Ibrahim Kassem

Direct full life-cycle of budget preparation for production department in collaboration with manufacturing
manager, while reporting to regional and Global Pillar managers.
Devise annual budget with the inclusion of all projects and operational expenses along with achievement of
budget related KPIs. Control SAP monitoring, manufacturing cost, material utilisation, quality, and overhead cost
to maintain budget usage. Set objectives for fiscal years within all site KPIs. Oversee production operations, carry
out short-term planning for production volumes, and manage scrap/material usage factor.
Lean responsibility (TPM Programme): Play a key role of pillar steering committee as a

Headed the production department and reported to Plant Manager.
Directed the manufacturing team to install MS Dynamics Navision 2015 with the programmer office ‘Alfa People’.
Minimised operational cost by ensuring optimum utilisation of internal resources. Coordinated drafting of new
strategy, while optimising the accruals and installing process design for new product lines.
Key Contributions:
▪ Lessened waste by 20% through optimised QTY sent to each branch.
▪ Reduced cost by 3% and increased factory TEEP by 1.2%.

Oversaw full life-cycle of production planning focusing on quality, cost, safety, and good manufacturing practices,
while ensuring appropriate utilisation of human and material resources to achieve set objectives.
Guided the team in maintaining equipment, complying with safety standards, and facilitating in modifications
and procurement. Implemented SOPs for production operations which increased productivity and quality.
Steered continuous improvement by controlling quality control process. Achieved world class production quality
and performance excellence through implementation of best practices, eliminating bottlenecks, and improving
staff output.
Key Contribution:
▪ Enhanced operational efficiency from 85% to 95% and reduced scrap from 4.2% to 1.8%.
▪ Incorporated lean manufacturing methodologies, deployed KANBAN system and controlled materials,
Kaizen methodology along with 5s approach which optimised line performance, time, and money.
▪ Introduced cleaning inspection lubrication system (CIL) to transform operating processes.
▪ Installed new wafer line, including start-up and commissioning, while playing a vital role as