Steven Chen Email & Phone Number

Key Achievements or special projects:✧ Zero government fine, zero recordable injury/illness, zero severe process safety events.✧ I moved from Hsinchu to Anji and provided my resource to support Anji and Changxing operation. I won the VP(Vice President) Award Asia in 2011 due to I integrated Anji and Changxing plants engineering resource and increased 300% production capacity successfully by debottleneck. ✧ Conducted MOC, TAKE 2, JSA, PSI, PHA, PSSR for the process in 4 sites.✧ Recognized and review talent of Engineering team to develop multifunction.✧ Conducted one-button automation by DCS(Distributed Control System) for Songjiang and Hsinchu plants. ✧ To build deformer production line in both Hsingchu(2012) and Songjiang(2016 in 1 year respectively.✧ To improve productivity and capacity expansion 10% in Anji and Changxing by extending utilities and process review.✧ To establish a new powder milling plant in Hsinchu(2012~2014). Invested 4.5 million and payback in 2.5 years. ✧ To install new reactors and conduct pressurized process for resin products(2013) and establish the production line for commercialization, increased GM 10~15%. ✧ To keep improving quality stability as Cpk<1 less than 10% all the sites for these years.✧ To install RTO(2018~2019) to address increasingly stringent environmental regulations in Songjiang plant.✧ Reduced the operating energy consumption of RTO by about 4.5% and reduced operation cost of RTO in 2021 by $48.6K in Songjiang plant.✧ Conducted the team through internal/external audit, there was no significant finding. ✧ Conducted HSE tools/process as the Alive & Well, RCA, ASA and CAPA tracking to lead safety performance.✧ Cost saving by improving productivity, $ 35K/y. since 2022.✧ To save rework cost $102K in 2021 and $25K since 2022.✧ Product saving $28K/y by SPC since 2023.✧ CAPEX spending accuracy(compare to FCST) > 95% per month ✧ Developed the DE&I(diversity, equity and inclusion) strategy for Hsinchu Plant and cascaded to the team. ✧ The actual volume of demand from customers was 30% higher than 2021 AOP, we were facing manpower shortage and supply chain issue, we cooperated with HR, Supply Chain and Commercial team closely to meet requirement of supply volume to customers eventually.

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  Tamkang University

  Chemical Engineering