Total Years of Experience: 17 Years, 5 Months
May 2016
To Present
Quality Manager
at Geidea Solutions
Location :
Saudi Arabia - Jeddah
Highlights:
• Conceptualized and rolled-out advanced quality controls to streamline and enhance the processes for providing a Help-desk (HD)/ Call-Center correct to the customers; support division, and deliver the right service and support with the right time for less than 24 hours since it request a job.
• Establish and implement the best practice process and methodology of the supply chain and safe in 2 years about 50% of the transportation cost.
• Enhance the functionality of the ePos system “Core for ticketing system” and multi-applications for the company which speed up the process’s efficiency with high accuracy level and trust.
• Increase the quality performance for the operation’s service providing into 90% in terms of mada guidelines required “SAMA Segmentation”.
• Eliminate the penalties/fine that SAMA is issuing to vendors via the banks in Zero; and that by implementing the quality standard during our services providing.
• Project owner for the Wrong Installation Prevention project; which achieve to avoid any risk opportunity to install a wrong payment terminal at wrong address or merchant “Duplication”.
• Create an Alert Portal for our multiple service of payment terminal and network services by connect all systems; applications; pings; data and information into one alert trigger portal which rise the flag for any unique behavior may occurred to our services performance or for non-active services to the clients. Risk Mitigation.
Key Responsibilities:
• Compliance Audit for mada branding P7&P8 as per Saudi Arabian Monetary Authority (SAMA) standard.
• Establish smart apps solution for the tracking of the branding for car and uniform.
• Measure the KPI Performance for the whole departments as per standard and rules.
• Monitoring the HD Agents "call center" quality performance by monitoring the call has been deliver to the VIP & Regular merchant to achieve the customer satisfaction.
• Implement the Lean principles to re-engineering the whole loop process mapping by eliminate the most waste (non-adding value) to lead increase in productivity and efficiency.
• Purplish the customer satisfaction “Voice of the Customer” process, report and analysis the result which lead to improve our quality service and customer satisfaction.
• Simplify the contact to the end user/client to collect their feedback and comment about the quality service by creating a new channel such as Reference number of requesting a service via SMS and email; IVR feedback Channel; SMS survey after closing the ticket and deliver the service to the customer.
• Create a Pending Tickets Report which help to detect the “waiting time” for the services request “ticketing system”’ thus; the productivity of the service provide was hit more than target 85% which is addressed by SAMA SLA.
• Instruct the team to deliver the Quality Control training awareness to Geidea’s staff “Executive, Senior and low-level management” to increase the knowledge and experience of the quality control roles which helped to increase the quality performance in the company.
• Conducted periodic internal audits to test and verify whether ISO 9001:2015 is being consistently followed by the team.
• Conceptualized and rolled-out advanced quality controls to streamline and enhance the processes for providing a Help-desk (HD)/ Call-Center correct to the customers; support division, and deliver the right service and support with the right time for less than 24 hours since it request a job.
• Establish and implement the best practice process and methodology of the supply chain and safe in 2 years about 50% of the transportation cost.
• Enhance the functionality of the ePos system “Core for ticketing system” and multi-applications for the company which speed up the process’s efficiency with high accuracy level and trust.
• Increase the quality performance for the operation’s service providing into 90% in terms of mada guidelines required “SAMA Segmentation”.
• Eliminate the penalties/fine that SAMA is issuing to vendors via the banks in Zero; and that by implementing the quality standard during our services providing.
• Project owner for the Wrong Installation Prevention project; which achieve to avoid any risk opportunity to install a wrong payment terminal at wrong address or merchant “Duplication”.
• Create an Alert Portal for our multiple service of payment terminal and network services by connect all systems; applications; pings; data and information into one alert trigger portal which rise the flag for any unique behavior may occurred to our services performance or for non-active services to the clients. Risk Mitigation.
Key Responsibilities:
• Compliance Audit for mada branding P7&P8 as per Saudi Arabian Monetary Authority (SAMA) standard.
• Establish smart apps solution for the tracking of the branding for car and uniform.
