Hassan Yakout

Driving different strategic programs, portfolio, and cost savings initiatives, leading 14 cross cultural/ country team members of portfolio leads, project managers, packaging, and process engineers covering eight manufacturing sites and more than three third party manufacturers

Main achievements:
1. Successfully leading FTE/ROI workstream resulting in development of a new tool to calculate the FTE consumption and the ROI for new initiatives
2. Significantly exceeding the targets of projects delivery- not only on time but also on quality and on cost
3. Building the right balance between the different strategic intents (Growth/ sustainability and cost savings/ business continuity) resulting in hitting the top line and bottom line of the business financials while allowing the long-term goals of sustainability different pillars and avoiding any sales loss
4. Supporting the business with launching disinfectant blitz program to support the community and bring more INS to the business
5. Breakthrough approach implementation in different critical business/ strategic intents
6. Leading ACT prioritization workshop to build a roadmap of F22 priorities across different functions of commercial, procurement, planning, quality, legal functions to address, study and plan for growth, cost savings and business maintenance priorities
7. Building a strong technical rigor with the support of technical sponsors (quality and engineering) to reduce/ eliminate the risks of new initiatives execution
8. Adapting McKenzie model of building three integrated system of operating system (prioritization and resources allocation), mindset behaviors and capabilities (high performance teams, breakthrough, and scoping playbook) and management infrastructure (OTTW, technical review, etc.) that allowed the great success achieved through the three clusters of the region.
9. Introducing one technical team to win (OTTW) forums to allow checking all the new initiatives and have proper time to do a technical assessment and decision

1. Successfully participating and delivering back to basics priorities (on people, on field and on standards) to SCJ plant at Gorzow, Poland (Nov’19)
2. Maintain the green dashboard of KPIs & PPIs across the MENAPT cluster sites
3. Monitoring and strategy of supplier qualification within the Cluster
4. Responsible for the third-party manufacturers in MENAPT
5. Accomplishing all the deliverables of the assigned international assignments
1. Participating in COQ implementation and then leading scrap workshop to reduce aerosol main losses @ SCJ plant in Toluca, Mexico (Sep’18)
2. Leading COQ program at EP plant, Mijdrecht, The Netherlands and leading scrap workshops of Aerosol and liquid lines (Dec’18)
3. Accepting assignment at EP for six months to lead loss elimination teams to reduce Aerosol overfill losses and line clearance scrap (Jan to July’19)
6. Ensure standardization and lifting and shifting of best practices between Cairo and Jeddah plants
7. Great contribution in GEOS champs’ program at Jeddah plant to improve the three buckets of engagement, my manager and performance effectiveness resulting in improvement of 25 points Vs. plan of 13

1. Successfully contributed in Lean Bronze award of the site; second site in EMEA to obtain the award with six months ahead of the plan
2. Leading Kaizen events and loss teams to eliminate/ reduce scraps, analysis times, budget functional costs, DP projects and OEE quality defect loss and quality reworking
3. Being a global process owner for fist pass yield metric, I was responsible for creating the standards, training material, deliver the trainings and bring the metric live as KPI and PPI
4. A lead in Quality pillar and a member in SDW and EM pillars

1. Designing and implementing well steaming process which is not either implemented or found in any manuals that have a great impact in shortening the time of qualification
2. Making a leap in microbiological results which leads to increase the volume by 15%
3. Achieving consolidated standard satisfactory rating in AIBI Audit of 900 points vs. a plan of 830 points exceeding plan by 9% which qualifies the plant to the silver award in an unannounced audit with zero MM
4. Participating in improving the visualization; Andon, blue and performance boards
5. Following up of all corrective action as a result of a GMP, Local or IQA audit
6. Successfully worked on decreasing quality related activities downtime by 10% to improve lines efficiency through CIP optimization and defected packaging materials reduction
7. Delivering 2 hrs of quality and food safety training /year for all the population pf AF facility
8. Improving plant G3D result; by sustaining G3D food safety blue/green rating (12/12), sustaining G3D plant quality blue/green 12MR rating (12/12) and 92% in microbiology & QAS, sustaining G3D trade quality blue/green 12MR rating (12/12)
9. Improving environmental sustainability targets by reducing the water usage from 6.19 L/L to 4.5 L/L

1. Harmonizing the sampling plans and switching methodology across the region
2. Initiating and Developing FMEAs and control plans across the region
3. Initiating and developing the measurement system analysis by using Gage R&R
4. Helping initiate the strategic 5 year journey map for the quality in EMEA region
5. Standardizing EMEA quality methods and Testing

6. Developing and qualifying 7 suppliers with different industries,
7. Working in cost improvement Programs and exceeding the fiscal year target in cost savings,
8. Improving the quality of liquid packaging by changing paper labels to more shinny more reliable pp laminated
9. Leading product quality improvement projects including process capability studies, high complaint expenditure, controlling quality deviations, process optimization and process control,
10. Auditing and correcting any issues with processing and packaging instructions to ensure product quality,
11. Performing all Registration activities with Ministry of Health (Renewals, New registrations and monthly imported Active material releases and clearances)
12. Managing the Quality Management systems including initiation of quality best practices.
13. Maintaining ISO 9001 quality certifications, internal quality audit and GLP programs in the quality laboratories
14. Initiating and maintaining the company integrated system of EMS & OHSAS combined in the required certification with Positive point in MSDSs
15. Supervising all New Product developments activities including Stability/compatibility testing, local Production Line Qualification, Packaging evaluation etc.
16. Participating in Lean transformation of Egypt site,
17. Building Lean capabilities of the staff
18. Delivering successful transformation at sites to include increased safety, quality, productivity and efficiency
19. Training the shopfloor on the problem solving techniques, 5S, Autonomous Maintenance and empowering them to present their success story in front of local management.

• Leading the quality team in the industrial sector to improve their performance
• Conducting monthly steering committee meetings and following up the related action plans,
• Facilitating the foundation and the pillars of TPM in Glass and Food companies with CCI company, initiating steering committee KPIs and cascading it to the shopfloor level.
• Training the shopfloor on teamwork, 5S, VPM, Focused improvement
• Focusing on developing process mapping to ensure the effectiveness of different processes
• Implementing BSC starting with the strategy and strategic themes, environmental scans, initiating the four perspectives

• Working in business development projects; Availability tracking, Quick accurate data analysis, internal defect finding, 5S and layered process audit
• Following up in time the implementation of the corrective actions related to customer complains plus complete the needed documentation for the 8D
• Finishing the surveillance audit in TS 16949:2002 with zero findings for the first time in the company history
• Preparation of APQP doc, time plan, feasibility studies, .etc. of the new products
• Issuing the daily and monthly scrap reports for total scrap and also part related and following up of action plan out of quality circles.