Albert Tan

Experience

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  LSI, an Avago Technologies Company

  Jan 2000 - Mar 2001

  Engineer, Maintenance (EOL)
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  Micron Technology

  Mar 2001 - Oct 2008

  Senior Engineer, TPM

  • Overall in-charge for OPE (Overall Production Effectiveness) at Encapsulation operation.• Assume additional OPE responsibility for Trim and Form operation in 2008.• Lead and drive TPM (Total Productive Maintenance) initiatives.• Overall champion in PM (Planned Maintenance) Pillar.• Establish and improved operational flow.• Collaborated with cross-functional departments on productivity projects.• Participated in cycle time improvement projects to resolve issues on operational inefficiency.• Implemented structured AM (Autonomous Maintenance)/PM (Planned Maintenance) methodology at Encapsulation and Trim & Form operations. • Developed and implemented Modular PM and improved version of Enhanced Modular PM.• Conducted training for technician and operators on PM and OPE/OEE Awareness.• Participation in feasibility and initial design studies on mold compound wastage project to drive plant-wide cost saving objectives.• Developed and implemented paperless E-Filing (Electronic Filing) System for Preventive Maintenance checklist to drive cost savings and ensure efficient internal /external audits.• Developed Tool Management System to enable Predictive capabilities.• Participated in Workforce OPE concept studies.• Performed XML coding for the implementation of Global OUI (Operator User Interface).• Lead and facilitate on full Connectivity development in Encapsulation (Dai-Ichi Elf, Dai-Ichi Zett, Dai-Ichi GP-Pro and Asahi Combo), Tester (STI Hexa) and Strip Laser (STI & MIT) using basic & advance Sec/Gems. Show less

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  Nestlé

  Oct 2008 - Feb 2011

  Manager, Industrial Performance, TPM Focused Improvement Pillar Lead (HOD)

  • Headed Industrial Performance Department to spearhead in Industrial engineering working on time study, workflow improvements, productivity improvements, drive implementation and monitor business KPIs.• Facilitated and monitored implementation of Continuous Improvement initiatives through DMAIC.• Supported Operational Excellence initiatives in MYSG market.• Identified unexploited improvement potentials, with capability to influence others.• Collaborated with Production, Engineering, Quality and other support departments to identify unexploited improvement opportunities.• Drove the implementation of Industrial Performance initiatives for the factory and consolidate, monitor and report on the findings and results.• Performed critical studies of the whole value chain for the key areas.• Collaborated with the Factory Controller to calculate cost / benefits and consolidated performance targets.• A driver for Everyday Coaching program.• Instrumental in the achievement of SQC (Singapore Quality Class), SIC (Singapore Innovation Class) and MAXA (Manufacturing Excellence Award) for the factory all in 2010.• Spearheaded and drive the TPM (Total Productive Maintenance) initiative, training and implementation in the factory.• Coordinated TPM implementation, integrate TPM pillars and coached TPM works at all levels.• Conducted assessment of implementation progress and communicate results.• Coordinated, integrated factory TPM strategy to build capacity and drove consistent TPM deployment for sustainable improvements.• Motivated and empowered people through positive attitude and stimulate mindset change.• Trained and coached Focused Improvement Pillar Team on FI methodologies e.g. Loss Tree Analysis, DMAIC and SMED.• Served as a centre of expertise for dissemination, guidance and implementation of FI methodologies across factory.• Supported the selection of project leaders to ensure effective identification, analysis and reduction of losses. Show less

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  REC

  Jan 2012 - May 2014

  • Key management contributor for driving company through measurement on HSE, Delivery, Cost and Quality.• Developed & implemented RBS (REC Business System) as working culture.• Supported and drove RBS based on Lean Principles & TPM to improve overall performance.• Appointed Site TPM Network lead and driver.• A key contributor of TPM knowledge in local & global sites. Implemented OEE systems.• Responsible for developing RBS into a World Class Maintenance System through 4 key initiatives (Shop Floor Management, In-Control Capable Maintained Methodology, Total Productive Maintenance and Material Management System).• Execution of overall plan for RBS and made detailed implementation plans based on current business case & challenges.• Coached, trained and supported the Business Units in implementing & sustaining Business System.• Management representative with local government institutions for funding and grants through productivity projects involving elimination of waste/Non Value-Add and improving of process flow.• Assisted plants to define critical Business System's elements and technical competence in the organization. Motivated & trained coaches in Operating the Business System.• Developed audit systems to track implementation status & established an active network globally.• Supported stakeholders in development of RBS.• Worked with plant management on the strategic development of the plants (Business Case), organization and the application of RBS, with a special focus on the 4Ms (Man, Method, Machine & Materials).• Contributed to the development & implementation of RBS as a unique Operational Excellence Model.• Developed training materials & conducted training/workshops.• Launched and appointed RBS Academy Committee Coach since May 2012 - A platform to promote and train the RBS initiatives (& Systematic Problem Solving).• Member of the Manufacturing Excellence Community – A platform for benchmarking in Singapore. Show less • Key management contributor for driving company through measurement on HSE, Delivery, Cost and Quality• Developed & implemented RBS (REC Business System) as working culture.• Supported and drove RBS based on Lean Principles & TPM to improve overall performance.• Appointed Site TPM Network lead and driver.• A key contributor of TPM knowledge in local & global sites. Implemented OEE systems.• Responsible for developing RBS into a World Class Maintenance System through 4 key initiatives (Shop Floor Management, In-Control Capable Maintained Methodology, Total Productive Maintenance and Material Management System).• Executed plan for RBS based on current business case & challenges.• Coached, trained and supported site in implementing & sustaining RBS.• Management rep with local government institutions for funding and grants through productivity projects involving elimination of waste/Non Value-Add and improving of process flow.• Assisted plants to define critical RBS elements and technical competence in the organization. Motivated & trained coaches in RBS.• Developed audit systems to track implementation status.• Worked with management on the strategic development of the plants (Business Case), organization and the application of RBS, with a special focus on the 4Ms (Man, Method, Machine & Materials).• Developed training materials & conducted training/workshops.• Launched RBS Academy in May 2012 - A platform to promote and train the RBS initiatives (& Systematic Problem Solving).• Member of the Manufacturing Excellence Community – A platform for benchmarking in Singapore.Additional Portfolio: HR & Training Role (January 2012 –April 2012)• Responsible for the full scope of human resources.• Directed staff in the areas of: organizational structure, employment, compensation, employee database maintenance, payroll, benefits administration, employee relations, orientation / training / development, and policy / procedure development. Show less