• Measure the KPI Performance for the whole departments as per standard and rules.
• Monitoring the HD Agents "call center" quality performance by monitoring the call has been deliver to the VIP & Regular merchant to achieve the customer satisfaction.
• Implement the Lean principles to re-engineering the whole loop process mapping by eliminate the most waste (non-adding value) to lead increase in productivity and efficiency.
• Purplish the customer satisfaction “Voice of the Customer” process, report and analysis the result which lead to improve our quality service and customer satisfaction.
• Simplify the contact to the end user/client to collect their feedback and comment about the quality service by creating a new channel such as Reference number of requesting a service via SMS and email; IVR feedback Channel; SMS survey after closing the ticket and deliver the service to the customer.
• Create a Pending Tickets Report which help to detect the “waiting time” for the services request “ticketing system”’ thus; the productivity of the service provide was hit more than target 85% which is addressed by SAMA SLA.
• Instruct the team to deliver the Quality Control training awareness to Geidea’s staff “Executive, Senior and low-level management” to increase the knowledge and experience of the quality control roles which helped to increase the quality performance in the company.
• Conducted periodic internal audits to test and verify whether ISO 9001:2015 is being consistently followed by the team.
June 2014
To May 2016
Operations Manager
at National Metals Recycling Company
Location :
Saudi Arabia - Jeddah
Highlights:
• Implemented effective measures for reducing labor and operational costs, which resulted in an increase of 1.5% in the profit margins.
• Instrumental role in re-engineering company processes, leading to improvements in production yields, performance, and productivity levels.
• Recognized for steering the USD 4 million worth Steel Scrap Bailing and Shearing Machine (VezzniSpA) project, as Project Manager actively handled machine assembling, managed civil works, and pursued contracts negotiations with fabrication vendors.
• Successfully enhanced the metal scrap quality with the installation of Radioactive Machine in the yard (RaDComm Brand).
• As Senior Member of the Strategic Planning Committee of the company, defined business goals and corporate objectives for the financial years 2015 - 2016 and 2016 - 2017.
Key Responsibilities:
Production Operations
• Spearheading and guiding a team of 95 staff members across 3 branches in Jeddah, Jizan, and Khamis Mushait respectively, with focus on demolition projects.
• Formulating the primary production plan based on output requirements, and appraising the shop floor with their tasks as per the plan.
• Maintaining constant supervision over the entire production process, and ensuring that the expected lead times and quality parameters are adhered with.
• Functioning as a proactive member of the decision making team, with accountability to deploy robust internal controls for streamlining operations across the yards and other projects.
• Collaborating with the Human Resource (HR) to conduct interview rounds for potential management candidates, and assisting in the finalization of job descriptions post appointment.
• Planning and initiating cost management techniques to exercise effective budgetary control in order to achieve 10% reduction in total budgetary provisions through resource optimization, enhancing staff productivity and improving overall operational efficiency.
• Contributing to the capital budgeting and capital expenses (CapEx) activity to ascertain profit projections and assisting in the development and commencement of operations of new scrap-yards; activities included purchase of assets (land &buildings), equipment, weighbridge construction, adding vehicles to the company’s existing fleet etc.
Ferrous Scrapping
• Involved in the formulation of capital expenditure models for developing new scrap yards, buying / leasing land, purchasing heavy transportation vehicles and other equipment.
• Directing the team to segregate different materials in their respective yards, thus making the scrapping process quick and effective.
• Managing day-to-day scrap collection, following the process for scrapping and shipping HMS 1&2, old car bodies, oversized steel units, and unwanted light steel units.
• Leading and monitoring the various activities of demolition projects, and implementing critical control measures to ensure work completion as per pre-defined schedules.
• Arranging for distinctive process equipment such as grapples, cranes, excavators, trucks, loaders, torch cutters etc., as necessary for the scrapping process, while also optimizing the performance of the associated manpower.
HSE and Quality Control:
• Spearheading the HSE transformation of the organization, through the thorough implementation of industry best HSE standards for all demolition projects.
• Developing awareness about the importance of healthy and safe working, and environmental impact of production / manufacturing, within all team members.
