عبد الوهاب الحربي

Development and reorganizing the Ride department to a professional standard by identifying: roles and responsibilities, area of responsibilities, tasks, authorities, reports, points of contacts, documentations, job descriptions, evaluations, allocations, protocals and structure.
Designed daily, weekly meetings and protocols to be updated to solve or discuss further improvements with service providers of maintenance, TUVs and operations.
Budgeting different lines items and assuring work completion within the design budget.
Reviewing and revising contracts with service providers to assure coverage of all technical aspects within the standard.
Internal and external coordination’s to ensure smooth operations.
Successfully completed 5 major projects, City Walk, Jeddah Pier, Back to school, winter wonder land and boulevard world: by Planning and executing the complete activities including rides dismantling, transporting, installing and maintenance.
Identifying the scope of work for the sub- contractors and supervising and auditing them to assure adequate execution.
Planning and scheduling machines for the ride dismantling and installation to assure obtaining the necessary optimization and utilization.
Supervision on rides trailers and rides maintenance and assuring compliance with manufactures recommendation and global standards.
Training and guiding juniors Engineers to take gradually major roles and assuring knowledge transfer through practical on site trainings.
Monitoring ride operation and analyzing root cause of downtime to reduce downtime and to increase productivities with the objective to reach targeted financial figures.
Reporting, analyzing, evaluating, monitoring productivities, efficiency, KPIs, projects for personal and activities.

Complete responsibility of Production, Maintenance and EHS
Domain Manager of new ERP system: ERP prototype, design, testing and simulations.
Locations and layout optimization: Machines grouping and zoning, materials flow, documentations to insure tidiness and on line with new ERP system.
Creativity in designing and implementing of new safety gears and solutions for the operation (machines and locations) to insure the good well of the employees.
Implementing Legrand Way: Productivity, Process and Method, Safety, Quality, 5S and controls by coordination with France head quarter business unite (SBU) and receive direct technical support of the experts individuals.
Reporting all operations and business KPYs through monthly, quarterly, conference meetings with France head quarter.
Successfully achieved targets as designed for separate subjects action plans.
Directly involvement in strategic new and up -date business plans.
Budget preparations and presentation.

Total responsibility of the production facility. Production Operations, Warehouse, Safety, Quality and commercials.
Over exceed targets of panels output and financial figures.
Report KPIs to Siemens Germany and met the requirements.

In charge of driving the Siemens Production facility to run with Siemens Global quality measures maintaining top notch quality and customer satisfaction while maintaining the production capacity to its maximum and the wastes / losses to the minimum.
Heading the weekly project review meeting conducted with the projects division to review production status for various projects and ensure that the production cycle is aligned with the overall objective.
Conducting weekly progress meeting with various section heads to review operational performance indicators and putting the measure to maintain and enhance these measures to compete with international Siemens factories.
Ensuring enough coordination between various company vertical segments for achievement of customer, employee satisfaction while maintaining the company values in sight.
Using SAP system for production reporting and management reporting including growth planning and corrective actions.
Maintaining efficiency, productivity and reduction of waste (time, materials, and efforts.)
Customer quality complains management and mitigation.
Ensuring the quality measures of Siemens are implemented and using reporting data to drive the production efficiency to competitive values.
Representing Siemens KSA in the Global Siemens annual summit for production centers and reporting the yearly results and lessons learned.

Successfully exceeded the targeted out put of 1600 panels/ year. The new target is 1800 panels and reduced customer complaints by 50%.
Being the team leader for the development of warehouse management solution software for global material management and tracking.
 Lead participation in the ISO committee to maintain the following factory certifications :
1. ISO 14001
2. OHSAS:18001-2007
Being the head of internal auditing team and reporting the results to Siemens Headquarter.

Leading the production process and activities and reporting the indicators to the production manager.
Increasing the production efficiency and enhancing the product quality to reduce the manufacturing lead time by the use of advanced time and motion method.
Created labor card and time sheets to record employee’s daily activities for close monitoring and better planning.
Creation of a new database and software interface that utilize information obtained from labor card for employees evaluation, and project evaluation. Also to report and book cost correctly to various projects.
Created new work instruction and procedures to eliminate confliction, job repetition and repeated mistakes.
Coordination and close follow-up between various Siemens and third party inteties for smooth production flow.
Conducting weekly production meeting to review, evaluate and plan.
Conducting work instruction meeting with factory employees up-on receiving new instructions, customer complaints, quality issues ...
Human Resources responsibility of identifying and hiring the appropriate personnel for the different types of production activities.
Maintaining all production reports such as productivity, efficiency, PMP (Performance Management Process), KPI (Key performance Indication.)
Increase production from 1000 panels per year to 1400 panels. Targeted number of panels for the year 2007- 2008 is 1600 panels.
Increase productivity and efficiency with respect to high quality standard.

·Fully responsible for the project cycle of studies, Resources, Equipment’s allocation, Timetable and Training of subordinates.·Research, identification and purchasing of the most economical and effective equipments for the project.·Human Resources responsibility of identifying and hiring the appropriate personnel for the project from the Kingdom & the Far East.·Successfully complete a turnkey project consists of: Site layout, Workshop, offices, Garage, Warehouse, employees Housing and equipments space allocation.· Professionally achieved a complete expansion of an existing crusher plant by renovating and adding extra - required equipment with the objective of increasing the output and reducing the downtime.·Established a record system by implementing department reports” Production, Logistics, Maintenance & purchasing.”

Started as Production Forman and was promoted to Manufacturing Manager within 10 months.·
Fully responsible for the manufacturing cycle of liquid packaging from the artworks to the finished goods.·
Highly achieved a record of minimizing Down Time, reducing waste by 4%, improved Productivity from 60% to 75%.· Maintained a professional team relationship with superior and subordinate.·
Successfully improved finished goods dispatch by maintaining a record of production plan, primary material and personnel 3 shift rotation.·
Coordinated a monthly maintenance schedule with the Plant Engineer to avoid customer delay of delivery.·
Reduced down time by initiating a major improvement of the “ make ready, sequence of SKU’s production.”