Experience

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  瀋陽哥羅寶金屬製造公司

  Mar 2013 - Jun 2014

  工廠管理

  生產規劃、品質控管、廠務與技術的協調，現場與外國客戶溝通以滿足客戶需求水耕蔬果種植的項目開發

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  華利實業集團(宏福鞋業)

  Sept 2014 - Feb 2018

  1.技轉進度追蹤2.協調處理異常行政事務與異常排除3.協助集團推動各項專案4.廠主管交辦事項 1.作為委外加工廠唯一窗口，對外處理廠商所需，對內確保廠商進度與品質可配合廠內生產進度2.底加工生管主管，成立新單位，建立制度與作業流程

  • Director Assitant

    Aug 2016 - Feb 2018

  • 儲備幹部-生管

    Sept 2014 - Aug 2016
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  寶成國際集團

  Mar 2019 - Dec 2023

  1. Acted as a liaison with the trainer to promote the SAP system launch from 09/2022 to 03/2023, while managing bottom procurement, warehouse, and production operations. All issues were resolved without affecting production schedules. The system went live until June 2024 with no anomalies, and all performance indicators met targets.2. Monitored material progress at various stages (development samples, order receipt, production scheduling). Achieved a 95% or higher on-time delivery rate for all monthly reports.3. Addressed a $35,000 customer claim due to mold scrapping process errors upon taking over in 2022. Established a successful scrapping process, earning positive feedback from customers and performance managers. Show less 1. Collaborated with PUMA's on-site PM to adjust samples at each stages (LF/360/confirmation shoes/sale samples) to meet customer requirements. Held bi-seasonal meetings with PUMA PMs and designers to confirm costs and design improvement points.2. Managed the Running (Nitro) series, taking over Nitro II from the 360 stage in March, and added three new Nitro models (Velocity, Electrify, Deviate) in the following season. Managed three staff members responsible for color updates. All samples were completed on time according to customer standards from the second season.3. Coordinated with the sample room and cardboard technicians to resolve technical issues, ensuring timely sample deliveries. Completed technical packages and confirmed shoes for on-site production. Maintained a 100% on-time sample delivery rate and no issues with the first production order.4. Coordinated with suppliers and customers to resolve quality issues before transferring technical packages, ensuring no production or quality problems.5. Traveled to production factories in October 2021 and April 2022 to track sample sales progress, with 4,100 pairs shipped in 2021 and 8,300 pairs in 2022. Assisted factories in handling quality, progress, and technical issues. Achieved 100% on-time delivery for both sample sales. Show less Developed production plans for TBL, ensuring material delivery times and production efficiency while meeting customer deadlines.2. Analyzed production tools, including machines, knives, screens, and computer sewing boards, to ensure no impact on production efficiency.3. Monitored trial production progress to ensure timely production startup for meeting customer deadlines.4. During the pandemic, managed procurement, materials, and finished goods warehousing to ensure smooth operations. Despite delays from Chinese suppliers and new brand projects, the order fulfillment rate remained above 98%. Show less

  • Bottom PMC supervisor

    Sept 2022 - Dec 2023

  • Devlopment

    Apr 2021 - Sept 2022

  • PMC Team Leader

    Mar 2019 - Apr 2021
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  建準電機工業股份有限公司

  Jan 2024 - Jun 2024

  Pmc supervisor

  1. Established a complete ISO management system (Levels 3 and 4) from scratch in two months. Continually improved details in collaboration with quality control, becoming the only department to complete improvements ahead of schedule.2. Conducted an average of 4 interviews per week and directly trained 8 employees, increasing direct management personnel to 12 by May. Trained employees in ERP systems, warehouse layout, Excel skills, etc., improving data accuracy and work efficiency. Tasks were completed ahead of schedule as per MFG and PMC requirements, and assisted in clearing accounting errors caused at the factory's opening.3. Addressed 5 customer audit non-conformities (2 in FIFO management, 3 in temperature and humidity control) within two months. Passed audits from three customers (including TESLA) in April 2024.4. Created various management forms (e.g., Incoming Inspection Progress Sheet), established KPIs, and clarified responsibility. In the first month, inventory loss was about $500,000; by February, it was reduced to $20,000, and by March to under $500 (0.01% of total revenue), meeting targets. No anomalies in inventory checks in April and May.5. Coordinated with various units to confirm and ensure proper execution of processes.6. Adjusted manpower and work distribution: initially, overtime was about 6 hours/week due to incomplete work, but by April, no overtime was needed. Subsequent overtime was aligned with production line or management needs. Show less