• Cultivating an efficient HSE culture within the company, through the deployment of strong policies and practices in alignment with NMRC Safety Engineering parameters.
• Planning and rolling-out highly advanced TQM programs to develop a sense of qualitative work delivery amongst all teams, while ensuring achievement of related KPIs.
• Implemented effective measures for reducing labor and operational costs, which resulted in an increase of 1.5% in the profit margins.
• Instrumental role in re-engineering company processes, leading to improvements in production yields, performance, and productivity levels.
• Recognized for steering the USD 4 million worth Steel Scrap Bailing and Shearing Machine (VezzniSpA) project, as Project Manager actively handled machine assembling, managed civil works, and pursued contracts negotiations with fabrication vendors.
• Successfully enhanced the metal scrap quality with the installation of Radioactive Machine in the yard (RaDComm Brand).
• As Senior Member of the Strategic Planning Committee of the company, defined business goals and corporate objectives for the financial years 2015 - 2016 and 2016 - 2017.
Key Responsibilities:
Production Operations
• Spearheading and guiding a team of 95 staff members across 3 branches in Jeddah, Jizan, and Khamis Mushait respectively, with focus on demolition projects.
• Formulating the primary production plan based on output requirements, and appraising the shop floor with their tasks as per the plan.
• Maintaining constant supervision over the entire production process, and ensuring that the expected lead times and quality parameters are adhered with.
• Functioning as a proactive member of the decision making team, with accountability to deploy robust internal controls for streamlining operations across the yards and other projects.
• Collaborating with the Human Resource (HR) to conduct interview rounds for potential management candidates, and assisting in the finalization of job descriptions post appointment.
• Planning and initiating cost management techniques to exercise effective budgetary control in order to achieve 10% reduction in total budgetary provisions through resource optimization, enhancing staff productivity and improving overall operational efficiency.
• Contributing to the capital budgeting and capital expenses (CapEx) activity to ascertain profit projections and assisting in the development and commencement of operations of new scrap-yards; activities included purchase of assets (land &buildings), equipment, weighbridge construction, adding vehicles to the company’s existing fleet etc.
Ferrous Scrapping
• Involved in the formulation of capital expenditure models for developing new scrap yards, buying / leasing land, purchasing heavy transportation vehicles and other equipment.
• Directing the team to segregate different materials in their respective yards, thus making the scrapping process quick and effective.
• Managing day-to-day scrap collection, following the process for scrapping and shipping HMS 1&2, old car bodies, oversized steel units, and unwanted light steel units.
• Leading and monitoring the various activities of demolition projects, and implementing critical control measures to ensure work completion as per pre-defined schedules.
• Arranging for distinctive process equipment such as grapples, cranes, excavators, trucks, loaders, torch cutters etc., as necessary for the scrapping process, while also optimizing the performance of the associated manpower.
HSE and Quality Control:
• Spearheading the HSE transformation of the organization, through the thorough implementation of industry best HSE standards for all demolition projects.
• Developing awareness about the importance of healthy and safe working, and environmental impact of production / manufacturing, within all team members.
• Cultivating an efficient HSE culture within the company, through the deployment of strong policies and practices in alignment with NMRC Safety Engineering parameters.
• Planning and rolling-out highly advanced TQM programs to develop a sense of qualitative work delivery amongst all teams, while ensuring achievement of related KPIs.
December 2013
To May 2014
Process / Continuous Improvement Manager
at Juffali Polyone Masterbatch Co. Ltd.
Location :
Saudi Arabia - Jeddah
Highlights:
• Ensured that Masterbatch products are manufactured and supplied in dust-free regular pellet to render ease of handling to customers, and avoid contamination by maintaining a clean production environment.
• Achieved operational compliance with ISO requirements, and ensured that the workflow of product manufacturing is completely standardized accordingly.
Key Responsibilities:
Process Improvement
• Planned and executed end-to-end continuous improvement projects, aimed at the enhancement of clariant and additives Masterbatch products.
• Analyzed and studied research data collated by the team for the development and presentation of concepts and designs before the senior management.
