Soheil Abed Email & Phone Number

Iran

Saveh, Markazi Province, Iran

Saveh, Iran

• Developed and monitored the Henkel Production System (HPS) road map as the lean transformation plan.
• Founded and organized the continuous improvement team of 3 CI engineers in Henkel Iran plant, during the lean tools implementation from scratch, which succeeded to carry the 20% of maintenance load to production.
• Initiated OEE losses analysis in Henkel plants advanced the total performance of production as much as 15% OEE increase in 3 successive years.
• Developed autonomous maintenance (AM) teams and launched AM workshops resulting in better MTBF of pilot line by 50%.
• Built and mentored the shop floor team working on SMED to reduce change-over time of pilot lines up to 48% at the first phase and plan for further improvements.
• Facilitated the current daily reporting tasks of supervisors and operators through simple and automated excel files. Reduced the OEE reporting time from 3 hours to 20 minutes for each weekly report.

Sāveh, Markazi, Iran

• Budgeted the fiscal years of the laundry detergent factory, keeping the plant costs under control versus 10 Million Euros of yearly budget, with no over-budgeting during 3 successive years from 2015 to 2017.
• Developed a costing system based on activity based costing (ABC) methodology and planned the capacity of laundry detergent lines for the whole year with more than 85% of utilization in production equipment.
• Controlled the CAPEX realization of the biggest projects of the plant in last 10 years e.g. in a new detergent line project valued, 9.7 MEuro.
• Organized a monthly rewarding system in a 6-month project, based on production records of each line.
• Monitored material consumption deviation versus BOM and eradicated major consumption fluctuations.

Tehran Province, Iran

• Pioneered value stream mapping (VSM) to direct the performance improvement endeavors towards shorter lead time. Expanded the current state map of rear axle line and guided the task force through actions towards the.
• Coached the shop-floor team into improving the working standards of their lines and stations based on SPR standard checklist (File UET), to improve their performance according to plan.
• Steered regular Gemba walks of management team in shop-floor and fostered team work on Muda removal.
• Developed the performance evaluation system of lines based on their actual performance versus standard performance, as the main criteria for their monthly production rewards and incentive plan.

Tehran, Iran

• Audited and scored the nominated suppliers newly entered to Renault sourcing plan for localizing projects, according to Renault-Nissan quality standard (ASES).
• Implemented the rank-up projects in 10 suppliers of Renault in order to fill their performance gap with ASES standard. Trained and coached the supplier working groups on ASES tools such as FMEA, Quick response quality.

Karaj, Tehran, Iran

• Implemented ISO/IEC 17025 in test and calibration laboratory.
• Launched the statistical process control (SPC) and measurement system analysis (MSA) in major stations based on FMEA risk analysis.
• Developed a regular reporting mechanism to evaluate the performance of suppliers based on input material inspection reports.

Tehran, Iran

• Practiced and trained the ERP of IFS applications to Iranian customers of IFS and in modules of production, distribution and maintenance system. Practiced lean production features of IFS application.
• Developed a dynamic inventory management excel DB to detect the sourcing priorities in daily supply.

Tehran, Iran

• Founded and managed the IVECO spare parts planning team that shattered the planning limitations with their integrated inventory planning system and order point monitoring.
• Spearheaded periodical inventory analysis highlighting dead, slow and fast moving stocks.

Rasht, Gilan, Iran

• Organized and mentored the work study team from scratch, and uplifted the production rate in Pride and Peykan shock absorber assembly lines by 70 % through waste elimination, time study and line balancing.
• Developed MRP timetables to monitor MRP in order to realize the MPS (Master production schedulre) on the shop floor during weekly and monthly periods.
• Pioneered a process approach to reengineer organizational processes, and developed the core processes map over which future organizational changes were founded.

Bachelor'S Degree, Industrial Engineering

High School Diploma, Mathematics And Physics Science