محمد الغزالي

 Slashing site`s variable cost by 10% via lifting productivity by 19% and improve truck utilization by 10%.
 Slashing the site`s fixed cost by 5% via optimizing operations area needed and insourcing SS storage from another
plant saving 11MEGP for the overall value chain.
 Contributed in launching new 3PL Amazon sites SPX1 & SPX2
 Revamping Inventory placement methodology compounding the activation of Stow by Size (SML, XL), Velocity (FMR),
and Type
 Tripling the plant Inbound capacity by revamping the sites layout lifting productivity from 45 to Avg 110.
 Saved 600KUSD annually by relocating the customer returns operations from Sort center to Fulfilment center.
 Achieved the MENA region historical productivity and Volume records in PEAK 2022
 Achieved Best Quality performance in the MENA region slashing quality defects by 50%
 Enhanced Customer experience by improving NDGV% from 0.99% to 0.24% and EDD>PDD by 80%.
 Showed twice as MENA region superstars’ team in Q2 & Q3 2022.
 Just Do It Award around the whole MENA region 2022
 Best in class associate and leaders experience achieving best SLI metrics (Safety Leadership Indicator)
Work Experience
Amazon 2021 (Current Position)

 Directly managing the whole plant activities (Financial Controlling, Budgeting & planning, P&L, Supply Chain, Warehousing, Manufacturing Engineering, Maintenance, Human Resources, Quality, HSE, Lean, Administration & Security).
 Plant includes various processes (Plastic Injection, Sheet metal stamping, Extrusion, Wiring Harnesses, Electrostatic Painting, Enamel Painting, Foam Injection, Thermoforming, Welding, Die Casting & Assembly).

Responsibilities:
 Managing the activities of 5 Quality leaders and 46 Quality technicians.
 Setting annual financial “Expenses and Capex”, Scrap, SRC% and NRFT budget.
 Responsible for the alignment with the CCS “Consumer Care Service” and call center agency seeking the best customer experience via detailed troubleshooting and maintenance instruction and complaints handling.
 Leading PFMEA and Control Plan implementation and realization in plant.
 Observing the processes capability, stability and performance through MSA & SPC realization.
 Responsible for suppliers` quality assurance and performance development through strict inward inspection protocol & interactive supplier management and evaluation procedures.
 Insures that 26 mechanical / Hydraulic presses, Gluing, welding, enameling, electrostatic painting lines and more than 100 dies are functionally released, monitored, controlled, and frequently requalified.
 Leading the lab activity where more than 10 MEGP worth facilities are being operated and utilized for better product quality assurance and components reliability verification.
 Responsible for the tools / machines internal and external calibration and adherence to budget.
 Managing the consumer claims handling via prompt containment action, deep root cause analysis, robust corrective and preventive actions implementation and effectiveness evaluation.

Achievements:
 Best Plant Quality performance Award in 2015.
 Team player in the Strategic Planning exercise led by the plant quality director to define the quality vision and mission, setting goals and objectives and deciding on strategies, plans and tactics to follow.
 EMS “Electrolux Manufacturing System” Green Gear certified in Jan 2016 by leading the following projects:
o CIP activity to optimize the scrap recoding accuracy from 10% to 100%.
o Problem solving activity to eliminate the bracket poor adhesion “from 10, 000 PPM to Zero PPM”
o Process mapping to optimize the bracket consumption per unit and eliminate the over production and inventory losses “Saving 75, 000 EGP”
 EMS “Electrolux Manufacturing System” Yellow Gear certified in Sep 2016.
 Field feedback SCR% “Service call rate” reduction from 3.5% in Jun 2015 to 1.4% in Jun 2016.
 NRFT reduction from 102, 000 PPM in Apr 2015 to 17, 000 PPM in Dec 2015.
 Scrap reduction from 15 EGP / Unit in Feb 2016 to 9 EGP / Unit in Oct 2016.

