Experience

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  Nokia telecommunications ltd.

  Mar 1999 - Feb 2013

  Reporting to Lean Manufacturing Development Manager, was responsible for project implementation, process improvement, factory KAIZEN system establishment and maintenance, employee competence development at LEAN.• Leaded DR room improvement project which involved in a number of departments and vendors. Increase network capacity with no impact on production and established cabling layout. • Leaded We Recycle project. Optimized internal recycle process and classification rule of production waste. Designed new bins and introduced Visual Management into waste sorting. Was responsible for controlling of schedule, cost and resource.• Super market logistic flow improvement. Reduced a third super market area, reduced 24% HC and saved 1 hour material lead time• Defined and implemented factory visual management rules and sign. • Leaded factory KAIZEN system establishment and promotion. Develop KAIZEN database with IT, Leaded KAIZEN Committee, established Kaizen evaluation and award system. A tenfold increase on quantity and participants from 2008 to 2009. The Kaizen Society project was shortlisted for 2010 NEIA Semifinals.• Lean knowledge training, mainly responsible for Standard Work, VSM, PDCA, FMEA.• Participated in or coordinated global or local LEAN related: SMART audit, Festool project, CPK study etc. Show less 1. Mass production: Create and update WI, capacity calculation, improve line capacity and balance, improve Jig. Be rich experience in MOST, ECRS, Operation Process Chart, Process Chart/Flow Process Chart, Flow Diagram, Operator and Machine Chart, Multi-Activity Chart etc.2. New product introduction: Design process, capacity, and layout. Be familiar with FMEA and control plan. Be responsible for Assembly training etc. 3. The project ‘Flex FA project’ received Bronze award of company continuous improvement project. Show less Reporting to IE manager, was responsible for process design and improvement, line balance, work measurement, layout design and changeover, jig/tool localization and improvement, quality control and improvement, assembly and process training. • Mass production: Balanced production line/cell and improved line/cell capacity using IE tools (e.g stopwatch, MOST, ECRS, Operation Process Chart, Process Chart/Flow Process Chart, Flow Diagram, Operator and Machine Chart, Multi-Activity Chart, VSM etc.), updated Work Instruction, improved assembly quality. • NPI: Cooperated with Program, designed assembly and packing process, work measurement, leaded pFMEA analysis, reconstructed layout, set up Work Instruction, improved Jigs and tools, trained operators. • Flex FA project which received Bronze Award of Company Continuous Improvement Project. • Supported or coordinated process related project: X-Ray, quick changeover, packing instruction handover etc Show less

  • Lean Specialist

    Nov 2007 - Feb 2013

  • Project Engineer

    Nov 2006 - Nov 2007

  • Industrial Engineer

    Nov 2004 - Nov 2006

  • Industrial Engineer

    Nov 2004 - Nov 2006

  • Product Engineer / Repair technician

    Jan 2002 - Nov 2004

  • Repair technician

    Mar 1999 - Jan 2002
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  Embraco

  Oct 2013 - now

  Sr. lean specialist

  - Improvement project experience in assembly, machining, stamping etc.- Lead DL reduction projects and Internal logistics project- WCM - WO pillar leader. Focus on productivity improvement and NVAA reduction by re-organizing workplace, including 5S implementation, dirt source reduction, etc.- WCM - FI pillar sucessor.

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  握奇

  Jun 2016 - now

  Tpm supervisor

  • Establish and maintain Lean system and TPM, including KPI deployment, KPI follow-up etc. • Coach KAIZEN activity in each pillar. esp. FI, Equipment, E&T. Including improvement of leaders’ capabilities, priorities identification, coaching and follow-up.• Track and monitor project progress, take the roles of PMO by establishing and maintenance project culture and system. • Promote colleagues’ competence in Lean and project management. • Promote Lean concept and culture. Such as bi-weekly newsletter etc.• Daily management of lean group. Show less

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  Libeier

  Aug 2017 - now

  Program leader

  • Maintain and optimize Continuous Improvement system to achieve the target of cost down. • Drive Operational Excellence culture implementation, including MOS, COS and WFM etc. Push best practices sharing. 2 workflow transferred from instable to stable.• Enhance employees’ capacity in CI and problem solving, including Lean-6 sigma training, and project coaching etc. Delivered 2 times DPS training, 12 engineers received YB certification.• Implement PD, and maintain KPI follow- up mechanism Show less

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  Mintagne

  May 2019 - now

  Oe manager