Manufacturing Excellence Manager
Alex Apparels
Total years of experience :11 years, 1 Months
o The factories ran for over 20 years with traditional culture converted and implemented the lean culture using 8 tools and minimizing the 7 wastes, within this period with training and development of the existing team.
o Change the layout from 110 machines per line to 28 to 18 machine lines.
o Increase the number of machines from 320 to 380 by rearranging the process. o Reduce the line WIP (traditional line with 110 machines) from 6000pcs to 400pcs. o Setting up KPIs & process audit systems.
o The factory center to one customer for more than 20 years set up for high-end customers, as Under Armor from cutting to packing with standard operation procedures.
o Being an effective team member to Set up a centralized cutting section to the global standard for the capacity of 36000pcs.
o Brand new factory full setup end-to-end process (800 Machines).
o Finalize the process layout considering the continuous material flow connecting suppliers and customers. o Prepared the machine requirement, manpower requirement, and furniture requirement for 26 lines. o Set up 26 sewing lines with 28 ~ 32 machines from Kanban to inline carton packing with a 5-to-10-piece flow to maintain minimum WIP with maximum output. o Set up the cut-to-box lead time for 4 hours using the advanced kanban system. o Set up and maintain the global standard of manufacturing using 6S with a visual factory.
o Implemented problem-solving with PDCA culture and the Andon system. o Minimize the line feeding time by implementing and maintaining the QCO (quick changeover) tool.
o Minimize the machines non-productive and improve the machine utilization by implementing the TPM tool. o Implement the KPIs to drive the management through KPIs. o The Brand-new factory got the approval for high-end customers within 8 months (GAP, UA, Puma, VS, WM, Lululemon.) o For reference: - Mr. Lasitha Dahanayake, Global Process Excellence Alpine Group, Alex Apparels. -
Lead the quality team towards achieving company mission on the quality side.
o Being an active member in the sapling process and getting customer approval.
o Set up a 2nd quality process as isolating from production according to customer requirements.
o Develop, implement, and manage quality key performance indicators (KPIs) for each area of responsibility.
o Put and follow up yearly periodical training for quality team - Technical (on job training) and Organization system training.
o Lead the monthly overview quality meeting according to the daily result and customer feedback.
o Responsible for 1st sample approval to give the go sign to start the production.
o Following up all embellishment quality process.
o Leading the inline quality team to enhance the quality level across the process.
o Spread the quality conscious at all levels - quality is everyone responsibility.
Joined the company as a leading member of developing the manufacturing system by implementing new systems and processes.
o Operation Manager
• Facilitate and align the needed processes for production set-up.
• Provide the monthly purchasing system for raw material and tools according to storing system.
• Following up retail branches needs according to sales insights. o ERP (SAP) implementation project manager.
• Team building to transform all processes and SOPs into digital way to integrate with SAP.
• Supervise data collecting process.
• Train superusers and end users on their part across SAP implementation.
• Troubleshooting all system issues after GO-Live phase.
Starting the lean department at Jade Alex for the first time
o Develop lean Road Map for lean implementation as A3 tool format.
o Build an empowered team with basic knowledge to lead the floor implementation.
o Implement with factory team initial lean tools to streamline the flow as 5S, Visual Factory, standardize work and launch kaizen culture across all manufacturing levels.
o Periodic training on lean tools to sustain the progress and continuous improvement.
o Work with the team on set up a new factory from scratch with all lean basics.
o Set up daily meetings for monitoring the efficiency of the production floor.
o Study the opportunities of increasing production efficiency and quality level.
o Maintain all customer standards on production floor as NIKE, Under Armour and Zara.
o Train shop floor team on organization system.
o Being an active member in problem solving production and quality issues hourly with the team.