محمد أبوديب

• Drive Lean transformation initiatives to optimize Repair and Maintenance workshops across the East Hemisphere, including KSA, Bahrain, UAE, Qatar, Kuwait, Oman, Nigeria, Scotland, and Romania, enhancing methodologies and restructuring operations to increase employee utilization from 60% to 75% and boost throughput by 35%.
• Oversee and mentor a global Lean Black Belt certification program for 20 candidates worldwide, developing transformational leaders to champion Lean systems within R&M locations.
• Facilitate targeted Lean & Six Sigma training for 130 employees, strengthening organizational efficiency and embedding key Lean principles across teams.
• Implement Lean systems including 5S, VM, VSM, SDM, ODM, LSW, Gemba Walks, Kaizen, PDCA, and layout optimization, with initial rollouts in UAE, Oman, and KSA.
• Lead improvement projects yielding $4.5 million in cost savings, delivering impactful results in core regions such as KSA, UAE, Oman, and Scotland.
• Analyze and monitor key performance indicators to track progress, identify trends, and drive data-driven decision-making, ensuring alignment with strategic business objectives and continuous process optimization.

• Fostered a Lean culture across nearly 20 organizations in various sectors within Egypt and the GCC,
spearheading improvement projects that utilized Lean methodologies focusing on Value Add/Value
Engineering and COPQ & Cost Analysis, including VSM, 5S, VM, SMED, TPM, Kaizen, RCA, Standardization,
and Continuous Improvement (CM).
• Delivered significant productivity gains of up to 55%, reduced costs by as much as 30%, optimized space
utilization by 20%, cut waste by over 35%, and boosted inventory turnover rates by 50% to 100%, collectively
achieving savings exceeding $15 million over a decade.
• Guided improvement initiatives that generated savings of over $2 million, crafting tailored roadmaps to
enhance project implementation and ensure lasting results, especially for small and medium-sized
enterprises (SMEs).
• Achieved return on investment (ROI) on improvement projects, with returns ranging from 4x to 35x,
demonstrating the significant financial impact of implemented strategies and the effectiveness of Lean
initiatives.
• Developed and implemented a new business system for an Electrolux supplier, as well as for NISSAN and GM
suppliers, ensuring they met the necessary qualifications to be listed vendors.
• Conducted training sessions and workshops for over 600 participants, providing coaching to around 150
individuals on their improvement projects and consulting efforts.

• Drive Lean transformation initiatives to optimize Repair and Maintenance workshops across the East
Hemisphere, considering the associated risks, time, cost, and scope including KSA, Bahrain, UAE, Qatar,
Kuwait, Oman, Nigeria, Scotland, and Romania, enhancing methodologies and restructuring operations to
increase employee utilization from 60% to 75% and boost throughput by 35%.
• Oversee and mentor a global Lean Black Belt certification program for 20 candidates worldwide, developing
transformational leaders to champion Lean systems within R&M locations.
• Facilitate targeted Lean & Six Sigma training for 130 employees, strengthening organizational efficiency and
embedding key Lean principles across teams.
• Implement Lean systems including 5S, VM, VSM, SDM, ODM, LSW, Gemba Walks, Kaizen, PDCA, RCA and
layout optimization, with initial rollouts in UAE, Oman, and KSA.
• Drive the Repair and Maintenance workshop/process to be in the way of production flow (industrialize the
process)
• Lead improvement projects yielding $4.5 million in cost savings, delivering impactful results in core regions
such as KSA, UAE, Oman, and Scotland.
• Analyze and monitor key performance indicators to track progress, identify trends, and drive data-driven
decision-making, ensuring alignment with strategic business objectives and continuous process optimization.

• Fostered a Lean culture across nearly 20 organizations in various sectors within Egypt and the GCC, spearheading improvement projects that utilized Lean methodologies, including VSM, 5S, VM, SMED, TPM, Kaizen, Standardization, and Continuous Improvement (CM).
• Delivered significant productivity gains of up to 55%, reduced costs by as much as 30%, optimized space utilization by 20%, cut waste by over 35%, and boosted inventory turnover rates by 50% to 100%, collectively achieving savings exceeding $15 million over a decade.
• Guided improvement initiatives that generated savings of over $2 million, crafting tailored roadmaps to enhance project implementation and ensure lasting results, especially for small and medium-sized enterprises (SMEs).
• Achieved return on investment (ROI) on improvement projects, with returns ranging from 4x to 35x, demonstrating the significant financial impact of implemented strategies and the effectiveness of Lean initiatives.
• Developed and implemented a new business system for an Electrolux supplier, as well as for NISSAN and GM suppliers, ensuring they met the necessary qualifications to be listed vendors.
• Conducted training sessions and workshops for over 600 participants, providing coaching to around 150 individuals on their improvement projects and consulting efforts.

