Senior Consultant, Strategy and Digital Transformation
Devoteam
Total years of experience :18 years, 11 Months
From one year ago am working on improving Warehouses Operations and Logistics thru:
- Restructuring WH’s and start talents program.
- Increasing the efficiency on unloading and loading processes with same resources, improved by
more than 40%.
- Set plan to develop processes and performance management as per good practices in the SCM
- Design logistics network to improve and decrease the expenses of logistics, decreased by 50%
- Control damages inside the warehouses thru analyzing and then controls all factors that might
cause damage for products
- Unify all transportation contacts and decrease the rates, and monitoring their performance,
decreased the rates by 15%.
- Working on centralized warehouse project, to have the most end practices in the WH
Develop a methodology for quality activities through utilizing no. of methodologies for the same manner
Business process development model, based on seven steps of continual improvement as per proposed by ITIL, gaps analysis based on cobit framework since it focusing on converting qualitative to quantitative (saving quantity), and finally to make test for the launched processes to make sure its stability and then measure the process maturity.
Quality Internal Audit, built based on ISO 19011:2011 & CIA accounting internal audit. Which is focusing on building audit checklist (deep dive) based on company pains and then to define business impact analysis for finding to indicate the prioritization for each one also.
And also, building a process to manage received requests from different departments in order to set their prioritization and then proposed time to complete in order to improve the effectiveness of the action closing since it is built based on risks impact.
Lead ETMAM project which is meant by transformation program inside the organization which is focusing on 4 enablers to lead the engine of transformation (business process, PMO, training and development, and IT applications) and also to support and monitor the strategy achievement and reach SMASCO 2020 (SMART VISION).
Lead Operating Model development project, which is focusing on developing operating model, business model, and the interactions and relation between main processes for L0, L1, and L2 and then to develop organization structure based on strategy principles and the approved business model.
Provide training courses about six sigma, customer journey, and service excellence.
Prepare the company for ISO 9001:2008 certificate, and get certified by April 2015:
Make GAP analysis for the current status.
Develop a process map for company processes “AS IS & AS TO BE”.
Develop an execution plan “PEP”.
Qualify quality internal audit team.
Develop a model for process development.
Schedule internal audit for the launched processes.
Finally got ISO 9001:2008 certificate in April 2015.
Acting as PMO manager, June 2013 - tell now. For projects of portals and e-Services, library management systems, and academics solutions.
Prepare for Strategic planning and performance management.
Preparing for CMMI “process model improvement” project.
Led team of internal audit exercise.
Develop a PMO methodology & prepare the company to migrate to EPM 2013, this task covers the following:
OPM framework development (initiation, planning, execution, closing, monitoring & control)
A templates for each process group.
Conduct awareness sessions on the new methodology.
Migration to 20013 new version of project server.
Develop benefits and compensation system.
Stand on the following standards as frame work when developing the business processes:
ITIL “IT infrastructure Library” for IT department.
CMMI “Capability Maturity Model Integration” for development team.
ISO 9001:2008.
ISO 27001:2005.
Introduce a new methodology for our internal audit exercise by assigning a lead auditor for each audit exercise will be conducted to follow up and monitor the whole process from opening meeting till closing meeting, moreover to measure customer (auditee) satisfaction on the audit exercise.
Enhance our quality department work through the following:
Internal quality dashboard for (process development KPI, correction action request closuring KPI, and internal audit plan).
Process test by test the process KPI’s and its implementation after launch date to decide it’s officially launched or need revamp.
Introduce measurable KPI’s for the developed process.
Audit performance survey for both internal and external audit.
Work on more than one QMS through orange as the following with all related QMS activities (development, reengineering, audits):
WS (wholesales) QMS.
Marketing & Commercial Communication QMS.
ITN (information technology and networks) QMS.
Sourcing QMS.
Sales QMS
Manage the following projects as process stream leader:
TANGO Project, which is targeting to introduce a new money transfer services via mobile technology like transfer e-money from mobile user to another or pay your utilities bills through transfer bill value from your mobile-wallet to his mobile-wallet by the following:
• Setting a plan for needed processes and related document to be developed.
• Soft test for completed processes.
• Make training on the completed processes to the concerned employees.
• Conduct an internal audit to make sure that the process is implemented well and solve the gaps.
Tracking system project, which is targeting to our POS’s (point of sales) network and sales developers this was the phase one, the second phase to tack the materials being distributed to our distributors. my role was the following:
• Setting a plan for needed processes and related document to be developed.
• Decide the type of reports we need to extract them from the system.
• Set KPI’s for each developers.
Sales academy project: which is targeting to enhance the soft skills for sales advisors.
Manage the following projects as a project manager:
ADSL Provisioning process: use a six sigma methodology to enhance the provisioning time from being 20 working days to be 10 working days for a normal cases
Shop sizing project: make analysis to all shops to measure shop utilization, transaction time, and waiting time. And set our recommendations and action plan to improve the measured values and set KPI’s for them.
Procedures and forms unification through the sales shops to unify the work flow through shops for the provided products and services.
Emtiyaz Project: by identify the customer expectation through take their opinion via customer survey and decide their requirements and then decide how we can measure them. The customer requirements were time to repair, transparency, and parental control. Now we are covering 5 streams shops, call centers, network, complaints management and communication.
Redesign our SharePoint to ease the navigation, which is an internal portal site to publish any document related to our system.
Facilitate the analysis of production effectiveness through productivity reporting system (PRS).
Calculate the possible savings at the plant and present it to the general manger, the savings value was about 0.50 M JOD per year.
Prepare a business planning for the supply chain department (capex, opex, HD budget, overtime planning, and material planning) with a detailed excel sheet for the mentioned items.
Introduce KPI’s Monitoring Program to management through conducting periodical awareness session.
Manage Lean-Six Sigma projects to improve the efficiency of power and water consumption per litter produced from compressed soft drink (CSD).
Manage ISO 9001:2000 Quality Management Representative.
Re-engineer for all QMS ISO 9001:2000 documents.
Build up quality culture in the factory, and set hierarchy system.
Reduce external failure from 5 % to 0.30 % by applying more attention to packing process as finished goods and when packing the pallet.
Re-define the KPI’s targets for all plant.
Improve Operations department efficiency through “interface AHP and QFD to set a level of products quality acceptance project”.
Apply Six Sigma methodology to enhance provided products quality.
industrial engineering