Mohamed Jarrar

• Define the company’s Business Model, Vision and Mission to maximize efficiency and profit objectives
• Establish Lean and Six Sigma programs, helping clients to achieve new performance highs
• Develop tailor-made solutions and work closely with clients to ensure positive impact and sustainable results
• Provide training sessions in Belgium, France, UAE, Saudi Arabia and online
• Extended the service offer to include technical expertise in machine design, welding engineering and cybersecurity
• Support the consultants’ team during key and major projects
• Establish the communication channels and business processes
• Developed partnerships with the Saudi Council of Engineers, Princess Noura University, DNDA Cybersecurity, SYM Conseil and Lux Engineering
• Ensure a healthy cashflow situation by providing umbrella company services for offshore project teams in South Korea and Brazil
• Direct and coordinate all activities (commercial, marketing, finance, HR)

• Provide strategic operations directions through 8 OPEX elements (QES, Reliability, Conduct of Operations, Energy, Cost Effectiveness & Project Management)
• Setup the Annual Operating Plan aiming at an average $27m EBITDA & $19m NIAT
• Lead a team of 5 departments heads and 12 process engineers to maximize the value provided by operations through CAPEX and improvement projects
• Manage projects to increase float yield from 80% to 86% over 4 years
• Increase the Pattern line yield from 88% to 90% through a reduction of the machine changeover time
• Improve the Coater Line OEE by 12% through multiple SMED workshops
• Manage an Energy Reduction Plan over 2 years offering an Electricity bill reduction by $270k
• Manage a Material cost reduction plan by 2.9% offering a $1.8m over 2 years
• Implement a local purchase plan offering a $1.6m over 2 years
• Setup the daily and monthly production performance reviews to include QRQC, Quality Credit, Yield, Process Uptime, OEE, Energy Efficiency, Unit Cost/mt, OTIF…
• Define and drive, the AME regional, yearly cost reduction portfolio worth $5m
• Reduce the Customer Service operating cost by $450k through the setup of a new regional Shared Services Center in Egypt. FTE number reduced by 30%, NPV was $1.44m, IRR was 29% with a payback period of 4 years
• Optimize the South African warehouse operations reducing fixed costs by $150k
• Re-design the Saudi warehouse operations and inventory management model reducing the total traveled distance by 27% and the inventory levels by 30%
• Define a 100 Days Plan integrating the due diligence findings for the acquisition of a competitor plant

• Manage the QA, QC and OPEX teams (1 QA engineer, 1 Lab manager, 7 Lab technicians) to control product quality, process capability & operations efficiency
• Define and supervise the implementation of the Höganäs Production System to ensure an effective quality level and mindset on the shop floor
• Champion the implementation of the Lean Six Sigma initiative
• Manage over 100 improvement and transformation projects aiming at improving the production performance and enhance the company profitability. The yearly profit of the cost saving projects was $850k
• Train and support the Lean Six Sigma yellow and green belts
• Provide expertise in the application of the DMAIC approach, SMED, 5S, TPM, Decision Making, Problem Solving, Statistical Analysis, Kaizen, QRQC, Kanban, …
• Improve the yield of the Fe6.5Si gas atomized powder by 20%
• Implement 5S and QRQC plantwide
• Implement Kanban in the Laboratory offering a 15% reduction in material cost
• Schedule, realize and supervise the internal and external ISO 9001 and ISO/TS 16949 audits
• Prepare and provide training sessions related to the QMS, FMEA, SPC and MSA

• Manage the quality team (1 Lab manager and 4 Lab technicians)
• Overcome a major customer (40% of the plant revenue) quality crisis and qualify the plant as an ‘’A’’ supplier in a period of 9 months
• Provide the customers with proper solutions during product development and serial production
• Prepare and guarantee the ISO 9001 and the ISO/TS 16949 certification
• Schedule, realize and supervise the internal and external audits
• Prepare and provide training sessions about to the quality system and its tools
• Support the management team to define and review their process KPI’s and scorecards
• As a certified VDA 6.3 third party auditor, conduct suppliers’ audits
• Define and lead Lean Six Sigma projects
• Define and implement a new product and process FMEA approach
• Support and supervise problem solving work sessions

• Guarantee the ISO 9001, ISO/TS 16949, ISO 14001 & OHSAS 18001 certification
• Schedule and realize internal audits
• Prepare and provide trainings related to the quality system and its tools
• Implement improvement projects (Kaizen workshops, 5S, TPM, QRQC and FMEA)

• Meet the established customer QCD specifications
• Manage a team of 25 employees (22 Operators & 3 Team Leaders)
• Leverage the support capabilities to achieve production goals
• Maintain KPI’s dashboard and production reports to monitor lead time, cycle time, delivery performance, quality, quantity and costs
• Manage the daily production problems to fulfill the foglamps production plans for Toyota, Renault, Jaguar and PSA
• Achieve continuous improvements towards zero defects in quality and delivery

• Drive project plan according to the customer requirements and the Valeo Project Management Guidelines
• Monitor the part & process validation progress and coordinate corrective actions
• Prepare the project for phase validation readiness and present the project for phase review at the steering committee
• Evaluate the project risks through the update of the Design and Process FMAE’s
• Exchanges with the customer representatives during the development phases
• Develop project dashboard and scorecard
• Manage the productivity plan for product and process