Kevin Li Email and Phone Number

Scoped for service commercial operation management in China mainland and Hong Kong:1. Order processing team. Responsible for all spare parts value chain operations from quotation, order handling, delivery, billing, procurement and related system management;2. Purchase team. Direct material and indirect material & service management, including sourcing management, procurement execution, data management and other related.3. Warehouse Team. Stock intake, keeping and outbound delivery management.4. SAP process and data management.5. Trade management. All service related import, export and compliance management.6. Continual improvement projects.7. Service administration and other support work to sales and workshop team.

In charge of whole value chain driving including but not limited to:1. Order processing team;2. Production planning and fulfilment of orders;3. Warehouse management;4. Incoming inspection;5. Capacity planning and collaboration globally;6. Value chain design and review;7. Inventory planning and optimization;8. Cost control related actions;9. Lean + Six Sigma projects management;10. Other things not specified;

Role as GM's asssistant to support management of all company related stuff.1. Operation management;2. Sales and customer relationship;3. Production planning and output management;4. Quality system setup and management;5. Operation excellence;6. Collaboration with group;7. Finance calculation;8. New factory design and plan;

1. QMS. Responsible for organization and monitoring IATF16949 and customer requirements to be operational inside company, make improvement and validate effectiveness for systematic defects, in charge of QMS audit by customer.2. Supply chain quality mgt. Supplier mgt including audit, qualification and assessment. Casting and machining process quality mgt and cost improvement. Customer delivery quality assurance and issue processing.3. Team mgt. Understand QMS and customer requirements and study field and personnel then spot shorthand of the team. Organize resources to training and direct the team to level up supply chain’s capability and performance. Via effective KPI and incentive mgt, push team performance to higher level.4. Communication. Mainly in charge of communication with general Tier-1 customers such as Valeo including design review, quality planning, samples submission, production audit and quality issues process .etc. Totally follow customer requirements to perform quality control, communication and improvement;5. Quality tools bringing in. Following customer requirements and company needs, bring in QRQC (Quick Response Quality Control), LPA (Layered Process Audit) and product quality records manual .etc. Responsiveness and effectiveness was leveled up.6. CIP. Per quality issues within supply chain, organize resources to continually improve and ensure its effectiveness. Dominated company’s improvement projects including inspection line, quality data quick response, product info management system, APQP+PPAP database .etc7. Field inspection mgt. Field inspection mgt of rough part, machining part and lab including standardized operation, skills matrix, material flow, 6S, equipment mgt .etc. Paper using was reduced and quality data’s responsiveness and accuracy was improved.8. Data mgt. Regulate quality data inside and outside company and develop data mgt tools by Excel to increase processing efficiency and provide requested specs quickly

1.Management System. Organize resources to build up company’s pyramid management system constituted by 3 levels including quality system, indicators and products-services; Promote process, standardization and continual improvement in production and quality; New management system run excellently and company efficiency was greatly improved.2.TS16949 system bringing in. Introduce 5 tools of TS16949 and setup auto industry system under direction of French headquarters. Utilize auto supplier’s standards to develop new products and new projects management.3.Indicators and reports. Based on ERP data and targeting at production and quality, indicators were setup and reviewed including periodical reporting, indicator review and improvement, which covers customer satisfaction survey, quality indicators, supplier inspection and production monitor system. Actual situation was well illustrated by indicators and consequently periodical reports simplify internal communication and company transparency.4.Communication. Learn about sales and finance systems and process then make monthly report to APEM HQ covering sales, production, quality and finance; Conference call and email would drive new projects and fix existing issues. Communication with HQ was greatly improved and mutual trust was built up.5.Continual improvement. Issues was inspected by quality complains and production monitor, and PDCA loop shall direct the continual improvement. Production and quality was well improved.6.Field management. Following ISO9001 and 5S, field management focused on visualization, process and standardization. Improvement was very helpful and praised by HQ visitors.7.Technical development. Communicate with HQ about new products and components; Efficiency was greatly improved and business growth was impressive.

1. Visit customer, understand customer requirements, and organize resources to make solutions and quotes then coordinate project implementation and monitor its progress if succeeded. Several projects were well done for customer including SIEMENS medical, Valeo and DEFA;2. Considering company situation, cooperate with software supplier to build up, implement and fix OpenERP system covering modules including sales, finance, production and inventory;3. New products development. As high price of switches like rocker switches fail to satisfy customers, special products for China were developed together with France HQ to win target markets. Responsible for products plan, design, components engineering, process, FMEA and quality control; Good control of progress and efficient internal communication was maintained;4. Continual improvement. Based on OpenERP data and by data mining using Excel, find problems in company process and quality control then setup projects targeting at problem analysis, improvement, implementation and audit;Major Performance：1. Successful development of customized control box and handle for SIEMENS medical and continual approach of cost and quality objectives;2. Finish planning of company’s quality info management and electrical statistical work of it. Accuracy of info was improved to be 100% and 2 positions were saved;3. Accomplishment of OpenERP process planning, customization development and implementation. Operation efficiency was greatly improved.Reasons for leave: Promoted to be operation director.

1. Referring to repair center in US HQ and South Korea, design repair center in China;2. Training in repair center of US and Korea, get experienced in robot repair, test and quality control;3. Organize equipment move in, setup and calibration, and solve issues via conference call with US repair center;4. Build production process and flow, generate documentation and charts, and start operation of China robot repair center;5. Periodical reporting to Asia repair manager and communications; Attend company management team’s weekly meeting and coordinate cooperation with other depts.Major Performance：1. Setup repair facility and capability of atmospheric and vacuum robots from ZERO. 100% quality good rate was approached for repair and retrofit;2. Approached repair capability of Mag-8 robot, the most complicated vacuum robot in the global, with tech help from US headquarter. Reasons for leave: Development plan and payment doesn’t meet expectation after negotiation with GM

1. Products training in US HQ to be experienced in atmospheric and vacuum robotics and its application platform then service and make maintenance for end user i.e. SMIC, Hynix and GSMC;2. Vacuum pump products training and service for customer’s vacuum pump maintenance i.e. SMIC;3. Assist sales manager for China OEM customers including NMC and AMEC to make products selection, configuration and interface development;4. Independently responsible for SMIC-Beijing service, manage products logistics, field service and associated work for sales and finance;Reasons for leave: Promoted to be supervisor of repair center.