Experience

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  Carticle Tech 车粒子科技

  • Shenzhen

  • Founder

    • Apr 2019 - Present
    • Shenzhen

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  Union Logistics

  • General Manager of Strategy and Development Center

    • Dec 2018 - Apr 2019

    - Market analysing for emerging opportunities- Strategic plan building up for the corporate and each business unit- Strategic plan execution and emerging business/project management- External resources management- Branding management

  • Director of Operation

    • May 2016 - Jan 2019

    - Responsible for setting up annual strategic plan. Identify key performance gap, define initiatives and manage corporate wide major projects- Work with external consulting firm to facilitate BPR program and enhance the output capability of Mobile Interconnection Scheme.- Simultaneously coordinate multiple Automotive OEMs to monitor the infrastructure projects of warehouses and transport center. Further cooperation on intelligent warehousing scheme.- Coordinated automobile manufacturers and distributors to facilitate pre-position warehouse program. Further innovation initiatives such as supply chain multimodal transportation and vehicle delivery center.- Led key operational functions such as site standardization, business information flow, quality system, customer service, transportation tracking, production safety insurance and transport capacity management.- Responsible for core automobile transportation business for JMC, a corporation with 500 million turnover and 2000+ employees. Focus on optimizing vital indicators and improving gross margin ratio.- Maintained relationship with key accounts, governments and industrial associations. Actively promote professional standard setting procedures.- Redefined management KPI dimensions and staff piece-rate wage scheme. Involved in management trainee recruitment and establishing study-oriented organization.

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  IBM

  • Shanghai City, China

  • Senior Strategy Consultant

    • Aug 2014 - May 2016
    • Shanghai City, China

    - Led BPR program for an automobile logistic company. Define operational key process indicators; develop S&OP platform, quality review schedule and peak hour operational center mechanism.- Managed five-year strategic planning program for a leading logistic company. Track and analyze key elements to build up effectiveness measurements to facilitate overall plan review. Set up store management system.- Participated in Internet Innovation program for an ocean freight company. Responsible for public operation platform design and profit model analysis.- Participated in Production Operating System design program for a leading supply chain company. Responsible for KPI design of production management process, build up cost analysis model, develop product optimization plan and ROI improvement scheme.- Assisted in Information Strategy program for a telecom carrier. Responsible for initiate integration system platform.

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  CKGSB- Cheung Kong Graduate School of Business

  • Beijing City, China

  • Full-time MBA Student

    • Aug 2013 - Nov 2014
    • Beijing City, China

    President of Consulting Club

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  Rietech Solar

  • Manager, Operation Management Office

    • Jun 2012 - Jul 2013

    ■ Led company level COGS reduction project program. Broke down company target for each operating indicators. Planned with cross-functional departments for sub-projects and drove team to meet milestones. Cooperated with both internal and external stakeholders. Solved cross-functional problems. Reduced over 30% costs and increased 800 million RMB profit over two-year period ■ Built cost analysis model and streamlined business processes. Analyzed and simulated operating activities using excel model. Designed processes to monitor the costs and facilitate detection of bottlenecks, resulted in stronger linkage between finance management and real time operations processes ■ Improved business processes and managed BPM platform. Analyzed and planned SCM structure from strategic level with top management. Designed each layer of structures and processes. Made recommendations to and communicated with different levels processes stakeholders. Duration of most key processes has been reduced over half

  • Engineering Supervisor, Continuous Improvement Dept.

    • Jul 2011 - Jul 2012

    ■ Built and led a prominent engineering team formed by 15 directly reports. Maintained team morale and productivity during organization change by encouraging knowledge transfer and execution on key project deliverables. This team was awarded the Annual Most Efficient Team in 2011 ■ Managed projects and processes leveraging standards of Lean production and Six-sigma. Built platforms for industrial engineering and continuous improvement. Analyzed and improved standard working time and production processes. Refined production planning system. Managed DMAIC projects for maximized productivity (15% improvement), improved quality (6% A-grade rate improved), and reduced costs (10% cost down)

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  Suntech Power

  • China
  • Renewable Energy Semiconductor Manufacturing
  • 700 & Above Employee

  • Project Coordinator, COO Office

    • Sep 2010 - Jul 2011

    ■ Coordinated projects between cross-functional teams such as R&D, Equipment and Facility, SCM. Introduced new product, Pluto, a solar cell with advanced efficiency, which penetrated the new high end market ■ Managed SPC project as internal project leader with external consulting team. Improved product quality and lowered cost (4% cost saved)

  • R&D Engineer, System Integration Dept.

    • Aug 2010 - Sep 2010