公司员工： 178人销售额：6.5 亿人民币下属：生产主管 1人，工艺工程师 1人，员工56人工作职责和绩效• 部署实施精益生产系统，建立公司精益文化，使各项运营指标持续改善，人员能力不断提高，流程不断优化：… Show more 公司员工： 178人销售额：6.5 亿人民币下属：生产主管 1人，工艺工程师 1人，员工56人工作职责和绩效• 部署实施精益生产系统，建立公司精益文化，使各项运营指标持续改善，人员能力不断提高，流程不断优化： o 每年绘制价值流图，识别改善机会，建立改善小组，进行改善工具培训，组织改善周活动，通过改善小组间的竞争和切磋，建立改善氛围和文化。o 推行全员TPM，培训员工对设备的了解和基本的保养技能，制定适合的点检计划，通过操作工的积极参与使设备得到周全保养，同时提升维修人员技能，参与设备大修，设备改造和项目管理，为公司做出更大的贡献。o 每季度组织精益改善周活动，现场操作工按班组参加，识别现场污染源，故障源，缺陷源，七大浪费，通过活动改善现场操作环境，提升现场安全状况，提高现场效率，减少浪费，并且锻炼了团队能力，提高团队凝聚力。o 推行可视化绩效管理，详细分解从工厂目标到班组绩效指标，并建立车间层面和班组层面的指标回顾流程，用可视化问题解决方式进行指标快速分析改善，改善车间运营指标o 在车间培训和使用各种改善工具：快速转产切换SMED，动作分析，5S，拉动系统, 8大浪费, 点改善, 均衡生产，各工位进行OEE测量，开展领导标准工作; 车间效率指标从 92% 提升到 96% 客户投诉从 28 降到 23 降低员工加班时间，平均每人每月从去年同期 121 小时减少到 75 小时• 持续改进项目管理，为公司的可持续发展建立了良好实现路径，通过项目锻炼员工改善能力，通过员工完成改善项目给公司降低成本提升效率。2022年定义了58个持续改善项目，预估年收益 638.9万。覆盖生产效率，材料节省，维修成本降低，质量改善，物流优化等方面。从组织中挑选有能力的员工，组织六西格玛培训，每周进行项目回顾和辅导。 以下是部分改善项目。o DMG CNC OEE 改善, RMB 420 Ko Matec CNC OEE 改善 RMB 419 Ko 闸板阀车间效率改进: RMB 269 Ko 减少粉喷膜厚, RMB 195 Ko 包装和物流成本节省, RMB 183 K• 在生产管理方面，建立生产预算成本控制流程，每月回顾各项费用，并与现场指标建立关联，进行每日可视化管理，将指标纳入班组会议，对指标每日进行及时的监控，从而保证了成本目标的达成，同时培训由工程师领导的，班组参与的问题解决机制，使用各种问题解决工具来找到根本原因并解决。建立S&OP流程，使生产与销售计划很好衔接，根据流程输出的产能计划，及时对生产资源进行调整，平抑生产波动，提前解决产能瓶颈。• 在质量方面，推行丰田“三不”原则，每个岗位建立详细自检作业指导，客户投诉成本从月均5800降到1960€；注重数据分析，对质量指标进行在线统计过程控制SPC，发现异常趋势及时采取措施；生产质量事故使用5Why或8D，进行根本原因分析，制订可视化或防呆化的纠正预防措施 • 在人员管理方面，建立从一线员工到经理的改善能力评价和晋升体系，通过培训和项目实践不断提高组织员工的能力；制定班组长的八大任务培训，来提升班组长的能力。• 同时推进公司的信息化和智能化，设立Capex 项目: o 半自动化组装线, 2021年10月投入生产o 机器人自动喷涂线项目正在进行中o 大粉喷线正在进行中 Show less

公司销售额：25亿人民币员工： 1400人职位：持续改善经理 下属：2人• 评估工厂在生产、维修、质量方面的“最佳实践”成熟度，制定发展路线图，并负责部署“生产系统”和“最佳实践”。结合工厂每年预算，进行损失浪费分析（包含成本，生产力，质量，交付方面）和价值流分析，识别利润改进机会，转化成六西格玛项目。在生产车间组织精益改善周活动，识别污染源，故障源，缺陷源，七大浪费，推行TPM，可视化管理，改善车间运营指标。• 2020年识别并定义71个持续改善项目，覆盖能源节省，减少物料消耗，减少质量损失，产能提高，维修费用节省，人员精简，减少外包费用，降低污水处理费用等方面。达成收益1.24亿人民币。以下是一些项目改进的指标- 水耗从每吨产品 70吨水降到 53吨水- 电耗从每吨产品 837千瓦时降到 709 千瓦时- 滤网耗用从每吨产品… Show more 公司销售额：25亿人民币员工： 1400人职位：持续改善经理 下属：2人• 评估工厂在生产、维修、质量方面的“最佳实践”成熟度，制定发展路线图，并负责部署“生产系统”和“最佳实践”。结合工厂每年预算，进行损失浪费分析（包含成本，生产力，质量，交付方面）和价值流分析，识别利润改进机会，转化成六西格玛项目。在生产车间组织精益改善周活动，识别污染源，故障源，缺陷源，七大浪费，推行TPM，可视化管理，改善车间运营指标。• 2020年识别并定义71个持续改善项目，覆盖能源节省，减少物料消耗，减少质量损失，产能提高，维修费用节省，人员精简，减少外包费用，降低污水处理费用等方面。达成收益1.24亿人民币。以下是一些项目改进的指标- 水耗从每吨产品 70吨水降到 53吨水- 电耗从每吨产品 837千瓦时降到 709 千瓦时- 滤网耗用从每吨产品 40元降到了10元- 原材料消耗减少10%- 产能从800吨每天提高到850吨每天- 维修费用节省260万元• 组织精益六西格玛培训，企业中层全部参加，并领导项目。11人取得公司绿带证书。• 为支持生产组织各类专题培训，包括5S管理，现场可视化管理，八大浪费，5个为什么，问题解决能力，快速转产，数据分析，统计过程控制SPC• 2021年定义87个持续改进项目，预估财务收益7200万元人民币。今年已经组织完成两期六西格玛绿带培训共有60人左右参加。计划组织4期现场精益改善周活动。每个团队现场至少要完成100个点以上的改进。 Show less

