Brian Jeong

Experience

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  ELK Co

  Aug 2000 - May 2001

  ELK Co

  ● ELK Co. (Roofing Shingles Manufacturing, Tuscaloosa, AL) ▷ Project Engineer • Revise current material handling process & develop better solution - Generate alternative material handling option with cost-benefit, and the plan was accepted• Revise current warehouse system to enhance FIFO - Generate new stocking methodology without expansion, it was accepted for further review

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  The University of Alabama

  Aug 2001 - May 2003

  Graduate Teaching Assistant

  ▷ Quality Engineering, Statistical Quality Control, Engineering Statistics - Taught and helped students in lab with class materials and graded all class assignments - Developed over 200 PowerPoint slides from paper-based class notes

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  LG Electronics North America

  Mar 2004 - Mar 2008

  Quality Planning Part Leader

  LG Electronics USA, Reynosa is a PDP / CRT TV manufacturing plant for North / South America market with 1,200 employees approximately.• Managing Quality Planning Part within QA group - Quality strategy planning : Quality Innovation to meet KPI ( Key Performance Index ) - Quality system validation through internal / external audit : ISO9001, Safety / Regulation. - Organizing quality innovation activity : Encouraging voluntary quality innovation activity. - Warranty / Q Cost analysis : Analyze / deploy corrective action.• Periodic / Special Quality Status Report - Annual executive quality innovation strategy master plan for plant. - Monthly QA group KPI report / quality index report to HQ in Korea. - Monthly / Quarterly Business Review report to North America Headquarter & Korea as well. - Weekly / monthly corrective action plan for quality issue• Coordinate QA group wise job task ( including SQA / OQA / DQA ) - Monthly KPI ( Key Performance Index ) report - Manage headcount, attendance• Warranty Cost Analysis / SCR (Service Call Rate) Analysis - Field claim service cost (warranty cost) management - Warranty / Q cost data analysis / deploy corrective action plan. - Revise service process for process optimization and cost reduction. - Forecast and establish Q cost / respective goal - Administrate Quality system for Q cost• Acquired Six Sigma Black Belt certification Show less

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  SL America Corporation

  Mar 2008 - Apr 2017

  SL is an automotive lamp manufacturing plant for head / rear lamp, and outside mirrors with 800+ employees; pre-production (injection molding and coating) and assembly.• Responsible for production and process engineering operations in a high-volume daily demand (20,000+) automotive lamps manufacturing facility; floor management, engineers, 350+ production team members running 24 hours operation.• Effectiveness improvement for production operation staff; Training and leveraging knowledge of experienced employees. Developed flexible operators pool. Reduced operation hours to meet goal and downtime.• Productivity improvement; Collaboration with CFT department leaders and share joint responsibility in achieving objectives for cost reduction, WIP layout modification.• Optimization of resource management; Allocation of right resource at right location. Reduction of machine down through operator / supervisor training. Revised Role & Responsibility and job assignment.• Scrap and waste improvement; Lead scrap improvement TFT for major scrap reasons. Organizing CFT to resolve customer issue, chronic internal production issue, and major defects or 4M category.• New model launching; Operators training, Line balancing, Process / layout improvement• Productivity improvement ; Collaboration with CFT leaders and share joint responsibility in achieving production efficiency objectives. • Optimization of resource management; Allocation of right resource at right location. Reduction of machine downtime through operator/group lead/supervisor training, Redefining Role & Responsibility, revising job assignment.• Scrap and waste improvement; Lead scrap improvement TFT for top major scrap• Cross functional team organization to resolve customer issue, repeat internal issue, or other major performance issue• New model launching; Design review, Line balancing, Process / layout improvement, Operators training• Planning/organizing plant wise 5S activities and evaluation 5S system Show less • As a plant quality manager, responsibilities are on Customer Satisfaction, Outgoing Quality, Internal Quality Process Control, New Model, and Quality Assurance with 100+ employees including assistant managers, engineers, supervisors, inspectors.• Assuring quality of automotive lamps and O/S mirror as well as their processes through establishing and reinforcing plant wise Quality activity to meet and go beyond customer expectations in a cost-effective manner• Leading / collaborating production teams in identifying root causes and implementing corrective actions, continuous quality improvement, and sustaining the ISO/TS16949 standards• Continuous Quality Improvement - Monitor / follow up customer or internal Quality issue through QSB strategies ; Fast Response Board, LPA, 4M Change Management during daily quality meeting. - TFT member for Productivity / Quality Improvement with JD Power Consulting Service - Monitor / improve photometry performance of head lamps and rear combi lamps• Quality Assurance: Field Claim, ISO/TS16949 - Field claim analysis, Warranty claim cost analysis - Quality system improvement (ISO/TS16949), customer process audit - Planning quality innovation activity• Test Lab Management: ISO17025-Reliability / Photometry test - Conforming to requirement from FMVSS108 Federal Regulation and customer - Photometry performance improvement Show less

  • Production Manager

    Oct 2014 - Apr 2017

  • Quality Manager

    Mar 2008 - Oct 2014
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  Hitachi Automotive Systems, Ltd.

  May 2017 - Apr 2020

  Senior Manager of Production

  Hitachi Automotive (HIAMS) is an automotive parts manufacturing plant for Propeller Shaft, Electric Power Steering Gear (BEPS/PEPS), and VTC with 1,200+ employees.• Responsible for production and process engineering operations in fast paced daily manufacturing volume / daily demands (7,500+) in automotive Prop Shaft manufacturing facility; Assembly lines & Paint line process.• Scrap reduction; 45% improvement through CFT team activity including awareness training, GENBA approach followed by action item board.• Reduced weekend overtimes along with productivity improvement; Review hourly performance and deploy action items from supervisor to line associates; line balancing, motion study for waste elimination.• Visualization of production performance and improvement trend for weekly / monthly operation; Production KPI including Plan vs. Result, OEE & PPPH, JPH, SCRAP, daily manpower status.• Initiation of periodic walk-through meeting for Safety incidents, quality / downtime / performance improvement with CFT management team.• Leadership development for team member; working with managers and supervisors for management review and leadership improvement through mentoring Show less

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  Coupang

  Aug 2020 - now

  Senior Manager of Industrial Engineering

  - Initiate and lead operational excellence activities to optimize Fulfillment Service operation (Fresh and Core)- Encourage and cooperate with Fulfillment Service leadership to get them engaged with initiating and deploying improvement activities for VCPU reduction and better performance.