أحمد علي

Coordinated flawlessly installation, commissioning and start up for all the biggest capacity increase project in Cairo Plant Dry Laundry Packing across the last 5 years with Capital of 7, 000, 000 USD
•Formalized The new retrofit package delivery for the Cairo site’s primary packaging equipment
•Engineered Zero Capital lines speedup projects to enable 30% capacity, conserving 2, 000, 000 USD of capital
•Headed loss elimination and savings projects for the entire F&HC department across all functions \[Pack materials, Raw Materials, Operations, WH, supply chain, Engineering, initiatives\] worth of 5, 000, 000 USD Annually

Managed Projects portfolio of 10, 000, 000 USD with multiple business units locally and regionally
•Transformed projects workflow to include innovation in 100% of year’s projects to bring digitization/automation to improve productivity
•Formalized a shutdown to zero methodology \[Spark 2.0\] enabling site downtimes due to projects reduction by 70% achieving 2, 000, 000 USD cash avoidance due to inventory buildup in 1st quarter of implementation. This tool has been rolled out to all P&G sites
•Orchestrated OPERA project enabling 1 touch startup and 1 touch shutdown of Making Lines Improving productivity by 50%.
•Headed A3M project enabling zero quality issues on Packing Lines in primary packing, reducing changeover time by 50%, and MOQ reduction on designated lines

Manufacturing Leader for dry laundry packing / Process Control Strategy Leader \[2014-2015

 Sustained and improved line fundamentals \[HS&E - Quality -RTT - Internal Controls\]
 Unified a team of 36 persons \[Managers, engineers, and technicians\] towards achieving the lines daily/monthly targets flawlessly
 Optimized the operating team productivity by 10% in one year
 Achieved best in class lines reliability for Multi-Lane Technology across P&G globally
 Achieved glide path PR for the biggest automation project in the department
 Excellence in area success measures enabling passing phase 4 assessment for packing department as it was the bottleneck of the phase criteria for the department

 Created the startup base systems and the hiring process
 Slammed successful marketing strategies that enabled 60% Market share of the undergraduates for Tele-Communications and Soft Skills courses in Alexandria for the first year of initiation.
 3 complex Corporate accounts acquired.