Operational Excellence Sr. Mgr / Digital Transform. Consult. & Project Leader / O3 Product Sr. Mgr
Obeikan Digital Solutions
Total des années d'expérience :16 years, 8 Mois
My main responsibilities are:
• Designing the solutions & embedding Lean-Sigma concepts to eliminate losses
• Preparing & leading the business plan of the O3 (Obeikan Operations Optimizer), a digital platform for operations improvement (MES with Lean content)
• Supporting the Sales & Marketing activities under the Go-To-Market strategy
• Involving with the Technology providers (GE, Microsoft, Schneider, …) in projects & partnership strategies
• Performing field assessments for Digital Transformation readiness at customers’ sites to design the right vertical solution (e.g.: ARAMCO & SWCC)
• Performing VSM (Value Stream Mapping) for processes digitalization and losses elimination
• Leading Digital Transformation projects
• Performing the initial assessment at customers' sites for the Operational Excellence
• Leading the Transformation Projects at ODS customers’ sites (Operations/Manufacturing Excellence & Digitalization)
• Working as a Consultant & Field Support for the Operational Excellence implementation
• Perform audits/health checks at the customers' sites for a sustainability purpose
• Deliver savings from the loss elimination thru the Operational Excellence activities
• Responsible for Health & Safety in Production and Maintenance
• Leading an organization of more than 220 people with multiple nationalities
• Responsible for Production and Maintenance operations / productivity
• Responsible for the Quality Control within the Production Process
• Leading the TDC program (Total Delivered Cost) within the Business Unit
• Leading the implementation of the Manufacturing Excellence program within Operations (Progressive Maintenance - PM, Autonomous Management - AM and Focused Improvement - FI) with EFESO Consulting
• Responsible for Health & Safety in Production areas
• Responsible for the pre-Production (sheeting & cutting material) operations
• Responsible for the Production performance of 48 lines and plan adherence
• Responsible for the product Quality as per the requirement from customers and also for running the Quality systems in place
• Involvement in setting the plan to achieve the set target in terms of revenue
• Management of manufacturing cost (overhead, overtime, contractors, indirect material consumption)
• Implementation of AM pillar (Autonomous Management) and FI pillar (Focused Improvement) as per the standards requirement (EFESO standards)
• Responsible for achieving OEE, OTIF, Waste, TDC (Cost) and Plan Adherence
In charge of Engineering and Maintenance Department which covers the machine maintenance, utilities operating and maintenance and the plant engineering.
The scope consists of :
- Building a strong reactive maintenance process with the right resources (as a short & mid term solution) in order to minimize the downtime and increase the Availability (OEE); minimize the response time and strengthen the troubleshooting with an effective problem solving.
- Implementing the TPM (Total Productive Maintenance) program under Operations Excellence Strategy to enhance the machines condition and efficiency and move from a reactive maintenance to a proactive maintenance as a long term solution to minimize the downtime and maximize the OEE.
- Leading the PM (Progressive Maintenance) and support other pillars : Safety, AM (Autonomous Maintenance), FI (Focused Improvement), PQ (Product Quality), PS (Production System), ...
- Implementing of the right process measurement and drive the performance with KPI's and gap analysis.
- Automating the Reactive and Proactive Maintenance processes to ensure an effective support to operations.
- Operating utilities as a heart of the plant with an effective maintenance.
- Taking in charge the plant engineering and maintenance to make sure that the facility is meeting the manufacturing standards.
Total Productive Maintenance (TPM) program implementation represents a large part of my department scope since; it is the systematic way of doing a Maintenance having as main objectives bringing the downtime to a lower level and the productivity to a higher level with a minimum cost.
Support the Lean concept and tools implementation in a manufacturing factory (within packaging industry).
The main responsibilities were :
- Track the KPI's & OEE with gap analysis with regular reporting to the leadership and conduct Problem Solving sessions to convert the gaps into Continuous Improvement opportunities.
- Facilitate the implementation of the Lean principles at a very early stage (Takt, Pull System, One Piece Flow and Zero Defect).
- Facilitate the introduction of the TPM (Total Productive Maintenance) as a new way of performing maintenance activities.
- Conduct training and workshops to implement the change by using the lean tools (VSM, 5S, SMED, Problem Solving, TPM, Kaizen Projects, ...)
- Work closely with the consultant on the implementation of an E to E Production System through workshops and field activities to ensure an effective implementation with transparency and flexibility.