  • Senior Manager, Performance Management, Operational Excellence & TPM (HOD)

    Mar 2011 - May 2014

  • Senior Manager, Operational Excellence, TPM Lead & HR Training & Development (HOD)

    Jan 2012 - Apr 2012
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  STATS ChipPAC Ltd.

  May 2014 - Apr 2020

  Deputy Director, Industrial Engineering, Operational Excellence & Productivity

  Responsible for productivity strategies and coordinate productivity initiatives to drive people, equipment and space effectiveness with best known methods. Productivity ▪ Institute standards and methods to track productivity, cycle time and asset effectiveness in a factory of more than 2800 employees. ▪ Seek and promote the beach-marking and cross-fertilization culture. ▪ Drive metrics standardization and progress dashboards. ▪ Promote Lean concept. ▪ 5S chairman in 2014, 2015 and 2017. ▪ Work on Costing & Cost Road-map function to translate all productivity initiatives and projects financially. ▪ Management representative with local government institutions for funding and grants through productivity projects involving elimination of waste/Non Value-Add and improving of process flow. Equipment Optimization ▪ Drives OEE and machine cycle time improvements. ▪ Orchestrate fan-in and fan-out of Best Known Method. ▪ Achieved cost avoidance and savings through productivity, flow simplification, automation, process/work re-design, OEE and UPEH initiatives: $11.8M (2015), $15.8M (2016), $18.1M (2017) and $12.5M (2018). Show less

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  Sheares

  Jul 2020 - now

  Operations Management, Healthcare

  Operations Management (Clinic)- Responsible for overseeing the daily operations at outpatient clinic. Drive improvement on budget, revenue, and overall productivity though process optimization and waste elimination.▪ Oversee daily operations and provide administrative support, training of staff members, liaise with patients and healthcare professionals and coordinate patient care plans.▪ Develop protocols and procedures to improve staff productivity.▪ Plan and manage clinic’s budget▪ Drive CI through process optimization of the medical group▪ Lead work improvement and innovation team on productivity projects involving elimination of waste/Non-Value Add and improving the operating of clinics.Operations Management (Ward)- Responsible for supporting the Community Treatment Facility in the hospital.▪ Support the setting up of community treatment facility at Sengkang Hospital.▪ Drive continuous improvement thru process optimization of wards.Operations (Covid-19 Related)- Responsible for planning, facilitating, and running programmes and operations. Securing capacity with external medical service providers to support Covid-19 training and operation. ▪ Coordinate swab operation deployment and logistics including PPE, consumables, and lab resources for swab operation in dormitories and community recovery facilities.▪ Ensure all external service providers are trained and aligned with the Singapore’s health authorities’ training standards and SOPs.▪ Optimize workflow of swab operation process.▪ Lead training / OSO initiatives for Government linked companies for self-sustenance in the major industries.▪ Involvement in pilot projects - hawker, blue pass/gate, pre-event testing to re-open Singapore for international tourism and business activities gradually.▪ Coordinated contact tracing device distribution to 450,000 migrate workers from 50 dormitories and completed in 3 weeks from planning, budgeting, sourcing, warehousing, and close-contact tracing. Show less

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  Sheares Healthcare Group

  Aug 2022 - now

  Head of Clinic Operations and Business at Northeast Medical Group

  Head of Clinic Operations and Business- Leads, oversees, and manages teams of clinical operations across all clinics.▪ Ensures sufficient resources are available to provide high quality care.▪ Drives service excellence.▪ Improve and enhance processes and procedures of the clinics to improve productivity.▪ Ensures a safe and healthy workplace for all personnel and complies with the regulations.▪ Develop strategies to achieve and sustain competitive healthcare advantage.▪ Participate in the recruitment, hiring, coaching, nurturing, and inspiring the clinic operations staff in their continuous learning and career development Strategize to improve on clinic’s revenue growth▪ Encourage and initiate job development programs for non-medical staff as per competency roadmap to improve efficiency and effectiveness of operations ▪ Lead the work improvement and innovation team on productivity projects involving elimination of waste/Non-Value Add and improving the operating of clinics.▪ Collaborate with other entities to plan and execute cluster-wide initiatives and projects to achieve strategic goals and priorities ▪ Work in partnership with Medical Group in developing strategies and implementations.▪ Identify areas of improvements and drive continuous developments and spread good practices across all clinic sites.▪ Lead clinic opening projects.▪ Manage clinic facilities and equipment maintenance. Show less