أحمد رفاعي

o Standardizing/Creating/interlinking metrics processes & KPIs to enable operation visibility through developing the tools to improve field force effectiveness, utilization, Logistics & P&L.
o Successfully led the region’s Labor, Helium Usage and Clinical Educational, Spare Parts usage Productivity Programs with more than 1 digit Million USD cost avoidance versus last year.
o EAGM President's Club 2015 Award Winner - Stay Lean to Go Fast - Introducing several platforms.
o Above & Beyond 4 times rewarded for Empowering others, Inclusiveness, Exceeding Targets regarding: L6S efficient usage/training, Applications/Tools developed for simplification, enhanced utilization.
o L6S Facilitator/Trainer/Projects Review Board Member. Toastmasters Vice President Education.

o Established the productivity Programs Projects Charters with 2 Digits Million Planned Savings.
o Rewarded Silver Rank on Achieving 24% reduction on Helium Consumption vs. LFY across Africa.
o Led/Established/Translated the contractual obligation on GE Healthcare Kenya into a daily mechanism and a quarterly reporting complete system to be represented to Kenya Ministry of Health.
o Rewarded Bronze Rank on Achieving 30% increase of effective training days, decrease 70% of training visits cancellation, and decrease of outsourcing cost by 50% in the Clinical Education Productivity Program through developing visualization, accountability matrix, and daily Operational Mechanism.
o Assisted in establishing Africa Connectivity Portal design & implementation.
o Created Contract Profitability Module to enable Egypt Operation service sales operation.
o Achieved 6% reduction on electrical circuits related breakdowns due to Power & Grounding defects through establishing the Outliers methodology program in Africa using Pareto Analysis.

o Stabilizing the factory performance during the revolution; Managed Operations Strategy, Budget & Master Plans along with the daily execution for Process, Production, Packing, Maintenance, Utilities, HS&E, Food Safety, and QC Departments for a 2 Digits Million USD Sales operation.
o Leading the manufacturing organization (460 Individual) towards applying and effectively Implementing TPM, Lean Manufacturing, Score Card and VPM, and 5S through deploying standards.
o Received Recognition Letter from ISO Secretary General Rob Steele for fully implementing ISO 26000 and being the First FMCG in Egypt to get certified. o Established the Daily Operations Meeting Process with the reporting system and action planning.
o Achieved 78% decrease on Products Spillages and waste through Lean Methodology direct application projects across different production areas. o Established Taste Panel Procedure and Control Methodology glide path leading to increase of product quality perceived values results by 12% vs. 2012.

o Achieved a global record of 78% vs. a target of 50% in the first external Audit for the new site.
o Established the new Quality Organization (32 individuals) & processes for the Quality Assurance, Quality Control, and Lab operations for 2 P&G facilities and 1 contracted manipulation facility. (3 digits Million USD manufacturing facility).
o Achieved ISO 9001 certification through modulating internal systems to registration requirements.
o Ensured the new plant is complying with execution quality & regulatory standards through actively implementing and authorizing validation and commissioning protocols coordinated between the startup, operations, and engineering teams enabled by my operational, and projects background.
o Led the Site Quality Capability Pillar to establish new quality related systems enabling the lines to quantify and act on the biggest quality barriers. (Established the quality risk prediction system).
o Member in the site Leadership Pillar aiming to establish a consolidated and harmonized direction integrating the whole different departments’ key performance indicators and systems.
o Member in the site Organization capability Pillar aiming to establishing clarity on behaviors to support systems and organizations’ structures to leverage 100% of total employee involvement.

o Led 8 engineers/technicians towards executing projects overseeing capital of (2 digits Million USD) through managing contractors and construction/manufacturing/design companies.
o Supervised/Managed Cairo’s Dry Laundry Sustainability Program execution (220+ Individual).
o Awarded Driving Gross Margin & Cash Breakthrough Reward for Launching 2 Initiatives ahead of schedule by 42 days providing needed capacity with minimum shutdown activities (30% decrease in benchmark planned shutdown activities). Delivering 4% Capacity increase with zero Capital Investment relieving the tight Capacity to Demand ratio.
o Managed the conceptual, feasibility, cost estimation, purchasing, design & construct, startup phases of various projects including upgrades, initiatives, capacity increases, major repairs, and savings.
o Analyzed and implemented the tower efficiency study and restoration resulting in (3 digits thousands USD) capital avoidance and rate increase of 6% through reduction of Gas consumption by 10%.
o Led the Department’s Daily Management Systems establishment including Capital Management, Change Management, Safety Management, Construction Management, Project Management, Global Startup Management systems. (Reached 83% System Health Check in 5 months from establishment).

o Led 14 technicians in scheduling, budgeting and executing maintenance plans, including the handling of different equipment installation, qualification, and commissioning.
o Started up several projects with an estimated budget of (1 digit Million USD) in total.
o Achieved a sustainable 1.5% production increase record through decreasing 43% of breakdowns
o Led the SAP integration into the maintenance systems in the department.
o Owned the line performance and productivity; originated Reliability & Maintenance gap analysis.
o Led the Site Lubrication standard and daily management system in the Preventive Maintenance capability pillar. (Established a standard site lubrication map to minimize differences in lubes)
o Led the Work Process Improvement capability pillar in the department achieving 6 successful models totaling 60 working hrs/wk resources reduction & 2 digits thousands USD cost avoidance.

- Achieved 100% vertical start up as the Project Startup leader of “Ariel with touch of Downy” Initiative.
- Achieved a 91% index of manufacturing operating expenses versus forecast, by leading the department’s Loss Elimination program through identifying & handling various savings projects in formulations, operation, logistics, material handling and process areas.
- Led the Focus Improvement capability pillar in the department with a record of 6 successful models leading to overall increase of 12% in the mean time between failures of the equipment.

o Managed various projects related processes for new rigs & new projects including technical drawings, designing & managing the manufacturing of locally fabricated tools, and general rigs overhauls.

- Assisted and instructed students during the laboratory and office hours in doing their assignments, laboratory drawings, and projects using AutoCAD program

Studied with the project team the technical feasibility for the capacity increase project which included analysis of the old factory capability, computed expected productivities and bottlenecks, remodeled current setup, and established with the team the preliminary relocation feasibility for various scenarios

Assisted in designing and commissioning of the Pre-weight colors and perfumes dosing systems.
Contributed in applying the local versions of the Good Manufacturing Practices (GMP) & Critical Control Points (CCP) for the Implemented design.
Ensured as part of the team the right implementation for the newly designed systems.