• Established and deployed effective engineering solutions to overcome operational bottle-necks, and thus created a positive impact on the final products manufactured.
• Defined 5S KPIs for the production floor, created departmental awareness about their important, and deployed several other Lean frameworks to achieve operational excellence.
Performance Management
• Provided ongoing support for various processes of the production unit, managed customer complaints / escalations, and generated NCR reports.
• Rendered effective training to the team in following the Twin Screw Extrusion (TSE) machine SOP, in an effort to implement planned manufacturing processes on the actual production floor.
• Prepared work plans and defined delivery schedules for the team, guided and motivated individuals to achieve lead time targets consistently.
• Supervised over the individual performance of machine operations, and ensured that appropriate measures are taken to minimize waste material.
Operational Quality and Safety
• Focused on the safety of manpower as well as machine infrastructure throughout the production and manufacturing process, by promoting a safe work policy.
• Implemented industry best quality control and assurance practices in light of the company’s vision to deliver premium quality products to the customer.
• Conducted HSE and ISO audits on a periodic basis, noted down non-conformance towards expected standards, and pursued detailed investigations in these regard.
• Analyzed the root causes behind non-compliance of HSE parameters, and recommended strict corrective measures to rectify defaults encountered.
• Recognized as the SAP Business One User for Production and Logistics Modules and trained teams across the organization for efficient task completion.
• Ensured that Masterbatch products are manufactured and supplied in dust-free regular pellet to render ease of handling to customers, and avoid contamination by maintaining a clean production environment.
• Achieved operational compliance with ISO requirements, and ensured that the workflow of product manufacturing is completely standardized accordingly.
Key Responsibilities:
Process Improvement
• Planned and executed end-to-end continuous improvement projects, aimed at the enhancement of clariant and additives Masterbatch products.
• Analyzed and studied research data collated by the team for the development and presentation of concepts and designs before the senior management.
• Established and deployed effective engineering solutions to overcome operational bottle-necks, and thus created a positive impact on the final products manufactured.
• Defined 5S KPIs for the production floor, created departmental awareness about their important, and deployed several other Lean frameworks to achieve operational excellence.
Performance Management
• Provided ongoing support for various processes of the production unit, managed customer complaints / escalations, and generated NCR reports.
• Rendered effective training to the team in following the Twin Screw Extrusion (TSE) machine SOP, in an effort to implement planned manufacturing processes on the actual production floor.
• Prepared work plans and defined delivery schedules for the team, guided and motivated individuals to achieve lead time targets consistently.
• Supervised over the individual performance of machine operations, and ensured that appropriate measures are taken to minimize waste material.
Operational Quality and Safety
• Focused on the safety of manpower as well as machine infrastructure throughout the production and manufacturing process, by promoting a safe work policy.
• Implemented industry best quality control and assurance practices in light of the company’s vision to deliver premium quality products to the customer.
• Conducted HSE and ISO audits on a periodic basis, noted down non-conformance towards expected standards, and pursued detailed investigations in these regard.
• Analyzed the root causes behind non-compliance of HSE parameters, and recommended strict corrective measures to rectify defaults encountered.
• Recognized as the SAP Business One User for Production and Logistics Modules and trained teams across the organization for efficient task completion.
November 2012
To November 2013
Factory Manager
at Al-Nasseriah Factory for Air Distribution, (ANA), one of (ASIG Group)
Location :
Saudi Arabia - Jeddah
Highlights:
• Transformed the operational framework of the factory and re-engineered all processes from scratch by bringing in process flowcharts, key performance indicators, and quality controls, for the first time in the last 13 years.
• Re-defined the entire supply chain of the company, right from purchasing, consignment receipt, and material distribution, to production, quality control, sales, and customer order fulfillment.
• Implemented robust systems in the factory to monitor ongoing work progress, which significantly improved delivery lead times, operational productivity, sales performance, and customer satisfaction.
• Introduced ‘performance documentation’ in the company, and initiated the process of conducting monthly as well as quarterly performance reviews for all departments.