• Performing Operational Excellence Assessment to assess site’s maturity in production, quality and maintenance. And Deploy Production System and “Best Practices” in all China sites. • Using Value Stream Map to help production and supply chain identify improvement opportunities. Leading value stream map improvement process, assigning kaizen projects to teams. Set every kaizen target with team leader. Monthly review the progress of improvement. Training and coaching the teams with lean tools… Show more • Performing Operational Excellence Assessment to assess site’s maturity in production, quality and maintenance. And Deploy Production System and “Best Practices” in all China sites. • Using Value Stream Map to help production and supply chain identify improvement opportunities. Leading value stream map improvement process, assigning kaizen projects to teams. Set every kaizen target with team leader. Monthly review the progress of improvement. Training and coaching the teams with lean tools during the improvement (such as, optimizing layout, lean continuous flow, SMED, activities analysis, Kanban, pull system, production leveling, visual management). • According yearly budget, making Lost and Waste Analysis (include delivery, productivity, Quality, Cost), identify opportunities and put into the project pipeline. Using DMAIC methodology to manage the projects.• Organize and perform lean six sigma Green Belt and Kaizen training. Managing and coaching site’s GB and Kaizen projects. Every month review projects progress with project leaders. Training and coaching shift team problem solving skills (5why, RCFA, Fish Bone). Improve their capability in deviation investigation. Build up site Operational Excellence competencies.• During the implementation of OPEX, put in place all the elements of the Operational Excellence system in different level of sites. - Management: Visual Performance Management System, Project Pipeline, BSC;- Shop Floor: Standard Work, 5S, Visual Management, 8 Types of Waste, Activity Analysis, Point Lesson, Lean Continuous Flow, Kanban, Pull System, Production Leveling, SMED, Spaghetti Chart, Autonomous Maintenance;- Problem Solving: 5Why, Root Cause Analysis, Fishbone Diagram;- Mindset： Coaching and performance dialog, difficult conversation, Mirror Workshop.• Supporting sites build up performance management system• Involving in US FDA audit remediation program: Show less

-Facilitate site lead and management change-Coach and support production and supply chain in implementing best practice of team work, visual management, focus improvement, setup time reduction, autonomous maintenance, assets care and quality.-Use Lost and waste analysis to identify process improvement opportunities, support production and supply chain setup yearly KPI and define improvement projects and tracking progress.-Use value stream to push continue improvement in production… Show more -Facilitate site lead and management change-Coach and support production and supply chain in implementing best practice of team work, visual management, focus improvement, setup time reduction, autonomous maintenance, assets care and quality.-Use Lost and waste analysis to identify process improvement opportunities, support production and supply chain setup yearly KPI and define improvement projects and tracking progress.-Use value stream to push continue improvement in production and supply chain process-Lead site BB project and coach GB projects.-Lead GB and site kaizen leader training, improve team problem solving competency, setup site problem solving structure.-Prompt lean continue improvement culture in any time and any place.Project Experience:2011 – Define over 30 projects/kaizen, close 24 projects/kaizen. 2012 – Define over 40 projects/kaizen, close over 30 projects/kaizen. Hard saving 470K$2013 – Define 78 projects/kaizen, close over 35 projects/kaizen. Hard saving 750K$2014 – Define 52 projects/kaizen, Hard saving target 1000K$2012 – 3 GB certified, 7 Kaizen Leader certified2013 – 6 GB certified, 6 Kaizen Leader certifiedLead project: from 2013-current (Because too many projects, so I only list project from last year)1. Recycle filaments I, annualized Hard Saving $200K2. Recycle filaments II, annualized Hard Saving $102K3. Packaging line productivity improvement, annualized Hard Saving $20K4. CO2 consumption reduction, annualized Hard Saving $27KLast year site have 78 kaizen/projects, I will regular tracking and coach these projects, half of them completed in one year. Below are some of them:1. Polymer cycle time reduction2. Spinning line throughput improvement3. Optimize spinning changeover process4. Improve tynex line FPFQY5. Reduce downtime of Abrasive line after machine shutdown6. Extend Resin packaging lifecycle7. Tank distribution cost reduction8. Standardize Polymer Workshop pipeline mark Show less

-Inventory and warehouse management: warehouse team management, material management-Import/Export: Forwarder Management, Import/Export Issue, Review transportation costs, on-time delivery of inbound and outbound materials by carrier.-People development-ERP process owner

IT and ERP Imlementation

IT Leader, setup and maintain IT system and ERP implementation