engaging in many different initiatives, projects and X-functional teams.• Supply Chain Large Scale Service/Core System Enablement Release - Responsible and accountable for E2E release management - Working with all Supply Chain functions and IT to ensure successful releases - Leading role in the roll out of Continuous Delivery model• Supply Chain Transformation Change the Business Portfolio Management ($36M+ investment in FY15) - Budget management, value capturing, Portfolio analysis, overall programs health and monthly review - Monthly update to senior staffKey Projects:• Logistics Cost Work Out in Cisco APAC (1.3% of revenue build impact)- Lead Facilitator with team members consisted of directors from X-functions. Program managed the execution of the 30-60-90 Day Action Plans- Identified incremental $14.5M in savings opportunity from 4 freight initiatives. $9M realized in the first year.• Supplier Development of JDSU for Cisco Fiano Project ($4.3M cost saving impact)- Led the project execution in China and Thailand. The goal of the project was to improve their manufacturing processes to reduce Cycle Time to Replenishment and inventory, improve FTY and productivity. - The project was completed in 6 months with annualized savings of over $4M.• Cisco-Murata Supplier Development Project ($20.5M spend impact)- Project manager and BB consultant. The objective of the project was to improve Murata’s supply chain reliability and efficiency for Cisco’s products. - Project was completed in 9 months. AP Inventory reduction of $1M, reduction of CT2R $4M, reduction in de-commit and escalations -
Director, Six Sigma & Lean Manufacturing And Manufacturing Operations ManagerFine Furniture (Shanghai) Limited Mar 2010 - Jul 2010In charge of daily manufacturing operations of Flooring Division. Re-built the fundamental processes and system of manufacturing. Drove cultural change and behavior toward a data driven process and result oriented approach of problem solving instead of fire-fighting and empirical thoughts. Established and executed Lean Six Sigma Implementation Roadmap. Delivered training for the 3 factories of Fine Furniture Group national wide. Set up and led monthly Kaizen Events across the factories. Reported to Corporate Vice President.• Kaizen Events - Reduced change over time of 4-sided planer from 25 minutes to 5 minutes through a 5-day Kaizen Event - Reduced the None Value Added ratio from 40% to 12% and improved the Value Added ratio from 60% to 88% yet reduced the throughput time from 96 hours to 12 hours without any capital investment by changing the batching process to a continuous flow in a Gemba Kaizen in the Face Veneer Making Section • Moisture measurement system Improvement - Improved by 40% through study of MSE (Measurement System Evaluation) that saved hundreds of labor hours for rework and materials on-hold• Floor Board Discoloration - Identified the root causes of a long-standing problem with discoloration in an important product for the European market by using the Six Sigma tool of DOE (Design of Experiment). Optimization experiment followed
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Quality Assurance ManagerBeijing New World Insurance Services Limited Jan 2008 - Feb 2010Provided Lean Six Sigma consultancy, including curriculum design and development and training for introducing and deployment of Lean Six Sigma for the company including branch in Beijing, Guangzhou and headquarter in HK.• Lean Six Sigma consultancy - Developed training curriculum for introducing and deployment of Lean Six Sigma for the company including branch in Beijing, Guangzhou and head-quarter in HK. - Led the team in doing Lean Six Sigma projects through training, coaching and overall project management - Assisted Managing Director in shaping up operations management and improving productivity and service delivery processes and procedures Key Achievements: Customer satisfaction rate up by 15% represents revenue of RMB2.5M (USD350K) in renewal business. Market leader in providing brokerage service for luxury cars insurance in China
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Operations DirectorElong, Inc Sep 2006 - Jan 2008In charge of the Air Ticket Operations Department. Reported to Air Ticket Vice President. Responsible for the overall operations management of the mid and back office of domestic air ticket reservation and after sale service. • Fix Air Ticketing Project - Project manager on business side. Objectives of the Fix Air Ticketing Project was to redesign and implement the improved Air Ticket operating system and process to resolve multiple critical business issues and customer complaints. - Led the business teams to provide business requirement to IT team for system development. Reviewed and approved UC/UI/HTML of the new system for launch. Responsible for new system launch coordination and management. - Developed the operations model for the Air Ticket Mid/Back operations. Streamlined the Air operations processes to build up a platform for business scalability. Established a complete set of operating policies and standard procedures for the air operating departments national wide. - Established a training structure for Air Ticket Mid/Back operations. - Led cross functional teams in weekly performance reviews and overall operations preparation for business peak seasons. - Delivery of Air Ticket mid/back offices efficiency and customer service KPIs Key Achievement: - Successful launch of Phase 1&2 new system for the Air Ticket Call Center and Mid/Back Office. - Effective Segment Conversion Rate improved by 27%; Cancellation Rate reduced by 55%; Customer Complaint Rate reduced by 83.7%; Abandonment Rate Reduced by 50%; Productivity improved by 20%; Ticket On Time Delivery Rate improved by 26%. -