• Analyzed existing operations and performance, and accordingly drafted the company policies that are currently in use at the factory.
• Successfully contributed to the increase of 27% in profit margins for the 1st year after the implementation of standard operating procedures in the factory.
• Travelled to Asia to identify suitable suppliers and purchased high-quality semi-finished products (with specifications similar to Al-Nasseriah Factory products) to facilitate an efficient supply chain that led to on time delivery of products to customers.
Key Responsibilities:
Production Planning and Operations
• Formulated precise production plans, defined delivery timelines, and monitored the overall production process on a day-to-day basis.
• Provided guidance and support to the machine operators with focus on enhancing the output, and optimizing machine performance consistently.
• Established and adhered to Good Manufacturing Practices (GMPs) & Standard Operating Procedures (SOPs) at the production work centers.
• Handled aluminum fabrication operations for air grilles, registers, and diffusers, assessed and attained overall organizational goals.
• Assigned periodic production targets, motivated the unit to achieve daily / weekly production levels, followed by timely shipments based on customer orders.
• Prepared and submitted intelligent reports to inform the CEO about manpower requirements, operational progress, and factory throughput ratios.
Quality, Safety, and Cost Control
• Ensured compliance with the company policies, initiated innovative process improvement drives, and developed awareness about quality control at the factory.
• Deployed ISO 9001:2008 quality standards at the factory, and collaborated with the production unit for the prompt mitigation of non-conformances encountered.
• Planned and implemented Lean manufacturing processes including 5S and Value Stream Mapping(VSM), for achieving end-to-end operational excellence.
• Created awareness regarding health and safety within the organization, and took drastic steps to develop a safe working environment.
• Optimized the production operations further by initiating and managing several cost control programs to reduce operational expenditures.
Departmental Operations Management
• Directed the production unit to follow maintenance plans and schedules in place, for decreasing the occurrences of operational breakdowns.
• Analyzed stock levels, prepared sourcing requirements, handled raw material purchase contracts, and streamlined the procurement process.
• Developed and deployed highly advanced packaging frameworks and enhanced the overall personal of the finished goods products.
• Motivated the team to get involved in cross-functional training programs regulated by the company’s management, in order to develop the organizational skill level.
• Delivered various training sessions to team leaders and staff members, regarding quality control, health and safety, production processes, cost control etc.
• Transformed the operational framework of the factory and re-engineered all processes from scratch by bringing in process flowcharts, key performance indicators, and quality controls, for the first time in the last 13 years.
• Re-defined the entire supply chain of the company, right from purchasing, consignment receipt, and material distribution, to production, quality control, sales, and customer order fulfillment.
• Implemented robust systems in the factory to monitor ongoing work progress, which significantly improved delivery lead times, operational productivity, sales performance, and customer satisfaction.
• Introduced ‘performance documentation’ in the company, and initiated the process of conducting monthly as well as quarterly performance reviews for all departments.
• Analyzed existing operations and performance, and accordingly drafted the company policies that are currently in use at the factory.
• Successfully contributed to the increase of 27% in profit margins for the 1st year after the implementation of standard operating procedures in the factory.
• Travelled to Asia to identify suitable suppliers and purchased high-quality semi-finished products (with specifications similar to Al-Nasseriah Factory products) to facilitate an efficient supply chain that led to on time delivery of products to customers.
Key Responsibilities:
Production Planning and Operations
• Formulated precise production plans, defined delivery timelines, and monitored the overall production process on a day-to-day basis.
• Provided guidance and support to the machine operators with focus on enhancing the output, and optimizing machine performance consistently.
• Established and adhered to Good Manufacturing Practices (GMPs) & Standard Operating Procedures (SOPs) at the production work centers.
• Handled aluminum fabrication operations for air grilles, registers, and diffusers, assessed and attained overall organizational goals.
• Assigned periodic production targets, motivated the unit to achieve daily / weekly production levels, followed by timely shipments based on customer orders.
• Prepared and submitted intelligent reports to inform the CEO about manpower requirements, operational progress, and factory throughput ratios.
