Experience

Kern-Liebers China

• China
• Motor Vehicle Manufacturing
• 1 - 100 Employee

• CIP Manager

  • Jun 2017 - Present

  • Set up CIP implementation organization and process • Drive each division to identify and delivery 20M CNY cost saving measures • Delivery CIP training for each division • Coach Time Study, SMED, TPM project implementation • Set up CIP implementation organization and process • Drive each division to identify and delivery 20M CNY cost saving measures • Delivery CIP training for each division • Coach Time Study, SMED, TPM project implementation



Siemens Switchgear

• CIP Manager

  • Oct 2014 - Sep 2016

  • Conduct Lean assessment to identify and set up focused improvement plan • Finished 30+ kaizen activity to improve the productivity by 20% / inventory turn from 6 to 9 / FPY from 45% to 60% • Identify cost reduction opportunity and work with related department to archive 10M saving each year • Promote and track Suggestion system, increase the annual saving by 20% • Lead shop floor layout optimization to optimization the shop floor material flow and efficiency • Support R&D to localize key component and save 3M annually Show less



ABF Twinings Beverage

• CIP Manager

  • Jun 2013 - Oct 2014

  • Work with plant manager to establish the long term and short term plan of CI forecasting saving 2M RMB financial benefit annually. • Introduce and launch problem solving method to sites • Lead CI/Lean workshops with team like SMED(Reduce 50% change over time) and TPM (Set up equipment care and autonomous maintenance process to reduce maintenance cost of 1m per year) • Lead Material Flow Project to eliminate the Packing Material stock in the shop floor and reduce the walk distance of 6.8km per day. • Introduce suggestion and recognition system • Facilitate and push functions to continuous improve TMER maturity from 60 to 80 • Work with corporate CI leader to deliver training and workshops to sites Show less



Cummins Generator

• Lean Manager

  • Apr 2011 - Jun 2013

  • Facilitate new plant layout design and material flow design with global team • Facilitate cross function team to implement value stream transformation in the whole plant to improve performance on People Quality Cost and Delivery and create the continuous improvement culture (Reduce WIP 65%, Lead time 50% and increase 15% productivity for all areas in the Wuxi Site) • Special order process improvement to reduce the lead time from 3months purposed to 2months • Organize OE assessment twice per year with global team in each site, develop and track the improvement plan • Through Kaizen activity to ensure finish 1 Kaizen each month to create flow production through the whole value stream (Reduce flow time 50% / Improve the productivity 30%, which save the cost of 3M per year) • Assist China regional OE summit to share best practice Show less



Unipart

• United Kingdom

• Lean Practitioner

  • Mar 2008 - Apr 2011

  • Delivery Two Weeks Lean Boot Camp to training the Lean Champion from customer plant • Coach Kanban, flexible production and inventory management project to improve 35% efficiency and 30% inventory reduction, delivery related training on customer site • Lead TPM workshop on different sites to build the TPM culture for the customer（A. O Smith, Caterpillar, Esab） and establish the AM program in the shop floor • Lead 5S and Visual Management projects in private enterprise to improve the employee capability and workshop efficiency and image • Lead Standard work project to improve 30% production capacity Show less



Emerson Climate Technologies

• Lean Engineer

  • Sep 2004 - Mar 2008

  • Lead and Execute Value Stream Map analysis per half a year and map out the value-added percent increase project, such as WIP Reduction/Finish Goods and Raw Material Inventory Reduction/Material Flow Optimization/Lean Scheduling Improvement, to meet company's KPI target and customer's demand. • Lead and Execute Company Capacity analysis, Update work station cycle time, Execute Top 5 bottle neck station motion analysis and improvement action plan and execute line balance improvement • Redesign production line layout to improve the Material flow, operation comfortable and reduce WIP by 30%, space by 10% • Lead whole plant Kanban project to achieve pull system from raw material to finish goods. Design and implement Kanban system and implement rules. Reduce the WIP by 50% and improve the OTD by 20%. Provide training to related people. Relocate the inventory stack shelf. • Lead Quick Change over project to reduce the change over time from 40mins to 20min, to achieve flexible production. • Implement plant TPM activity, create employee involved environment encourage operator to do AM initiative. Show less