Responsibilities
 Prioritizing the business risks obtained from VOC surveys, complaints, and QMS audits and then launching quality projects seeking process improvement and robust controls.
 Responsible for the continuous improvement activities and dashboard monitoring for the whole supply chain cycle “Supplier management, Demand planning, Procurement, Logistics, Warehouse and Distribution center”.
 Developed a Supply chain KPI`s dashboard for robust process monitoring.
 Player in the design thinking program which aims to enhance the total customer experience with Schneider Egypt.





Achievements:
 Team player in the “High Performance Processes” assignment led by PWC “Price water house Coopers” consultant to develop LEAN, efficient, compliant, formalized and financially protected Integrated Management System “IMS” Meeting ISO requirements.
 “Transportation and Clearance” LEAN project improving the Logistics cost / Goods Sold ratio from 10 % to 7.5 % “avg. 300, 000 EGP / Month” by optimizing the mode of shipment selection.
 “Distribution Center Operations Efficiency” LEAN project improving the goods receiving effectiveness from 70% to 100% by restructuring the process sequence, implementing bin and storage locations for warehouse.
 “Supplier Invoices Optimization” by reducing the suppliers` invoices from 1200 to 200 invoice/month “84% reduction” by optimizing the purchase orders issuance and supplier`s delivery mechanisms.
 Quotation Submission Lead time reduction by 50% from average 14 days to 7 days to enhance competency and ensure best customer experience.

• Ensures that ISO TS 16949:2008 requirements are met and maintained.
• Monitors the factory KPI`s and insures proper reaction for the failed ones.
• Maintaining the implementation and realization of LEONI Integrated Management system.
• Ensuring best utilization of problem solving methodologies, Quality and analytical tools to react for internal defects and external customer complaints.
• Ensuring best implementation and realization for PFMEA and Control plan.
• Ensures machines, facilities and dies commissioning and release for production.
• ISO 9001 and VDA 6.3 internal auditor.
• Managing the activities of 11 Quality engineers, 30 quality coordinators, and 130 inspectors.
• LEONI representative in the reviews held in:
o VARROC Czech Republic in Oct 2012
o VALEO Laval (France) on Mar. 2012, Feb. 2013 and Feb 2014.
o Automotive Lighting Czech Republic in June and Oct. 2012
o Hella Lighting Czech Republic 201

Achievements:

• Successfully completed Six Sigma Green belt project with € 240, 000 saving “Reducing production lines scrap by 50% throughout the year 2012”.
• System lead auditor on LEONI UK in June 2013.
• 3 positive points in the ISO TS 16949:2009 audit conducted by TUV Germany 2013 with no single finding for the business unit.
• Best LEONI site “Quality performance” in 2012
• Best LEONI site “Quality performance” in 2013
• Trucklite best supplier “Quality performance 2012”
• Faurecia Sittard best supplier “Quality performance” in 2011, 2012
• Automotive Lighting Escalation level 3 exit plan project manager in 2013
• Reducing the quality headcount from 130 to 28 inspectors in 12 months with doubling the quality performance for the same year 2013.

• LEONI representative in the reviews held in:
o Faurecia Neunstadt (Germany) in Mar 2011.
o TRW Schalke “Germany” in Mar 2011
o TRW Mexico in July 2010.
o Automotive Lighting Mexico in July 2010.
• Contributed in the NPI`s work shop held in Egypt to study the gap analysis between the old and new project management manual and to reassess the process flow of New Projects Introduction in Jul 2010.
• Supported the launch of a new project (AML VH400 RAPID) in ASTON MARTIN production line, MAGNA Styr plant, Austria on January 2010.
• Reading and analyzing customer specifications and study the applicability to comply with.
• Managing the activities of 3 quality Engineers, 10 SQA`s, 9 Floating auditors, and 4 inspectors.
• Preparing PPAP/SPAP files (Product/Supplier Part Approval Process).