Quality, Safety, and Cost Control
• Ensured compliance with the company policies, initiated innovative process improvement drives, and developed awareness about quality control at the factory.
• Deployed ISO 9001:2008 quality standards at the factory, and collaborated with the production unit for the prompt mitigation of non-conformances encountered.
• Planned and implemented Lean manufacturing processes including 5S and Value Stream Mapping(VSM), for achieving end-to-end operational excellence.
• Created awareness regarding health and safety within the organization, and took drastic steps to develop a safe working environment.
• Optimized the production operations further by initiating and managing several cost control programs to reduce operational expenditures.
Departmental Operations Management
• Directed the production unit to follow maintenance plans and schedules in place, for decreasing the occurrences of operational breakdowns.
• Analyzed stock levels, prepared sourcing requirements, handled raw material purchase contracts, and streamlined the procurement process.
• Developed and deployed highly advanced packaging frameworks and enhanced the overall personal of the finished goods products.
• Motivated the team to get involved in cross-functional training programs regulated by the company’s management, in order to develop the organizational skill level.
• Delivered various training sessions to team leaders and staff members, regarding quality control, health and safety, production processes, cost control etc.
August 2009
To July 2010
Head of Department (HOD) – Total Quality Management
at Al Sorayai Industrial Investment Group LTD. (ASIIG)
Location :
Saudi Arabia - Jeddah
Highlights:
• Successfully created a workable and reliable Quality Management System (QMS), and got the organization ISO 9001:2008 certified.
• Obtained the SASO ‘Quality Mark’ for the bleach liquid product through the standardization of end-to-end processes at the detergent manufacturing factory.
• Re-developed the organizational structure, analyzed resource requirements, and ably reduced manpower costs by up to 30%.
• Introduced QC Tracking as a resourceful system for identifying and mitigating production related defects, which eventually resulted in premium quality finished goods.
• Instrumental role in devising fruitful strategies that led to the increase of inventory storage capacity by 5 times.
Key Responsibilities as Head of Department (HOD) - Total Quality Management:
• Led and managed a multi-location based team of 10 members, and implemented ISO 9001 framework across detergent, polymer, foam, paper core & bags, and steel & furniture businesses of the group.
• Spearheaded the extensive project for studying and implementing Saudi Arabian Standards Organization (SASO) parameters, in order to achieve the ‘Quality Mark’.
• Conducted periodic internal audits to test and verify whether ISO 9001:2008 and SASO Quality Mark parameters are being consistently followed by the team.
• Drafted and finalized various quality manuals and operating procedures, handled the end-to-end documentation part for the deployment of TQM measures at all factories.
• Conceptualized and rolled-out advanced quality controls to streamline and enhance the processes for procuring raw material, manufacturing products, and dispatching finished goods.
• Introduced various Balanced Scorecards and Key Performance Indicators to facilitate the accurate assessment of quality control and assurance levels in all factories.
• Managed the Business Process Re-engineering (BPR) of 5 factories, which involved re-structuring entire operational frameworks and re-configuring systems to suit industry best quality standards.
• Functioned as an advanced ERP System User, collated critical information to develop process flowcharts, and integrated ISO 9001:2008 implementation with the ERP solution.
• Successfully created a workable and reliable Quality Management System (QMS), and got the organization ISO 9001:2008 certified.
• Obtained the SASO ‘Quality Mark’ for the bleach liquid product through the standardization of end-to-end processes at the detergent manufacturing factory.
• Re-developed the organizational structure, analyzed resource requirements, and ably reduced manpower costs by up to 30%.
• Introduced QC Tracking as a resourceful system for identifying and mitigating production related defects, which eventually resulted in premium quality finished goods.
• Instrumental role in devising fruitful strategies that led to the increase of inventory storage capacity by 5 times.
Key Responsibilities as Head of Department (HOD) - Total Quality Management:
• Led and managed a multi-location based team of 10 members, and implemented ISO 9001 framework across detergent, polymer, foam, paper core & bags, and steel & furniture businesses of the group.
• Spearheaded the extensive project for studying and implementing Saudi Arabian Standards Organization (SASO) parameters, in order to achieve the ‘Quality Mark’.
