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Razwan Chaudary, Organisational Performance Advisor

Razwan Chaudary

Organisational Performance Advisor·Saudi Aramco

Saudi Arabia

Master's degree, MBA Engineering Management

Work experience

Total years of experience: 29 years, 8 months

Organisational Performance Advisor

July 2015 - Present

Saudi Aramco

Eastern Province, Saudi Arabia

I found this job using Bayt.com

July 2015 - Present

Key Projects

• Developed HR Competency Framework for entire Refining & NGL Operations
• Translated Corporate Strategy for Refining & NGL HR development to strengthen operational and customer service excellence
• Defined end to end integrated planning and workflow management processes
• Integrated the accelerated HR Digital strategy to improve effectiveness of manpower planning, acquisition, talent development, promotion and retention processes

• Optimized Product Control processes in collaboration with Ministry of Petroleum to safeguard reduce loss of feedstock via supply chain
• Streamlined internal & external critical correspondence and communication processes from CEO and Chairman’s Offices
• Optimized resource planning to establish and integrate Business Continuity within the Corporate Crisis Management Function for Aramco
• Optimization of turnaround time of outsourcing critical equipment and emergency upstream & downstream repairs
• Revised and re-introduced Lean Six Sigma Training across all Saudi Aramco Business Lines to promote a problem-solving and higher performance culture

• Optimized Business Process Management Systems (BPMS) to support end to end enterprise architectural governance, compliance and integration of ARIS framework
• Enhanced resource planning to establish and integrate Business Continuity within the Corporate Crisis Management Function
• Reviewed and implemented optimal Product Control processes to safeguard against risk of hydro-carbon feedstock loss via supply chain
• Reduced slow and non-moving inventory for Saudi Aramco’s Project Engineering Department by 7% delivering $549m cost reduction
• Reduced slow and non-moving inventory for Saudi Aramco’s Project Engineering Department by 7% delivering $549m cost reduction
• Increased radiation assessment reporting by 400% through work-flow optimization and resource training and development
• Reduced Mean Time Between Failures of Electrical Submersible Pumps (ESP) from 1 year to 3 years delivering a saving $11.3MM p.a.
• Reduced Cycle Time to reduce Quantitative Risk Assessment for High Integrity Pressure Protections Systems to deliver $78MM saving p.a.
• Increased inspection intervals of Gas Operation Emergency Shutdown systems from quarterly to annual whilst reducing defect failures $3MM p.a
• Trained refinery Engineering, maintenance and Operations team in effective problem solving techniques such as causal factor identification/ prioritization and root cause analysis to develop realistic solutions
Company industry:
Oil & Gas
Job role:
Management

Management Consultant

December 2014 - June 2015

Nationwide Building Society

London, United Kingdom

December 2014 - June 2015

Key Projects:
• Established an end to end view of £400m procurement process optimisation of standard /non-standard software, hardware and managed services
(IBM, Accenture, Infosys, Logicalis and Tata Consulting Services, BT and ComputaCenter)
• Reviewed IT purchase request approvals, reconciliation controls to improve financial governance and reduce financial losses
• Streamlined IT financial reporting to enable KPI standardization to support effective financial forecasting and decision support
• Gap-analyse financial reporting to enable standardisation and align critical few measures to support effective financial forecasting and strategic management decision making
Company industry:
Banking
Job role:
Consulting

Business Change Management Consultant

January 2014 - December 2014

Manheim Auctions

United Kingdom

January 2014 - December 2014

• £50m Supply chain and procurement optimization

• Identify outsourcing and cost efficiencies across central functions

• Senior stakeholder engagement to achieve ownership and accountability for revised process changes

• IT integration to achieve 100% invoice reconciliation for vehicle reconditioning programme
• Implement automatic business travel and expense management reporting for UK business (21 sites)
Company industry:
Automotive Dealership & Distributor
Job role:
Consulting

Management Consultant

July 2013 - September 2013

Nationwide Building Society

United Kingdom

July 2013 - September 2013

• Investigated root cause analysis / problem management effectiveness and reporting to both internal and customer management teams - particularly impact upon Mortgage Service Operations technology (Avelo), underwriting / broker / branch networks

• Initial diagnostic of Incident Management and Problem Management functions to identify options to improve root cause analysis and service failures realised from legacy system migration onto SAP enterprise platforms

