My background has mainly involved training & Improvement Projects, especially in the area of Lean Production, Toyota Production System, KaiZen activities for the last 18 years;- from 1992 with Sony (Singapore) for more than 12 years (6 years in Southeast Asia & 6 years in China), &- from 2004 to currently, with my own Training & Improvement Consultancy for Hong Kong companies in Southern China. While in Sony, I was involved with Sony companies in Malaysia, Thailand & Indonesia, for Training, as well as for Improvement Projects. We were involved with Productivity Improvements & mindset changes for Operational members. Our improvement ranges from to 30% increase. Most importantly, prior to such activities, we always have to start with mindset change for the involved members, by training & highlighting the importance of “Continuous Improvements Concepts”. For examples, we streamlined our Southeast Asia regional store from 30,000 sq m to 10,000 sq m, by implementing our “In-Line Store”, “2-Bin system” & Leadtime Reduction concepts. Also, we designed, fabricate & used jigs extensively, basically to free up the hands for more value added work.I was sent to Tokyo, by Sony Singapore, to be trained in Toyota Production System, “Continuous Improvement Concepts”, by Yamada-san from Toyota.While working with non-Sony customers in South China, for example, Vtech, our targets for Productivity Improvements was 30% increase, for Space Reduction 30% & Leadtime Reduction 50%.Prior to Sony, I was with Digital Equipment from 1988 to 1992, with responsibilities in Operational Layouts & Facilities arrangements, Packaging Procurement & Qualifications, Bar code Printing & Printers Maintenance.I am confident to be able to contribute to your organisation & sincerely hope that I can be given a chance to share with you, my enthusiasm & experiences as a Facilitator in Kaizen activities.

Lean Concepts & KaiZen for Productivity Improvements In Sony Subcontractors (Southeast Asia & China). Results : 30% Productivity Improve 50% Reduction in Work In Progress (WIP), 50% LeadTime Reduction by introducing Cell Production, WIP Visual Controls, Kaizen, TPM, SMET, Workload analysis, Work Sampling, 5S, Windows (Problem Solving Tool), In-Line QA & Sampling Switching Plan Rule Regional Sony Warehouse 50% Space Reduction mainly through In-Line Store, waste reduction in Waiting, Handling and transportation. Facilitated Kaizen events (continuous improvement events executed by cross-functional teams) for Lean tools, specializing in Pull (Kanban), Standard Work (SW), Flow, 5S, and Transactional Process Improvement (TPI, or SW for office processes)Danaher-wide subject matter expert on Kanban, VSM, and Root Cause AnalysisMentored manufacturing and distribution sites to improve key metrics Reduced surgical demonstration inventory by 33% via process improvements (TPI event)specializing in Root Cause Analysis, and LeadershipDesigned and deployed new model to correctly size Kanban quantities and increase inventory turns, with automatic accommodation of business constraints such as Minimum Order Quantities, package sizes, demand variation, etc.Increased inventory turns on manufactured parts

Capacity Planning Bar Code Printing/MachinesPackaging Material design/Certification Operational LayoutImplementation of Lean manufacturing OS in the plant Coordinate Operation system Assessments in plant & support action plans to maintain systems.Drive the continuous improvement studies, according to quality-volume-cost analyzes. Develop processes and concepts aimed at continuous improvement.Lead performance improvement studies in production area_ SOS studies static-moving line motion kaizenEnsure that the improvements are documented