• Conducted periodic internal audits to test and verify whether ISO 9001:2008 and SASO Quality Mark parameters are being consistently followed by the team.
• Drafted and finalized various quality manuals and operating procedures, handled the end-to-end documentation part for the deployment of TQM measures at all factories.
• Conceptualized and rolled-out advanced quality controls to streamline and enhance the processes for procuring raw material, manufacturing products, and dispatching finished goods.
• Introduced various Balanced Scorecards and Key Performance Indicators to facilitate the accurate assessment of quality control and assurance levels in all factories.
• Managed the Business Process Re-engineering (BPR) of 5 factories, which involved re-structuring entire operational frameworks and re-configuring systems to suit industry best quality standards.
• Functioned as an advanced ERP System User, collated critical information to develop process flowcharts, and integrated ISO 9001:2008 implementation with the ERP solution.
April 2007
To July 2009
Quality Engineer, Plant Coordinator and Inventory Head
at Modern Industry for Textile Auxiliaries Co. Ltd. (JIFTEX)
Location :
Saudi Arabia - Jeddah
Modern Industry for Textile Auxiliaries Co. Ltd. (Jiftex) is one of Al Sorayai Industrial Investment Group LTD. (ASIIG)
Highlights:
• Optimized the layout of the warehouse and racks, shelves and other equipment placed inside the warehouse, and increased the storage capacity five-fold through effective space utilization.
• Administered the Quality Control Tracking System, closely monitored production processes and succeeded in reducing the number of production defects by 3%.
• Working in conjunction with the supply chain department, finalized product specifications and developed Bill of Materials (BOM) for 70+ products of the company.
Key Responsibilities as Quality Engineer, Plant Coordinator and Inventory Head:
• Oversaw the production process for detergents, gathered product specifications, and ensured compliance with industry best practices and good manufacturing practices to deliver quality operational results.
• Conducted inspections to assess the quality of raw material received from vendors and tested finished goods using recommended lab testing tools and applied several testing parameters that included pH, soda ash, active matter, alkali, and composition of other chemicals to identify the precise chemical reactions.
• Maintained the Material Safety Data Sheet (MSDS) for every product, and studied data to identify improvements in chemical analysis.
• Administered the health & safety policy of the company, outlined the risks in various areas of operations, ensured that safety measures were in place, introduced new safety rules as required, and initiated focused efforts to maintain an accident-free and incident-free environment.
• Carried out product testing, researched new techniques to improve production quality and reduce production lead times; suggested suitable modifications to production processes and technology.
• Provided executive decision-making support through effective production planning, analyzed processes in the Quality Control and Stores department to facilitate departmental restructuring and initiated process improvements.
• Monitored the physical inventory levels against recorded figures, analyzed and resolved discrepancies in inventory, and developed and implemented a finished goods returns procedure.
• Managed raw material purchases, analyzed Reorder / Minimum Stock Levels (MSL), implemented Material Resource Planning (MRP) to ensure that materials were procured and issued effectively, maintained steady material flow to ensure continuity in operations.
• Prepared the cost sheets for several production schedules, computed factory overheads, administrative & office overheads, distribution and selling expenses, and provided estimates to the production, finance and marketing departments.
• Coordinated with the plant managers to design an efficient plant layout, removed obstacles in the inventory movement to reduce internal logistics lead time as well as streamlined deployment of labour required for movement of material, and significantly reduced wastage / damage during material transfer.
• Extended support to the marketing team to understand customer preferences, provided inputs to the product development team, followed competitor movements and implemented customer service best practices.
• Ensured in time order fulfillment to maintain high customer satisfaction scores, promptly registered and resolved customer complaints (if any), and created a sustainable brand image of the company.
PREVIOUS JOB ROLE:
• Aug 2006 - Mar 2007:Owner Assistant, Al-Yami Shoes (Private Business), and Trading / Retail business
Highlights:
• Optimized the layout of the warehouse and racks, shelves and other equipment placed inside the warehouse, and increased the storage capacity five-fold through effective space utilization.