Operations ManagerEastman Kodak / Kodak Imaging Service (Shenzhen) Company Limited Beijing Branch) Oct 2004 - Sep 2006Rochester, New York, UsFully responsible for the operations management of KiC of 160+ employees including Production, IT, HR and Finance Departments. Reported to GM in HK.• KiC FedEx Project Kaizen - KiC provided imaging and data capturing service to FedEx for their AWBs. KiC was under huge pressure that FedEx was complaining KiC’s capacity to support them and yet KiC was losing profit from running the FedEx Project. The goal of this Kaizen project was to improve throughput and quality performance to free up capacity with the existing staff and to turn the FedEx Project into a profitable business for Kodak. During a week’s Kaizen, in partnership with other Kodak internal Lean Practitioner, we improved manpower scheduling, key-in speed and accuracy as well as auditing applying various Lean Six Sigma techniques and operations best practices. - Initiated and worked with HR to redesign and roll out performance based salary scheme and new KPI system for performance management. - Trained the leadership team on some of the practical Lean Six Sigma tools and techniques on a weekly basis to improve their understanding and skills of Lean Six Sigma. - Project accomplishment included business turnaround from loss to break-even in 5 months, improved productivity by 33% and quality performance by 26%. - 2005 winner of the 2nd prize in the Kodak KOS (Kodak Operating System) Award -
Production Manager & Kos (Lean Manufacturing) ManagerEastman Kodak / Kodak Imaging Service (Shenzhen) Company Limited Beijing Branch) May 2002 - Oct 2004Rochester, New York, UsResponsible for the production of one-time-use cameras and warehouse management while leading implementation of Kodak Operating System (Lean Manufacturing). Managed 27 production staff and operators ranging from 400 to 1000+ (seasonal demands). Reported to GM. - Managed production, budget, forecast and capacity planning and work force preparation for rapid growth of production demands (volume doubled every year since 2001) - Introduced, trained and led the plant in implementing KOS (Lean Manufacturing). Developed and owned the implementation strategy, framework and roadmap identifying key initiatives, programs, fundamentals and improvement opportunities. - KOS portfolio projects governance and management including project review, report and communication, coaching of all the KOS projects. - Demonstrated leadership and program managed the annual Kaizen (improvement) roadmap to totally eliminate Muda (Wastes) to lay the foundation for continuous flow and stabilization of production processes to reduce overall cost as well as to foster the culture for continuous improvement. - Established OEE (Overall Equipment Effectiveness), FTY (First Time Yield), 5S & Visual Management system - Project Lead for Establishment of Kanban Pull System and Heijunka Production System (Leveling Production) - Project Lead for Implement One Piece Flow In Single Use Cameras Manufacturing ProcessKey Achievement: - Best quality in the one-time-use cameras industry. Cost was the benchmark in Kodak worldwide. 100% schedule attainment. Output improved by 57% and productivity by about 50%. 54 Inventory Turns – record setting. - Performance of OEE/FTY measures were better than the Kodak World Wide Class. - 2003 winner of the 1st prize in GAR Chairman’s Quality Award for the project of Implement One Piece Flow In Single Use Cameras Manufacturing Process - Recognized as Kodak Key Employee
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Shift Supervisor Of Finishing DepartmentEastman Kodak / Kodak Imaging Service (Shenzhen) Company Limited Beijing Branch) Sep 1998 - May 2002Rochester, New York, UsProduction supervisor for a team of 44 staff. Reported to Production Manager.• Rolled First Pass Yield Establishment and Improvement Project - Project lead/Six Sigma BB candidate in the establishment and improvement of this key Kodak global manufacturing metric that was the project for Six Sigma Black Belt certification (highest Six Sigma certification in Kodak). Project was completed within one year with $0.8M cashable savings - Certified as Six Sigma Black Belt in 2000• OEE (Overall Equipment Effectiveness) Improvement Project - Project lead in the establishment and improvement of this key Kodak global manufacturing metric - 2001 winner of the 1st prize in GAR Chairman’s Quality Award• Set-Up Time Reduction - Co-lead in this Kaizen project to reduce production set-up/change over time through Lean techniques to enable small batch production - 2002 winner of the 2nd prize in GAR Chairman’s Quality Award
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Assistant To Shipping DepartmentShantou S.E.Z. Tung Ah Garment Industry Co., Ltd. May 1996 - Aug 1998Responsibilities included customs clearance and translation.
Jerry Cool (Qiu) Skills
Jerry Cool (Qiu) Education Details
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Wuchang University Of TechnologyArt Design -
Guangdong Radio & Television UniversityInternational Trade
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Peking UniversityBimba
Frequently Asked Questions about Jerry Cool (Qiu)
What company does Jerry Cool (Qiu) work for?
Jerry Cool (Qiu) works for Amazon
What is Jerry Cool (Qiu)'s role at the current company?
Jerry Cool (Qiu)'s current role is Sr. Operation Program Manager at Amazon.
What is Jerry Cool (Qiu)'s email address?
Jerry Cool (Qiu)'s email address is je****@****.com.cn
What schools did Jerry Cool (Qiu) attend?
Jerry Cool (Qiu) attended Wuchang University Of Technology, Guangdong Radio & Television University, Peking University.
What are some of Jerry Cool (Qiu)'s interests?
Jerry Cool (Qiu) has interest in Manufacturing/operations Management, Ops Ex, Mobile, Hifi, Yoga, Lean And Six Sigma, Supply Chain Ops, Social And Cloud Based Supply Chain.
What skills is Jerry Cool (Qiu) known for?
Jerry Cool (Qiu) has skills like Lean Manufacturing, Six Sigma, Operational Excellence, Manufacturing Operations Management, Production Managment, Service Operations, Operations Management, Process Improvement, Process Management, Cross Functional Team Leadership, Leadership Development, Project Management.
Who are Jerry Cool (Qiu)'s colleagues?
Jerry Cool (Qiu)'s colleagues are Jasmin Gutierrez, Dev Rai, Neftali Beltre Borrous, Nour Gadd, Danush Dhanu, Ahlam Rizkallah, Ivy Channel.
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