Lead capacity increasement & cost reduction in whole company; Keep lean maturity, financial profit as top 1 in division in past years.1. Standardize Processes: Constantly define procedures to realize standardized management; harmonize Operation Excellence program in 6 operation Companies in to be “one BU”. Totally initiate/maintain 163+ standard business procedures.2. Initiate Operation Excellence: Define operation target KPIs. Cascade, monitor & improve KPIs to support profit growing 20+% per year3. Setup Lean System: Setup lean management system covering project, action, idea, 5S. Initiate 3-level of production kaizen system of operation-workshop-line.4. Drive Internal Lean Implementation: Drive big capacity improvement/ cost down/ investment programs to support financial performance, like ”Increase EBIT + 20%”. Yearly update VSMs, organize kaizen weeks, coach projects. Through lean management, reduce production, material & procurement cost totally 50+ million RMB/year.5. Coach External Lean Projects: Coach lean projects in Siemens other Operation Companies & key suppliers including different industries, shorten critical suppliers’ material delivery Lead Time by 20% to 90%. 6. Intelligent manufacturing &Digital change: Guide “Lean Digital Factory” based on SIEMENS digital platform. Three workshops were awarded “Intelligent Manufacturing” by government. Drive Digital systems of OEE, KPI management, Digital Twin, MES, APS, PLM, etc.7. Host Operation Meeting: solve issues in delivery, planning, production, quality, engineering, material and order management to assure on-time delivery to customers with good quality. Track long-term solutions under PDCA circle to reduce delivery lead time, with number of urgent orders less 40%.8. Training & Coaching: As Siemens qualified training expert, cascade lean & 6 sigma training courses; train and coach to enhance all employees’ improvement knowledge and skills.

KONE is a famous elevator company from Finland. There are 5 factories in China with annual revenue 14 billion RMB.Report to global directors team directly; Lead Operation Excellence Program in China, which involve whole management including Manufacturing, Customer Service, Quality, Logistics, Supply Chain, and Employee Empowerment. Cascade global roadmap to regional level, and make the first harmonization of improvement actions in China. Regularly audit, analyze gap, define actions, follow up and organize best practice sharing. 1. In manufacturing, as a global certified Lean Master, cascade lean roadmap to unit level and define actions based on productivity improvement KPIs and follow up. Set up lean benchmark area in shop floor & office, then roll out to other factories in China. 2. In Quality, as the six sigma expert, collaborate with quality director, build six sigma deployment system, coach projects, monthly follow up regional green belt projects. 3. In Employee Empowerment, collaborate with HR director, define lean tool box and give Lean awareness training for all employees, TWI for team leaders, kaizen, team meeting, problem solving initiate in shop floor.4. In Supply Chain, collaborate with the director, initiate and follow up CI actions to strengthen supply chain collaboration and planning, accuracy short term forecast, increase materials arriving JIT.5. In Logistics, collaborate with the director, initiate and follow up CI actions to ensure high level of COT.6. In Customer Service, collaborate with the director, initiate and follow up CI actions based on customer focus survey, customer visit, Lead Time reduction, and Voice of customer.

Trauson is the largest local orthopedic instrument manufacturer, with revenue 300M RMB, and 7000 types of finished goods.1. Fully responsible for Lean & 6 Sigma in group’s operation activities; Led a team with 6 members in 3 plants.2. Increase production capacity 10%, and reduce company’s Lead time 20%, through reducing WIP in VSM and SMED, etc.

Lonking is my MBA sponsor. Revenue of Shanghai Machinery plant in Y2008 was 3 billion RMB.1. Initiate lean production with Kanban and leveling production in 8 workshops, 2000 operators.2. Increase daily output capacity 20%; decrease Lead Time by 15%. Massachusetts Institute of Technology chose this change as a study case of lean production.