• Administered the Quality Control Tracking System, closely monitored production processes and succeeded in reducing the number of production defects by 3%.
• Working in conjunction with the supply chain department, finalized product specifications and developed Bill of Materials (BOM) for 70+ products of the company.
Key Responsibilities as Quality Engineer, Plant Coordinator and Inventory Head:
• Oversaw the production process for detergents, gathered product specifications, and ensured compliance with industry best practices and good manufacturing practices to deliver quality operational results.
• Conducted inspections to assess the quality of raw material received from vendors and tested finished goods using recommended lab testing tools and applied several testing parameters that included pH, soda ash, active matter, alkali, and composition of other chemicals to identify the precise chemical reactions.
• Maintained the Material Safety Data Sheet (MSDS) for every product, and studied data to identify improvements in chemical analysis.
• Administered the health & safety policy of the company, outlined the risks in various areas of operations, ensured that safety measures were in place, introduced new safety rules as required, and initiated focused efforts to maintain an accident-free and incident-free environment.
• Carried out product testing, researched new techniques to improve production quality and reduce production lead times; suggested suitable modifications to production processes and technology.
• Provided executive decision-making support through effective production planning, analyzed processes in the Quality Control and Stores department to facilitate departmental restructuring and initiated process improvements.
• Monitored the physical inventory levels against recorded figures, analyzed and resolved discrepancies in inventory, and developed and implemented a finished goods returns procedure.
• Managed raw material purchases, analyzed Reorder / Minimum Stock Levels (MSL), implemented Material Resource Planning (MRP) to ensure that materials were procured and issued effectively, maintained steady material flow to ensure continuity in operations.
• Prepared the cost sheets for several production schedules, computed factory overheads, administrative & office overheads, distribution and selling expenses, and provided estimates to the production, finance and marketing departments.
• Coordinated with the plant managers to design an efficient plant layout, removed obstacles in the inventory movement to reduce internal logistics lead time as well as streamlined deployment of labour required for movement of material, and significantly reduced wastage / damage during material transfer.
• Extended support to the marketing team to understand customer preferences, provided inputs to the product development team, followed competitor movements and implemented customer service best practices.
• Ensured in time order fulfillment to maintain high customer satisfaction scores, promptly registered and resolved customer complaints (if any), and created a sustainable brand image of the company.
PREVIOUS JOB ROLE:
• Aug 2006 - Mar 2007:Owner Assistant, Al-Yami Shoes (Private Business), and Trading / Retail business
February 2006
To May 2006
Industrial Engineer
at Jamjoom Medical Industries Co Ltd (JMI)
Location :
Saudi Arabia - Jeddah
Brief:
Worked with one of the pioneering companies that implemented the Clean Room Environment, including injection and extrusion machines to manufacture plastic medical products. Involved in the production plan preparation, and day-to-day production and maintenance reporting; Acquired exposure to production, assembling, QA/QC, and factory maintenance; Evaluated machine efficiency, implemented preventive maintenance, and adhered with ISO 9001 QMS parameters.
Worked with one of the pioneering companies that implemented the Clean Room Environment, including injection and extrusion machines to manufacture plastic medical products. Involved in the production plan preparation, and day-to-day production and maintenance reporting; Acquired exposure to production, assembling, QA/QC, and factory maintenance; Evaluated machine efficiency, implemented preventive maintenance, and adhered with ISO 9001 QMS parameters.
September 2004
To May 2005
Intern
at Hammoudeh Food Industries Co, (Producing Dietary Factory)
Location :
Jordan - Amman
Brief:
Worked with the engineering team of the renowned FMCG specializing in dietary products, and handled several production processes on the Tetrapack filling machines; Obtained hands-on practice in QA / QC procedures, complied with health and safety policies; Involved in laboratory food test, shelf life test, prepared production reports etc.
Worked with the engineering team of the renowned FMCG specializing in dietary products, and handled several production processes on the Tetrapack filling machines; Obtained hands-on practice in QA / QC procedures, complied with health and safety policies; Involved in laboratory food test, shelf life test, prepared production reports etc.
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