Objectives : Fully responsible for the plant operations , cost , efficiency .KPIP and L1.Handle new customers and 5 projects SOP in 6 months2.Lead the new team towards a more challenging technologies.3.Creating a World Class base and system into the company.

Key Roles and Achievements:1) Met the high challenge of double digit (100%) sales revenue since 2013 to 20152) One of the Best Quality Plant among the group at 20 ppm level.3) Highly Award and Certify as Top Safety compliance company in the region.4) The company is awarded for ISO 9000/TS69949/ISO14000/ISO180005) Continue drives the company towards World Class Manufacturing in termof Safety (EHS), Working Environment (productivity ) , Logistic and Customer Service,Quality, Maintenance , Preventive Maintenance , Continuous Improvement (Kaizen).6) Hit the higher Trading Profit in 2013/2014/2015 (P&L) and awarded as Top 100 company inWuhu’s Free Trade Economic Region.7) High discipline and high commitment is a norm in my working awareness.8) Meet the challenging new Products SOP in customer without major impact.9) Coaching, Listening and Empathy to develop people and share results to my staff.10) Continue to drive the Best Practices and Benchmarking in order to be excellent.11) Biggest Factory in China (more than 12 factories) and serve more than 13 customers.12) Achieved Bronze Award (Lean Manufacturing) from Fiat WCM award.13) High technology plant with new facility and process fully introduced into China plant.

Responsibility & Accomplishments 1.Fully responsible on the P&L for the factory. 2.Totally manage the Operation groups including the local and foreign staff. 3.Involvement in HR , maintenance , tooling , facility , Process & Industrial engineering PMC, Warehouse, Logistic , Custom and Manufacturing 1, 2 & 3. 4.Set-up the world class standard & requirement in the plant 5.High success in term of cost reduction, material inventory control and reduction. 6.Drive continuously the productivity and cost reduction program 7.Turn to profit in 2007 financial closing and a record making in this company since 2002 . 8.Drive in term of quality improvements, scrap reduction and suppliers chain improvements. 9. Continue works on without boundaries in term of company’s achievement and ensure the share holders profitability. 10.Works on the company strategies in the of business plan , budget , cost competitiveness, enhance the working discipline & efficiency. 11.Awarded from local government (in 2009) in term of environment improvement, cost reduction program, energy and resource reduction and total improvement in the factories.

As the main China manufacturing facility producing Home Appliances such as DeepFryer, Coffee Maker, Blender, Mincer, Juice Maker and Kenwood’s Kitchen machine.Sales revenue stands at more than HKD 900 million per annum.Present Plan and Responsibilitya.World class manufacturing facilityb.Target for Production Efficiency Improvementc.Improve Delivery & Reduce backlogd.Enhance Quality Awarenesse.Kaizen & Productivity Improvementf.Reduce Production Rework, improving incoming Qualityg.Set the MBO (management by objectives and keys measurement indicators)h.Improve and redefine jobs and responsibility of Product Engineering Team.i.Direct report to GM of the plant with a plant size of 1600 people.j.Departmental under my supervision i.e. Product Engineering, Production, Warehouse, Maintenance, Injection Molding, Motor Production, Tooling Maintenance, Improvement Team and Plant Facility.

Accomplishments & Dutiesa.Responsible for the plant operations with the workforce of 4000 employees.b.Direct in-charge for the operations of planning, MPS, Quality, Kaizen & Engineering to ensure the planning are met.c.Emphasize on the QCD (Quality, Cost & Delivery) as the focus culture for the continuous improvement & success of the operation.d.Experience in Wal-Mart `s requirements & passed the audit with GREEN COLOR.There are 4 major Business Units in the plant. I.e.-Final Assembly-Metal Stamping-Plastic Injection & Power Cord Socket Molding-Switches Assemblye.Managed to recover the high backlog in July 03 & meeting the demands in 3 months turn around.f.Create the teamwork spirit, enforce the right working habits among employees, cross- departmental communication to minimize the inherit culture thinking are the key factors to overcome the 36 years old set-up company.

Major Tasks and Achievement:a.Successfully ramp the Head Stack Assembly new set-up in Malaysia.b.Cost reduction effort of 350 K/Quarter initiatives in the Head Assembly Process.c.Awarded special performance bonus.d.A record of head stack mechanical yield from 99.3% to 99.8%.e.Best in Class Performances in term HAS layout and line output with low LOH.f.Contamination improvement by enhance in house control and Auto Shut Downg.ESD improvement with the first Auto ESD Line/ Tool shut down.h.Gap the bridge within corporate and factory ESD roadmap & set-up.i.Cost reduction of USD100k/month by implementing tote sampling process.j.Re layout production floor to the new “rework” facility & process requirement.k.APC downtime improvement from 8% to 2.5% with the new spec of 2X15 counts limit.

Major Tasks and Achievement:a.Successfully ramp the Head Stack Assembly new set-up in Malaysia.b.Cost reduction effort of 350 K/Quarter initiatives in the Head Assembly Process.c.Awarded special performance bonus.d.A record of head stack mechanical yield from 99.3% to 99.8%.e.Best in Class Performances in term HAS layout and line output with low LOH.f.Contamination improvement by enhance in house control and Auto Shut Downg.ESD improvement with the first Auto ESD Line/ Tool shut down.h.Gap the bridge within corporate and factory ESD roadmap & set-up.i.Cost reduction of USD100k/month by implementing tote sampling process.j.Re layout production floor to the new “rework” facility & process requirement.k.APC downtime improvement from 8% to 2.5% with the new spec of 2X15 counts limit.

REFORMATION & ACHIEVEMENT-----------------------------------------------a.Terminated the redundant company buses contractors – cost saving of Ringgit RM 20k – 30K per month so that the buses route & capacity were operated in highest efficiency. In lieu of the high turn over & labor shortage, made proposal to management to recruit 20% - 25% of foreign labor to overcome the direct labor operations cost, shortage & high absenteeism.b.Improved & enhanced local design in developing the in-line testing to replace manual testing.This reduced 2 headcounts per machines & the process cycle time.