• Spearheaded approximately 12 Lean manufacturing implementation projects, resulting in significant savings exceeding 20 million EGP across various client sites in Egypt.
• Delivered in-depth Lean Manufacturing and Lean Six Sigma certification programs for organizations and individuals in Egypt, KSA, Jordan, and the UAE, enhancing professional capabilities and industry standards.
• Provided mentorship for improvement projects in Jordan, KSA, and the UAE, yielding savings of over $1.5 million while cultivating a culture of continuous improvement and operational excellence.
• Successfully qualified Egyptian suppliers for specialized systems of multinational corporations, such as NISSAN, GM, Schneider, and Carrier, integrating seven new suppliers into their vendor lists.
• Pioneered new market opportunities in the GCC by launching the first Lean Six Sigma certification program in KSA and securing the companys inaugural Lean implementation contracts in both the UAE and KSA.

• Spearheaded approximately 12 Lean manufacturing implementation projects, resulting in significant savings
exceeding 20 million EGP across various client sites in Egypt.
• Delivered in-depth Lean Manufacturing and Lean Six Sigma certification programs for organizations and
individuals in Egypt, KSA, Jordan, and the UAE, enhancing professional capabilities and industry standards.
• Provided mentorship for improvement projects in Jordan, KSA, and the UAE, yielding savings of over $1.5
million while cultivating a culture of continuous improvement and operational excellence.
• Successfully qualified Egyptian suppliers (OEM) for specialized systems of multinational corporations, such as
NISSAN, GM, Schneider, and Carrier, integrating seven new suppliers into their vendor lists.
• Pioneered new market opportunities in the GCC by launching the first Lean Six Sigma certification program in
KSA and securing the companys inaugural Lean implementation contracts in both the UAE and KSA.

• Collaborated with after-sales, quality, and production departments to effectively reduce warranty costs by 15% for critical components such as radiators, water tanks, and windshields.
• Enhanced processes and measurement system analysis (MSA) for cross beam production on the TFR model, significantly lowering the suppliers parts per million (PPM) at GM from 5, 800 to under 300 per month.
• Addressed and resolved issues related to the accelerator pedal washer by modifying the machining process, which led to a 15% reduction in assembly line downtime.
• Achieved a 12% reduction in lead time for chassis production at the suppliers facility through strategic process re-engineering.
• Trained supplier teams on Advanced Product Quality Planning (APQP), boosting their capability to align with GMs standards, and developed a qualification plan for three suppliers to attain SFE green rank.

• Collaborated with after-sales, quality, and production departments to effectively reduce warranty costs by
15% for critical components such as radiators, water tanks, and windshields.
• Enhanced processes and measurement system analysis (MSA) for cross beam production on the TFR model,
significantly lowering the suppliers parts per million (PPM) at GM from 5, 800 to under 300 per month.
• Addressed and resolved issues related to the accelerator pedal washer by modifying the machining process,
which led to a 15% reduction in assembly line downtime.
• Achieved a 12% reduction in lead time for chassis production at the suppliers facility through strategic
process re-engineering.
• Trained supplier (OEM) teams on Advanced Product Quality Planning (APQP), boosting their capability to
align with GMs standards, and developed a qualification plan for three suppliers to attain SFE green rank.

• Developed a quality system in the sheet metal manufacturing section. Qualified the Inspectors to solve the daily problems which reduced the assembly line downtime due to the metal parts by 20% and a reduction of the rework % by 25% in the sheet metal manufacturing section within one fiscal year.
• Liaised the solving of assembly problems for the different A/Cs models with the Design team, which improved the productivity by 20% for the different types.
• Established a receiving quality department, also developed 7 new local suppliers to replace the imported such as; rubber parts, insulation and some special fabricated metal parts.
• Led a project at UNIONAIREs partner in Nigeria called Airflow Company for a part time over three years, constructed a complete assembly line from scratch, hired labors, capacity building, and achieved a productivity improvement over the three years by more than 50%.
• Led the start up for new business line for washing M/C and water purification filter manufacturing starting from E2E and successfully completed this project within only 10 months instead of 12 months as per plan.

• Developed a quality system in the sheet metal manufacturing section. Qualified the Inspectors to solve the
daily problems which reduced the assembly line downtime due to the metal parts by 20% and a reduction of
the rework % by 25% in the sheet metal manufacturing section within one fiscal year.
• Liaised the solving of assembly problems for the different A/Cs models with the Design team, which
improved the productivity by 20% for the different types.
• Established a receiving quality department, also developed 7 new local suppliers to replace the imported
such as; rubber parts, insulation and some special fabricated metal parts.
• Led a project at UNIONAIREs partner in Nigeria called Airflow Company for a part time over three years,
constructed a complete assembly line from scratch, hired labors, capacity building, and achieved a
productivity improvement over the three years by more than 50%.
• Led the start up for new business line for washing M/C and water purification filter manufacturing starting
from E2E and successfully completed this project within only 10 months instead of 12 months as per plan.