• Stakeholder engagement with 3rd parties (BT, Computacenter, Accenture, IBM), IT system application resolver groups (SAP migration, Change Release, Mortgage Service Operation) to undertake gap-analysis of Remedy and Service Now workflow management system capabilities

• Conducted business readiness reviews to ensure that services can be managed and supported in accordance in the service design frameworks

• Assessed the service protection team’s capability impact upon end to end enterprise network integrity against the ITIL framework

Specific Tasks/ Projects
• Identified 147 improvements and prioritising into immediate, short and medium term options involving voice of customer, people, process, technology and configuration

• Reviewed current maturity of target operating models to identify future state improvement options for ITIL and COBIT

• Audited on and off-shore vendor SLA and initial response times to achieve contractual KPIs

• Proposed mortgage life cycle lead time reduction from initial enquiry through to release of funds and completion
Company industry:
Banking
Job role:
Consulting

Management Consultant

February 2013 - July 2013

Your Choice Estate Agents

United Kingdom

February 2013 - July 2013

• Reviewed business development process to improve sales, lettings and internal operational processes

• Rebranded, remarketed business development planning and CRM optimisation

• Introduced balance score-card performance metrics aligned to customer first service delivery
Specific Tasks/ Projects

• Increased lettings by 15% and sales by 10% per month

• Increased FTE capacity by 20%

• Aligned marketing campaigns to promote core business capabilities and key account customer profiling need
Company industry:
Real Estate
Job role:
Consulting

Lean Leader

September 2011 - February 2013

Royal Bank of Scotland

London, United Kingdom

September 2011 - February 2013

• Re-aligned strategic planning process whilst integrating financial reporting activities to support IPO of Direct Line Insurance

• Improved Customer Lifetime Value and journey of existing customers (proposition development, attract, quote, buy, amend, claim / renew touch-points)

• Introduced faster pricing of risk by reviewing the real-time trading platform in collaboration with Risk Modeling, IT, Underwriting teams

• Mapped end to end customer journey across all Motor, Home, Rescue, Pet and Growth brand channels to prioritise up-sell and cross-sell opportunities and short, medium and long-term options

Specific Tasks/ Projects
• Enabled a strategic rather than financially led Personal Lines businesses whilst achieving monthly reporting instead of quarterly

• Increased multi product holding across brand, product category, channel from 1.3 on track vs. 3yr plan (approx. 950k policies)

• Trained and developed finance and non-finance teams in Lean management and designed and implemented a number of core suite of quantitative and qualitative tools for the Chief Operating Office linked to financial budgeting and operational planning and included:
➢ Investment portfolio plan - linked corporate strategy to business change activity to financial reporting
➢ Simplified Balance Score Card from 50 to 12 top down KPIs to assist in high level strategy plan creation
➢ Defined target operating model to express corporate ambition, worked with senior management and consultants
Company industry:
Banking
Job role:
Management

Operational Excellence Leader

March 2010 - September 2011

Covidien Inc.

United Kingdom

March 2010 - September 2011

• Translated Corporate Vision, Mission and Values to site and functional levels complete with site Goal Deployment metrics

• Led organisational strategic and operational change programme for the Global Skin Implant and Tissue Repair division against Shingo Operational Excellence framework.

• Developed and trained shop floor in problem solving techniques to support a high performance culture and raise O.E.E.

• Instituted initial cleaning inspections systems 5S and complemented with A3 problem-solving techniques and included cause/ effect analysis, 5W1H and Gap Analysis

Specific Tasks/ Projects
• Developed a 5 year LEAN plan integrated with autonomous maintenance strategies to benchmark against external business units

• Established current/ future state customer demand via Value Stream Maps and deliver 44% lead time reduction, 56% less inventory / 64% lower WIP

• Delivered excess of $4m OpEx savings against fiscal forecast via process simplification and statistical sampling reduction initiatives

• Led 4.5% reduced cost of production OpEx projects to realise operational efficiency

• Improved process yields from 65% to 81% by delivering problem solving training and establishing CI focus groups

• Revised and delivered supplier quality management programmes to deliver $1m annualised savings
Company industry:
Medical Hospital
Job role:
Management

Product Development Manager

August 2007 - March 2010

Lloyd's Register Quality Assurance

Birmingham, United Kingdom

August 2007 - March 2010

• Enabled Lloyd’s Register to achieve global accreditation to deliver business continuity risk management services to global clients

