Ken Liu Email & Phone Number

Shenzhen, Guangdong, China

-P&L leader of Asia operations which includes a headquarter office in Hongkong and a manufacturing facility in Shenzhen. Revenue is around $12M with120+ employees.-Taking lead of full operation, includes sales, R&D, finance and manufacturing operation. -Turnaround the company via lean transformation within 2 years：-Improved EBIT from negative in 2016 to around 10% in 2018; Improved cash flow by 64.8%; Developed value stream organization structure; As a speaker, shared ACME lean turnaround case in the Global Lean Summit in Shanghai in June 2018 which is organized by Lean Enterprise Institute (China)

Shenzhen, Guangdong, China

Coach and drive Lean Implementation in the manufacturing facility in Shenzhen.

Shanghai

Lead Lean Six Sigma Black Belt projects and lean training in Greater China- Lead and coach 10+ LSSBB (lean six sigma black belt) projects in 2013, total hard saving is more than 5M RMB/Year.- Support and coach quality continuous improvement projects (using DFMEA/PFMEA, SPC, MSA, DOE and etc.)

Shanghai City, China

-Lead Lean consulting projects as a project manager and senior consultant-Develop and deliver lean training courses which includes more than 10 lean courses-Develop and publish lean E-learning courses which include Lean Basic, Value Stream Mapping, 5S and Visual Management, Standard Work, TPM and etc-Work with team to develop new business opportunities, customer visit, preparing proposal and quotation, sing the contract and deliver the service defined with clients

- Implement Lean tools (VSM, Visual management, Quick Setup, TPM, Leader Standardized Work, Operational Meeting, Pull Production, A3, etc) in Machining Workshop, Planning and Engineering- Develop TPM systems for all workshops to implement autonomous and preventive maintenance- Coach six sigma black belt projects in machining workshop- Develop Lean Certification training, train and certify more than 100 professions which include managers, engineers and technicians- Achievements: -Reduce lead time (from cutting to package) by 46%, from 24 months to 13 months -Improve heavy machines change over time by 20%, from 10 hours to 8 hours -Set up a pilot TPM program and increase uptime from 80% to 97%

Ph.D. Candidate, Management Science

Master Of Science, Mechanical Engineering

Bachelor, Industrial Engineering

Activities and Societies: President, Football Association of Tongji University

Minor, Economics