Manufacturing Improvement Manager
SADAFCO
Total years of experience :20 years, 2 Months
Accomplish identifying all the key drivers of cost and waste across the Service Operations and leading Manufacturing and Supply Chain CI and Lean projects to eradicate in-eficiency that generates tangible business benefit. Managed KPI settings across the 3 sites in KSA and assisting 2 sites in Europe (Poland). Achieved to bring all three factories from level 1 to level 3 in world class manufacturing (WMC) level. Successfully delivered management level coaching and Lean modules training to mid and senior managers. Negotiated service contracts with major vendors negotiating pricing and fees, while ensuring the continuation and enhancements of services. Implemented 3 factories capacity mapping to meet forecasted long-term demand, consequently initiated new production lines capex plan as well as following successful implementation. Managed weekly performance meeting with Factory Managers to consolidate and follow the factory performance to the VP and CEO level.
Directed and led the factory in all areas of operations including administration, production, processing, packaging, quality, maintenance, warehousing, capex, purchasing, safety, environment, with complete cost/performance responsibility. Accomplished factory production line relocation and final packaging format change as well as increased factory capacity and actual output by 4% out of total 18 Tetra Pak filling lines. Managed head of production, technical, quality, and dispatch & warehouse managers. Responsible for a total of 250 staf, including department managers, team leaders and engineering technicians. Control and set up a budget of £22 million, 27.5 million USD.
Lead the development and implementation of the appropriate governance to ensure that business processes are fit-for-purpose and continuously improved. Managed CI projects at all levels are correctly resourced and managed to ensure on-time in-full delivery. Embedded and developing a SADAFCO Operating System (SOS; based on Tetra Pak TPM model). The system is in use and driving factory performance and workforce engagement.
The primary aim was to bring change in the manufacturing team to achieve a world-class manufacturing system. Responsible for the production team in an E2E fully automated and digitalised manufacturing site and skilled operators and engineers.
The primary deliverable was to relocate the additive cheese-making factory from Wincanton to Leek and manage the CAPEX project to ensure opening new factory applies all TESCO, Mark and Spenser, BRC, HACPP standards as well as integrating engineering, manufacturing, and quality systems to the new factory location. Completed relocation project within budget, limited time frame whiles supplying all the networks and warehouses with the required level of product availability. Led the NPD team to introduce new additive cheese products (NPD). Recruited& relocated new employees and completed training plans for 3 new shift patterns.
quality technicians. Managed the digitalization project of the site into a modern manufacturing facility through team development and Project management life MES data capture systems enabling paperless QC recording all other technical documentation, SOP, and CCP controls, as well as live OEE system and downtime analysis and executive management reports. Increased OEE performance from 61% to 71% and sustainability from 4 contact and none contact bottle milk lines. The site was finally approved by Tesco and Sainsbury accreditation. United Biscuits, KP Nuts (Rotherham, and Teesside UK) (Site turn over £42.9 million)
Responsible for 12 processing production lines as well as daily production activities of processing and warehouse activities, having the responsibility of up to 52 employees. Experienced success of batch and continuous production techniques which makes up +250 complex SKUs for global and local market.
Responsibility for implementing lean manufacturing techniques and tools in all manufacturing departments including ofices. Facilitated 4 Masterclasses which benefited the company with workforce and cultural development. Managing site's "productivity needs analysis" identification and implementation of loss and gain analysis, based on best practice, cost, sale, and forecast. Achieved savings through value stream mapping, elimination of nonvalue-added activities, and material & productivity waste.
Designing Autonomous Maintenance schedule for snacks plant. Having the responsibility of 12 multi wrapper and 4 secondary bagging machines.
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