- Set the measuring KPIs (OTIF, CCR, Lead Time) and OEE to evaluate the success at the high level.
- Put a high effort on setting a proper process for data collection and reporting with analysis, build a master data and implement Problem Solving to tackle the issues related to OEE and Quality.
In addition to that, I led the Lean Department (Process Engineers and Data Input officers) to provide efficiently a close support to Operations team through training and coaching, ... and convert Operations Management into a data oriented process by using OEE as a driver for the Continuous Improvement activities.
In charge of Marketing -product of Hino brand (Japanese trucks brand).
I was :
- Responsible for Sales & Marketing activities, market research and product planning for Hino trucks brand under Toyota.
- Responsible for KPIs establishment, analysis and reporting up to the Country General Manager.
- Responsible for the line-up, local product development and Sales team support.
- Responsible for the Supply Chain support related to the brand.
- Responsible for conducting Continuous Improvement activities (Kaizen) for the business enhancement such as the body conversion through developing suppliers manufacturing and installing trucks applications.
During my ICT (Intra-Company Transfer) period, I had the opportunity to have business trips and to support directly the countries members of ALJICo. Group (the overseas operations of ALJ Group).
I was responsible for :
- Coordinating between ALJICo. members in six different countries.
- Supporting the members in the local and international activities.
- Intermediary in communication with the Manufacturers in Japan (TMC, DMC and HML) to facilitate the negotiations.
- Reporting the business status to the Top Management (Management, MD and VP) by collecting regularly the data from the Group members and supporting the analysis to facilitate the decision making.
My ICT was a fruitful experience in terms of exposure and negotiation skills development in addition to Toyota Way concepts and activities enhancement.
In charge of Hino brand (a brand under TOYOTA Group) with a direct reporting to Country General Manager.
The main role was the brand launching and business enhancement with taking over some Business Unit Manager's and Sales Manager's main tasks.
The role was covering the Product Sales & Marketing and a part of the Supply Chain for the brand where I gained a strong experience in operations and automotive business. In addition to that. I was responsible for all the reporting chain locally, to the Head Office (Aljico - Beyrouth) and the manufacturer in Japan.
I was part of the Customers Service Operations Division were I had as a main role the implementation of Toyota Way concepts (after an intensive training of one month) with a rotation between all departments : Technical Service & Warranty, Maintenance and BR Kaizen* Team.
The main objectives was the process improvement to better serve the Guest (Customer) in terms of Lead Time and Quality by :
- Conducting the VSM and identifying the WASTE.
- Conducting the gap analysis and proceeding with the Problem Solving (PDCA methodology).
- Facilitate the Kaizen activities and the QCC (Quality Control Circle) at the shop floor to enhance the productivity and implement the Toyota Way culture.
*Kaizen : Japanese term & Toyota Way concept meaning "Continuous Improvement".
- BR Kaizen : Business Reform Kaizen
Since Dec 2006 . Master Degree (thesis not defended): title: "Determination of an LPG exchangers network within a separation & liquefaction unit: Case of Jumbo LPG of Arzew - Oran (Algeria) " in collaboration with SONATRACH (AVAL Division) by applying Pinch Technology method and concepts.
Oct 2005 - Oct 2006 . Master Degree: Theoretical lessons within the master degree (Magister) in Energetics at E.N.P*. *ENP: Ecole Nationale Polytechnique d'Alger
Sep 2004 - Jun 2005 . Engineering Student: End of studies cycle project: "Evaluation of the aerodynamic performances of a windmill's blade with horizontal axis by a method called "Blade Element - Momentum" coached by a renewable energies specialist at CDER, Algiers (Centre de Developpement des Energies Renouvelables) . The project has been evaluated by a jury and marked as "very good" (17 / 20)
Sep 2001 - Jun 2005 . Engineering Student: 3rd, 4th and 5th years, Speciality: Mechanical Engineering Ecole Nationale Polytechnique, Algiers
Mar 2005 Training at CDER (Renewable Energies Research Centre - Algiers) Coached by a specialist in "windmills energy" to get enough knowledge allowing me the study and the presentation of the end of studies cycle project.
Sep 1999 - Jun 2001 . Engineering Student: 1st and 2nd years, Core Curriculum (Tronc Commun) "Fundamental Sciences", Ecole Nationale Polytechnique, Algiers
Jun 1999 . High School Diploma (Baccalaureate) in Exact Sciences: 13.30 / 20