• Strengthened organisational capability to improve business development, client retention and optimising service delivery with full validation sign-off, training plans and operational handover at regional and local business centre levels

• Developed e-learning training to delver Business Continuity & Corporate Governance for global base of auditors

• Performed feasibility studies to establish market opportunities, identify appropriate business models, ibusiness development entry strategies and generic sales and marketing collateral to allow customisation across 130 business centers worldwide

• Managed product lifecycle; including initial idea conception, developing feasibility studies, delivering detailed product specifications, developed business cases for the successful commercialization of new services



Specific Tasks/ Projects

• Global NPD development of projects such as Corporate Social Responsibility Report Assurance, Business Continuity certification (BS 25999), risk management and Business Assurance services -performed feasibility studies to establish market opportunities, identify market entry strategies and develop generic sales and marketing collateral to expedite implementation of service delivery

• Established global product / service delivery for risk based non-financial certification capability including e-Learning training
Company industry:
Business Support Services
Job role:
Management

Production Manager

March 2006 - August 2007

Excelcia

United Kingdom

March 2006 - August 2007

• Translated Lean and Continuous Improvement techniques to offer businesses skills via Knowledge Transfer Partnerships

• Integrated academic research to define the context of organisational issues, prioritise potential improvement options and scope action-learning based projects.
Specific Tasks/ Projects

• Enabled the university to achieve £5m funding to promote Knowledge Transfer Partnership (KTP) programme via integrating an online e-learning business improvement manager’s toolkit

• Delivered quality management systems and business improvement training for Bradford University clients

• Customised and delivered problem-solving training workshops to Bradford University clients

• Developed action learning orientated 6 Sigma, Lean manufacturing, change-management courses to complement the Executive education curriculum
Company industry:
Business Consultancy Services
Job role:
Management

Production Manager

August 2005 - April 2006

British Sugar

United Kingdom

August 2005 - April 2006

• Scaled up £4m low calorie ‘Light-Sugar’ project

• Provided strong leadership to effect and drive change through the site, particularly with respect to focusing on delivering premier customer service, improving people and asset productivity via redefining site vision, mission and core values

• Reduced absenteeism from 20% to 9% within 5 months and eliminated contract labour overspend of £80k per month

• Introduced Total Productive Maintenance systems, continuous improvement and training across all production areas

• Raised quality, efficiency and performance by establishing OEE to improve operational efficiency and drive improvements across all manufacturing units

• Established Lean manufacturing systems - visual controls, 5S, TPM, continuous improvement frameworks, asset champions, etc.

• Delivered continuous improvement change management projects totaling £450K savings within 8 months

• 30% operational efficiency across plant within 4 months via establishing asset champions, integrating local continuous improvement teams across all production lines

• Achieved highest ISO 9001 Lloyds quality audit score within ABF Group by allocating responsibility for quality across all production areas

• Raised schedule adherence from 82% to 99% through integrating preventative and autonomous maintenance systems and training asset champions to introduce standard operating procedures across all production lines.
Company industry:
FMCG
Job role:
Management

Process Development Manager

March 2002 - August 2005

Matthews Foods

United Kingdom

March 2002 - August 2005

• Strengthened innovation capability and organisational flexibility for own-label and branded products

• Implemented LEAN methodology in manufacturing areas, improved production schedules, and process planning

• Increased user interface knowledge of manufacturing system SPC analytics within functional staff to improve product quality

• Developed e-learning blended training for packaging line and blending / process operatives to improve operational performance and quality

• Cascaded basic problem-solving training to packaging and process operatives to empower data-driven decision making and improve quality output

• Improved operational performance, product quality and manufacturing by introducing FLOW, Kaizen, SPC and Six Sigma

• Completed value stream mapping, promoted cGMP practices to support BRC / HACCP auditing and compliance

• Developed Total Productive Maintenance / operational tools to determine and optimise asset utilisation

• Skill profiled production operatives to promote operational learning and competency development

• Raised focus on task analysis, line balancing, identification and elimination sources of waste to optimise throughput

Specific Tasks/ Projects
• Developed and commissioned packaging equipment and operating specifications for Fellippo Berio Olive; project value £1m

• Successfully implemented alternative oil recipe formulations to deliver cost benefit of £360k p.a

