- Set up manufacturing plant, sourcing team, and project management team. Optimized project execution to significantly reduced overall total solution delivery cycle from 4.5 months to 2.5months. - Strengthened technology and quality assurane capability through people recruitment and process standardization. Re-defined all products' CTQ (critical to quality parameters) and deployed product qualit improvement program. Meanwhile set up post sales service team with standard customer complaints handlin processes to ensure quick market response. The efforts only only lead to more than 80% quality cost reduction but also well improved GSI product and brand image in the market.- Set up Steel Structure (S.S) design and construction capability from ground, which helped business become to a real protein farm total solution provider and successufully penetrated into new market segment in both domestic and abroad markets. - Promoted Performance KPI assessment process and drived fr result orientation culture.

- Was responsible to GE Energy Optimization and Control Business Unit (China) Supply Chain reliability and efficiency from supplier management, through manufacturing, to project execution and after sales service. - Successfully improved project yearly average OTD (on time delivery) rate from 64% in 2007 to 98% in 2008 and kept higher in the following years. Which resulted in noticeable customer satisfaction improvement and well supported business competition in market. At the same time, reduced inventory from $9.3MM to $3.5MM with turnover rate from 2.4 to 8.2 to benefit cash flow. - Set up new product line in China and completed security prodcut technology transfer. deployed lean manufacturing tactical tools. Enhanced regional level opportunity synergy and best practice sharing.- Participated in two business acquisition cases from due diligence to closure.- Received Asian Regional Quality Award in 2009, China Selection in 2010, and Asian Regional Expertise Award in 2011.

- Took overall leadership of Shanghai J&J operations for reliable global supply chain and operation excellence in China. Improved OEE (overall equipment efficiency) from 38% to 67% to well support business revenue growed from $213MM to $325MM.- Lead China Wound care team achieved $2.4M in 2005 and $7.9M in 2006 cost saving vs. $0.8M in 2004. Was assigned as Asian Pacific Wound Care CIP (Cost Improvement Program) champion in 2006 to lead x-countries cost improvement efforts, achieved 25% cost saving increace at regional level in the year. .- Lead a business integration program to move Japan manufacturing to China. Which leads to 35% sales revenue increase in 2007 and market penetration into European, LA, and NA.

Joined Johnson & Johnson (China) as Quality Assurance Staff Engineer in Nov. 2000, was promoted to Production Manager in July 2001, and then promoted to Senior manufacturing manager in 2003.- As QA engineer, was responsible for suuppliers' QA management including new suppliers’ qualification, certification, and yearly QA management system audit. Received Asian yearly SOL (Signature of Leadership) award in 2001 for supplier KPI scoring system execution and critical supplier performance improvement to reduce defect rate from 0.35% to 0.04%.- Led a cross functional team on retrospective validation to legacy computer systems for regulatory compliance, as the 1st J&J company in Asian Pacific, passed U.S FDA and Australian TGA audit. Received Asian SOL award for mastering complexity in 2002.- Improed Skin and Hair Care production OEE from 54% to 83% ad reduced production cycle significantly durin 2002 to 2004, which resulted in production output from 1,100T to 1,800T without extra investment. - Reduced yearly batch quality loss from RMB 3MM above to RMB 0.12MM in 2003.

Was responsible for company SBP (Stategic Business Plan) Development, internal system audit and MAP (Managment Action Plan) development and execution.Before this role, had ever been import & export deparment manager, project manager, and metallurgical engineer.