Ya Lin Email and Phone Number

 负责整个工厂的营运指标，包括scm,质量，安全，精益和facility.Be responsible for the Performance of factory manufacturing operations, including SCM. Quality. Lean, EHS and facility制定工厂年度运营计划(安全/质量/持续改善/工厂端自评)Making annual operational Plan of Plant. (Safety/Quality/CI/Plant level assessment….)制定年度运营指标(TRCR/Customer DPPM/CONC%/OTTP/DOH/FLEX/Mfgrate/efficiency%/Cost out/ECOMAT/DPO/Capex)Making out annual Operation goals (TRCR/Customer DPPM/CONC%/OTTP/DOH/FLEX/Mfgrate/efficiency%/Cost out/ECOMAT/DPO/Capex)改善运营系统和流程满足年度指标(H5,SQDIP)。Improving operations system and process to meet annual metrics(H5,SQDIP)主导三支柱文化(安全/质量/持续改善文化)来达到卓越运营。Driving 3 pillow (Safety/Quality/CI Culture to improve the operational excellence.主导年度EBS Pull 制定12-18月主要运营因素和项目满足业务发展。Leading EBS Pull to figure out the 12-18month KOF and Projects.年度人才review,人员发展,组织能力发展来满足业务发展Annual talent review to improve the organization’s capability to achieve business development

 制定2家工厂年度SCM KPI(Cost out/DOH/DPO/ECOMAT/Gross Inventory/OTTR/OTTP)。Making out Annual SCM KPI(Cost out/DOH/DPO/ECOMAT/Gross Inventory/OTTR/OTTP) base on Profit Plan of division.主导月度SIOP,管理SCM team编制MPS/Demand Plan满足客户交货期实现销售额。Leading Monthly SIOP Meeting with cross-function team and Manage SCM team to make out MPS/Demand Plan to meet the customer request and realize the revenue.月度跟踪SCM KPI,分析GAP,制定行动计划来达成目标。Chasing Monthly KPI and making out the mitigation plan to fulfil the GAP.组织年度谈判计划及与供应商业务review计划。Organizing annual Hard negotiation and BSR Review. 导入供应商战略管理，达成业绩指标(SOTD/DPPM).Implementing Supplier Management Strategy to manage Supplier performance (SOTD/DPPM).改善物料管理系统。Improving the Material management system.主导供应商选择和评价。Leading the supplier selection and evaluation.评估部门成员能力及制定发展计划Assessing the team member’s competency and make out the development Plan.

个车间生产管理负责生产线OTD&FPY符合全球产品线标准review销售订单并实现收入优化车间流程，产能及生产，车间设备处理common cost，CHTET软件费用根据生产和SCM 状况，每月参加global 会议建立主要生产排程满足已有订单建立及维护BOM负责根据客户订单和需求管理并制定生产和物料采购计划执行标准生产活动确保及时精确供应生产协调材料的及时到货;设定安全库存并控制库存水平负责工作指令的控制, 主生产计划及周计划的制定。关注成品及原材料的版本，避免重复工作和呆滞料库存控制。计划、控制和协调生产相关的物料以支持生产过程建立 CTO BOM，Rounting确定未接订单交货期分析销售预测和实际订单，跟销售团队讨论订单及预测需求来有效改进生产计划分析MRP报表采取有效措施，及时发送请购单来达成生产计划持续分析产品的lead time，批量大小及安全库存跟踪计划实施情况并作必要的调整管理仓库并监控物料的库存状态并检查生产耗用的准确性以预防生产断料采购根据lead time，MOQ，运输时间及费用，释放采购合同给供应商 定期释放月度年度rolling 预测给供应商? 关注进料，生产线不良品，并及时报告处理 根据OA追踪供应商OTD，定期汇报OTD 给全球SCM团队 参与全球scm团队有效沟通达到节省费用负责材料本地化进程定期讨论本地化产品价格，包装追踪供应商performance

2004/06--2006/04:达丰电脑(上海)有限公司 资材部 (Planner-PMC)广达集团从事笔记本电脑代工(包含全球十大品牌:DELL,HP,NEC,APPLE,SONY,GATEWAY,TOSHIBA,LE NOVO,IBM及欧洲一些品牌)手机(Panasonic).主要负责欧洲(White Box)和西门子及Lenovo笔记本生产,工作职责是生产计划编制和物料控制及BI分 析.1.每周根据Sales plan,制定MPS.并安排每天投线计划及周投线计划和产能规划.及时调整投线计划由 于突发的材料状况,工程问题,订单需求.2.根据MPS,利用SAP导出Raw Materials与Semi-Goods的需求,并将需求反馈给采购.如果采购给出交期 无法满足Forecast,提前4周Highlight Critical parts(PSI).3.每周一Create PR(Purchase Requisition)to purchase.Give the right requirement to them.4.每周根据MPS 变化Review Excess ( 成品和原材料)并做及时处理.5,每周TAT(Turn around Time)分析,评估各种库存的合理性及适时呆滞料处理(Business Inventory).并根据 MPS对模具做产能分析。6.为降低库存,通过对大件货物以JIT 方式进货,从而维持产线正常投入.充分发挥供应链管理,达到费用的 最低化.符合现代物料控制理念.