• Installed / commissioned packaging technology to provide process flexibility / production efficiencies > £250k

• Designed and implemented comprehensive Process Operative training and development plans

• Implemented a Siemens WinTPM Maintenance Management System

• Harmonised ancillary items, manufacturing processes and developed list of preferred suppliers to improve operational effectiveness

• Following skills gap analysis developed training plans in line with job grade / pay criteria for functional staff
Company industry:
FMCG
Job role:
Management

Project Manager

February 2001 - January 2002

Victrex

United Kingdom

February 2001 - January 2002

• Provision of technical support to in-house Process Design Team

• Audited 3rd Party Civil, Electrical & Mechanical Contractors

• Rated equipment vendors, design & construction companies; and liaised with external environmental and HSE agencies

Specific Tasks/ Projects
• Developed front-end engineering design study for a £35m manufacturing and warehousing facility

• Improved bio-medical PEEK polymer quality to achieve FDA compliance

• Audited 3rd parties for assessment to award procurement and build contract of manufacturing and warehousing facility

• Up-rated manufacturing capacity by 10%

• Developed a Contractor Management System; to ensure safe design, build and commissioning of capital investment projects

• Integrated 7000m2 ex. Astra Zeneca process and storage facility within site; Project value: £0.8m;
Company industry:
Other Business Support Services
Job role:
Management

Process Development Manager

July 1998 - August 2001

Unilever

United Kingdom

July 1998 - August 2001

• Streamlined the innovation process for all liquids, powders, washing gels and tablet-based products

• Scaled up all innovation projects from lab-scale to Main-plant

• Cross-transferred cGMP, hygienic process design and clean-room type manufacturing practices across manufacturing units

• Introduced TPM and multi-skilled plant operatives to reduce innovation development time to market

• Undertook operational efficiency initiatives to strengthen innovation capability and global manufacturing agility

• Provided technical support to UK & European Manufacturing sites



Specific Tasks/ Projects

• Reduced active ingredient costs of £5m / year through process development and validation programme

• R&D and scale-up costs by £1m / year

• Increased asset utilisation by 33%

• Developed short & long-term recommendations resulting in 30% increase in manufacturing efficiencies
Company industry:
FMCG
Job role:
Management

Process Development Manager

July 1996 - July 1998

Unilever

United Kingdom

July 1996 - July 1998

Responsible for scaling-up and implementing health and personal care category projects - liquid, gel, tablet, powder technology for the UK & European manufacturing sites


Specific Tasks/ Projects

• Audited manufacturing plants to deliver operational improvements: increase main-plant efficiency by 10%

• Designed and installed new multi-purpose liquid processing facility within pilot plant to reduce outsourcing to Unilever Research Laboratories
Company industry:
FMCG
Job role:
Management

Education

University of Bradford

July 2006

July 2006

Master's degree, MBA Engineering Management

United Kingdom

GPA (percentage): 100%

GPA (percentage): 100%

University of Bradford

July 1996

July 1996

Bachelor's degree, Chemical Engineering

United Kingdom

Skills

Chemical Engineering
Expert
Chemical Engineering
Expert
Management Consulting
Expert
Management Consulting
Expert
Oil
Expert
Oil
Expert
Project Management
Expert
Project Management
Expert
Six Sigma
Expert
Six Sigma
Expert
Change Management
Expert
Change Management
Expert
Value Stream Mapping
Expert
Value Stream Mapping
Expert
Stakeholder Engagement
Expert
Stakeholder Engagement
Expert
Visio
Expert
Visio
Expert
Lean Six Sigma
Expert
Lean Six Sigma
Expert
Problem Solving
Expert
Problem Solving
Expert
Operational Excellence
Expert
Operational Excellence
Expert
Project & Risk Management
Expert
Project & Risk Management
Expert
Chemical Engineering
Expert
Chemical Engineering
Expert
Management Consulting
Expert
Management Consulting
Expert
Oil
Expert
Oil
Expert
Project Management
Expert
Project Management
Expert
Six Sigma
Expert
Six Sigma
Expert

Languages

English

Native Speaker

Urdu

Native Speaker

Arabic

Beginner

Training and Certifications

Certifications
Lean Six Sigma Black Belt
Jul 2007
Training
Risk Management
Harrington and Juran Institute
Jul 2007
Project Management
Harrington and Juran Institute
Jun 2007