Wang William Email & Phone Number

中国 广东省 深圳

- Global Technology Standards development & deployment 1, Leading a global team - Reference group - to develop standards and briefing session for training2, Ensure the deployment of standards in each projects3, Define Specification for all key equipment together with FAT/SAT list, mainly to standardize all investment - Play a Licenser Role in all big investment in Asia, 1, Licensor for new sites build up in China,Vietnam, India, Indonesia 2, Licensor for all key expansion projects in Asia, 5 sites in China mainland, Taiwan site relocation, Expansion in Korea, India, Thailand, Vietnam3, Performance monitoring together with site team, ensure the expected engineer design be achieved. - Industry 4.0 and automation development1, Support into design, vendor selection of first Automatic packaging line in CZ, also then able to copy the success in CD, ＞30% productivity improvement 2, Design of first automatic pre-weighing line including vendor verification, will achieve ＞70% RM auto charging in CZ, similar project on going in LF site. 3, Developed and delivered first Pre-weighing carousel to CD, ensure quality and machine accuracy 4, Working on complete the design Auto QC, which potentially reduce 80% QC headcount and bring standardization & consistency to QC inspection,5, Performance monitoring and Developing of strategy local and international vendors, including DY, NEA, Russell, Coperion, Xtrutect, BP, Navector, etc.

中国 广东省 深圳

1, ALPS - AkzoNobel Leading Performance System - roadmap define and implementation, to support company 15-20 strategy. To well support in Cost Control/Quality Improvement/Productivity Improvement. 2, Achieve 12% FMC Productivity in 2019 (Top 3 in 22 North Asia sites) with cost saving more than 5.7MCNY, RFT improve 15% and Customer Complain Qty reduce more than 15%;3, People development, establish MDI - Tier Meeting in site for daily improvement management and problem solving platform. This is to drive Continue improvement system and continuously drive leadership competency improvement. Drive 6 sigma method training/practice and certification. Yearly Strategy A3 workshop, and responsible for monthly strategy A3 review meeting; 4, Capex - Investment control, lead management team to define 3 years investment plan and map out the detail plan to improve automation (Industrial 4.0) and productivity increase.

中国 广东省 湛江市

Head of lean1, Lead the Lean Assessment in P8 2016, and achieved 55% score (45% in 2015), Bronze Prize in Hilti Global; 2, Establish Continuous Improvement System in P8 and all related activities - Gemba Walk, Monthly Best CIP Assessment, Shop floor Management System. Done 400+ projects in 2016, 4.5 Million CNY of cost saving, 97.3% employee participate rate. And one of the project become top 1 - Best CIP in global Lean Award; 3, Align with Company strategy - C2020 - developed Lean Strategy with all function head and Change agent team. This will provide a clear picture for next 5 years Lean Implementation, and to finally achieve Operational Excellence;4, Build up network with Global Lean Team, join the Lean Exchange in Europe twice a year. Join and lead some lean projects which become focus from Global side, establish standard for global team, Be part of Lean Assessment for Germany Plant and Shanghai Plant, Be part of Global OEE project, be part of Global "Hungry Lion Industrial 4.0" project ; 5, Introduce Kaizen to P8 together with Global Lean, set up team and focus on Bottleneck and key issues, at the same time to develop people to become Kaizen Facilitator to sustain and extend the achievement. 6, Participate the Integration Project of New Plant in Suzhou, and lead the section of Lean Implementation in Suzhou Plant, develop Lean strategy for the plant together with the management team.

中国 山东省 济宁市

1, Join AGCO as Process engineer, and be part of the first Tractor Localization project in Daqing Plant, working together with experts from Finland on assembly line define/fixture design and working standard sheet. 2, Move to AGCO Jining Plant and work as Assistant of Senior Director Manufacturing (German). Half of the time working with the director on daily operation meeting translation and all visits, and another half of the time is working together with several experts come from all over the world in shop floor on Process improvement and equipment upgrade. The projects done in this period: The whole plant layout design and complete, Welding equipment upgrading, Painting line equipment upgrading, New Final assembly line establish. 3, Then be promoted as ME Manager to lead and continue all improvement projects. Build up a new team with 15 engineers focus on process standardization. At the same time, lead the first localization projects - Baller 1839 - from beginning (Drawing review) to final success. And this product has become Super Star in JiNing plant now. 4, Start lean journey quit early during the time as Assistant of Director, and working together with Lean Experts from China and Global, then become Lean manager after 1839 localization project done. Develop APS roadmap, define key KPIs, establish CI system and working on all Lean Training and people development activities. Done 1550+ CI projects with team in 3 years, achieve 5MCNY saving/year, train 605+ colleagues with in total 850 hours+. And achieve 52% Global Lean Assessment score in 2014 (26% in 2013). 5, In beginning of 2015, start working on PMO (Project Management Office) Manager, report directly to General Manager. Keep tracking the key projects those GM defined at the beginning of each year. And work as coodinator for cross function projects to achieve the company target.

硕士, 管理学

学士, Mechatronics, Robotics, And Automation Engineering

2009 /12 获得“三好学生” 2008 /12 获得校辩论会的“最佳辩手” 2008 /12 获得“优秀学生干部” 2008 /12 获得校主持人大赛"三等奖" 2007 /12 获得校级“一等奖学金” 2007 /12 获得“庆城律师二等奖学金” 2007 /12.