Led an Aerospace engine component manufacturing plant in Singapore with Profit & Loss responsibility.Setup the plant with lean & technology as strong pillars, relentlessly focusing on building the culture of Kaizen (Continuous Improvement), resulted in achieving world-class level performance of Safety/Quality/Delivery/Cost.

Responsible for leading New Make plant operations team (consist of direct labor hourly and supporting salaried employees) in manufacturing GE90 & GE9X engine components, with 0 safety incident, 0 customer complaint and 97%+ overall on-time-delivery performance through the Covid Pandemic period of Y2020~Y2022 .Serve as New Make plant Lean Lead to drive and lead plant lean transformation by teaching, coaching & applying Lean manufacturing concept and principle in both operational and transactional area.Develop and grow people in both technical and human skills, drive team performance and behavior by breaking down business KPI, setting up standard process and daily management.

1. Drive a GEAPS (GE Aviation Performance System)-based learning environment that focuses on building and measuring robust processes that will lead to the desired future state.2. Serve as an expert resource to the business on Lean Six Sigma philosophy, theory and application of tools/tactics; Create and execute a Lean Transformation Plan for the site.3. Serve as a change agent by stimulating, communicating and institutionalizing Lean Six Sigma initiatives.4. Train and coach employees in the concepts, tools, and application of process improvement, Lean Six Sigma, value stream mapping, one-piece flow, Action Workouts, Kaizen, 5s, Hoshin Kanri, and other Lean tools.5. Lead and organize lean AWO (Action Work-outs) per a strategic lean transformation plan providing flexibility as business needs change.6. Build, train and maintain a world class lean organization capable of strengthening the usage of Lean tools & GEAPS across the site, including office processes.7. Drive measurable improvements to key business metrics (delivery, cost, quality, etc).8. Drive digitization in every possible segment; lead/support business intelligence usage.

1. Senior BPS (Bosch Production System) coach covering all Bosch and JV plants in Asia-Pacific region;2. Lead lean know-how transfer projects, to implement, optimize and solve specific problems in the production and logistics area;3. Derive and define target conditions from business requirements, and ensure to develop the group work in the direction of project target condition through guiding/leading;4. Conduct workshops for lean implementation and improvements with focus on shop floor area and logistics field;

1. Lead to achieve 3 lean standard cell established in machining shop (2015 General Manager’s Award)a) Production lead time reduced from 25 days to 11.8 days;b) WIP inventory reduced by 60%;c) Turning machine utilization increased from 50% to 75%;d) Bottle neck operation FTY(first time yield) increased from 65% to 89%;2. Co-leader for FPI (Fluorescent Penetrant Inspection) re-layout & standard work establishment (2015 General Manager’s Award)a) Floor space reduced by15%;b) Operator walking distance reduced by 40%;c) Labor productivity increased by 42%, required operator reduced from 7 to 3 in total (1 per shift);d) FPI overall TAT (turn around time) reduced from 40 hours to 22.8 hours;3. Lead CFM56 combustion case cost out to achieve $2.00M (12 months rolling);a) Reduced 30% of unnecessary M00 (machining stop), standardize machine stop time;b) Machining labor hour reduced from 83.1 hours to 74.8 hours per part;c) Action workout for tooling cost reduction, approximately 10%~15% tooling cost reduction in year 2016;d) Organize and lead producibility discussion with US design team;4. New product introduction leader for major LEAP blisk partsa) Design shop floor layout (using 7-ways & 3P methodology) by different production phases to ensure continuous flow and produce by TAKT time;b) Coordinate across all functions to ensure plant infrastructure building (including plant wall, crane building & new machinery) is finished by project schedule;5. Plant Variable cost productivity owner, Kaizen Promotion Office Coacha) Overall planning to meet whole plant VCP target (2015 $3.5M, 2016 $3.05M);b) Lead action workout across all functions to achieve VCP target;c) Coach & evaluate department Kaizen to drive lean mindset;d) Achieve 3 lean certify line(1 FPI line, 2 machining cell);e) Implementing GE aviation production system;

1. Leading a team with 20+ inspectors covering 1) machining manual & CMM inspection, 2) final inspection for machining, assembled actuation and composite products,3) physical and chemical lab testing, 4) calibration for tools and equipments; set up annual G&O and action plan to meet business and department development direction.2. Establish team performance metrics from S(Safety), Q(Quality), D(Deliver), C(Cost) to build fair environment and drive continues improvement.3. Working with quality engineers to optimize manual and CMM inspection method. Coach Lean Six Sigma methodology for inspectors and to reduce inspection and test time / Cost.4. Prioritize inspection and test workload to meet both deliver and quality base. Inspector cross training to realize flexible workload arrangement to meet On-Time-Delivery.5. Quality inspection and test equipment TPM to ensure continues inspection work with no machine down and no impact on products flow.6. Build inspector development pipeline to match with quality metrics and personal development. Encourage both expertise and leadership.

1. Apply teaming concept and lean tools to drive VCP (varaible cost productivity) for Composite production line;2. Promote Lean culture in company: funded lean clubs with all GB certified employees; organize/join Gemba walk activities for different production line; establish idea generation system (idea stuido) to encourage hourly employee to submit good lean ideas;

Operations leader for CFM56-3/-5B engine overhaul team. 1. Lead Engine disassembly and assembly team with newly designed kitting/material presentation.2. Lead production team to identify waste in overhaul processes to reduce turn around time of engine overhaul.

1. Manage plant quality system including AS9100C and internal GE engine system S1000/S1001/S1002;2. Coordinate external audits including NADCAP, DNV AS9100 Re-certificate, CQC (China Quality Certification Center) and Airbus IPCA+, 3. Streamline the plant training & qualification process, established the quality training system from 8 aspects (general quality system, operational compliance, product conformity, drawing & specification standard, quality computer system, inspection & measurement technique, on job training, operator qualification);4. Compile and analyze quality metrics (complaint, quality loss, FTY, etc) for all 3 product line;5. Apply lean methodology to quality inspection team to provide better and quicker services to production and coach inspectors with Lean Six Sigma, mentored 2 Green Belt projects; 6. Promote Quality First culture in company, established quality council in plant with 20+ quality focal points identified;

Currently I am taking the assignment in GE Aviation Suzhou engineering department, providing technical support to sheet metal and structure assembly production line. Major responsibilities includes production cycle time reduction, working efficiency improvement and daily defect parts analyzing and disposition.