1. 协助总经理完成公司内各项管理工作的规划、执行、监控、督促，并根据执行偏差制定整改方案2. 及时向总经理反馈日常工作中看到的问题点，研讨方案，并纠正问题3. 为公司各项目制定项目计划，跟进落地完成 - 新品上市项目：组织职能部门制定新品上市计划，制定甘特图，跟进所有工作按计划落地完成 - 总经理交办的临时性项目：如业务人员KPI考核制度制定项目、财务流程系统化、PSI管理工具输出、高效会议管理、调价项目、门店开业项目、经销商大会等4. 协调跨部门工作，确保部门间共同完成工作，避免目标不一致造成的资源重复使用5. 主要业绩 - 从销售人员没有目标到为每名销售人员制定合理化目标。确保人人头上有目标，让所有员工有目标感使命感。 - 公司财务费用申请/执行/结算的标准化流程设计，避免超期费用/反复结算等现象发生 - 完善出差制度，建立出差申请到出差总结的标准化流程，确保员工出差有效运营 - 项目化管理制度建立。运用甘特图建立子项目，并按计划跟进每项工作的完成情况。 - 19财年销售额增长率0.5%(整体手机市场减少9.5%)；份额19财年18.9%，同比增长0.6%

1. 负责北京现代及东风悦达起亚的External Damper(简称ED, 外部减震器)项目2. 按照客户整车量产计划，制定ED产品里程碑计划，协调各职能部门制定Level2计划，并监督完成，确保最终交付客户要求的成果3. 检查并验证项目团队成员(开发/品质/采购/设计)的业务，保证及时发现问题，树立对策，解决问题 4. 按客户提出的变更请求评估变更、沟通变更的影响、制定相关文件、最后实施变更5. 新项目投资费用预算及申请(包括间接费用/直接费用/折旧费/劳务费 等)6. 量产项目零部件国产化(包括冲压/热处理等)，降低成本，从而提高公司利润(成果：Margin 21%→27% )7. 业绩： - 成功量产项目：Gen1 ED Kappa1.4T，Gen1 ED Gamma1.6T - 成功完成零部件国产化29件，节省成本 2,700KRMB/月

1. Mobile Phone Reports Handling for The Northeast Region- Draft strategy plan, which includes the channel analysis and product operating - Prepare reports for VIP visit(Global Strategy President/the President of Samsung China, etc.)2. Data Management- Analyze GFK(Corporation of Marketing Research for Consumer Product) data in regards to the market size and share in order to look for opportunities - Analyze the customers’ performance (S/I&S/O) to monitor the channel and product operation- Forecast the market trend to motivate the market sensitivity of sales team3. Customer Management- Manage core customers’ ISS (In Store Share) to improve their efficiency- Operate “Gyrfalcon Club” for cultivating core customers, ISS increased from 31% to 37% as the result4. Marketing Data Collection- Identify opportunities and threats by conducting researchon competitors’ information (key models’ sales volume, product promotion, store opening) and operators’ trend5. Personal Accomplishments- 2013, promote to assistant manager- 2015, personal KPI achieved ‘A’ all the year (Top performance)

1. Partner performance management: Analyzed the performance of distributors in Korea and Taiwan territories, and solved their system errors2. Customer health management: Managed customer rebate on monthly and quarterly basis3. Cooperation project: Verified invoices related to cooperationactivities for reimbursement4. New project transition: process transition and system test5. Performance- Acquire lean project certification; it leads to save 60 hours a month for the process- Annual best performance in 2011, several times of quarterly best performan