蔡先生 | 2年 | 硕士 | 工商管理 |
*****edwin cai
edw****@*******.*** ,
home:
. 13-102, xindu plaza
suzhou industrial park
suzhou, p.r.c.21502*
01391*******
q ualifications
bilingual, seasoned professional with significant hands-on experience in company operations, including strategic operations and technology development management. used to lead teams successfully improve efficiency and continuously achieve good financial results. as a master of six sigma black belt and lean expertise, has rich coaching experience. good pererrorformance in variant industries including luminairs and paper making. possesses strong sense of responsibility, solid leadership, team building and project management abilities. good at organizing and coordinating, fluent in chinese and english. mba of tongji university.
professional experience
fujo consulting . shanghai 2008 –
top lean consulting company in china. www.21lean.com
senior consultant (2008 – )
lean expert, six sigma mbb, sda/sga expert
offer client company systematic tailor-made solutions from a strategic point of view, integrate operations and tear down silos among corporate units, and help client sharpen its competitive edge on value creation activities. by means of: optimizing material flow, inerrorformation flow, and business process; incorporating lean concept into actual operation model; and building a management system that enables continuous improvement.
ch lighting international. shangyu city, zhe jiang province 2007 – 2008
one of the largest special fluorescent lighting manufacturing company in china , with annual revenues of usd80 million. www.chlighting.com
operation center general manager (2007 – 2008)
supervise 2000+ associates..
l direct company operations to meet budget and other financial goals.
l direct short-term and long-range planning and budget development to support strategic business goals
l establish the pererrorformance goals, allocate resources, and assess policies for senior management
l develop, establish, and direct execution of operating policies to support overall company policies and errorobjectives.
l push forward lean manufacturing and six sigma activities across the company.
l contribute to the development and implementation of company’s industry and product strategy and the realization of cost roadmap.
accomplishments
ø operations organization synergy
ø ballast design standardization, which significantly reduced number of product skus
ø organization flattening, improved work efficiency
ø work flow optimization, make things visible and ownership identified
ø significantly improvement on delivery and quality in a fast-paced entrepreneurial environment by making use of index competition among work crew
philips & yaming lighting co.,ltd. jia ding district, shanghai 2006 – 2007
the largest lighting manufacturing company in china , with annual revenues of usd91 million. www.lighting.philips.com
manufacturing director (2006 – 2007)
supervised 1500+ associates in day and evening shifts.
l deploy company and factory policies and strategies to staff and workers throughout the workshop, and translate them into personnel or team working targets; encourage 2- way communication with all subordinates about these policies, strategies and targets.
l achieve weekly, monthly and annual production plan defined by supply chain department to make most efficient utilization of personnel and equipment. ensure the weekly, monthly, and annual production targets are achieved with respect to both quantity and quality.
l lead manufacturing team to execute iso9000/14000/18000 and philips best policy. establish and control housekeeping and environment improvement to ensure safety hidden trouble elimination and employee health.
l continuously develop subordinate competence level therefore to develop the total manufacturing organization capability
accomplishments
ø manufacturing organization synergy
ø continues cost down by reducing reject
ø establish shop floor workers development program
app gold hongye paper industry company. suzhou industrial park, jiangsu 1998 – 2006
the largest tissue manufacturing company in china , with annual revenues of usd300 million. http://en.app.com.cn/ . http://www.ghy.com.cn/
director, manufacturing department (2005 – 2006)
supervised 1500+ associates in day and evening shifts
l direct manufacturing and ensure safe production operation
l make department annual budget and implement it
l provide support to production supervisors
l educate and develop a continuous improvement among the workforce focusing on pererrorformance
l work with r&d department to continuously improve process capability
accomplishments
ø reduced variable cost by outsourcing substitute raw materials
ø replaced liquefied petroleum gas with nature gas, saving 1millionrmb/month energy cost
ø reduced press-felt break-in time by optimizing design
ø improved production team know-how by utilizing suppliers resources
ø created and executed index competition among work crew
ø outpererrorformed global sister mills through benchmarking
manager, manufacturing department (2004 -2005)
managed staff of 200+
l monitored and directed machines operation, troubleshooting when necessary
l evaluated pererrorformance of production supervisors
l reviewed department kpi achievement, and worked out action plans through team effort
l directed six-sigma projects and coached six-sigma green belts
accomplishments
ø broke world record of tissue machine speed at 2100m/min
ø implemented center-lining system and optimized work sops
ø coached over 10 six sigma green belts and directed 20 six sigma projects
six-sigma black belt, section manager, tissue machine section (2002 -2004)
supervised 200+ associates in day and evening shifts
l led six-sigma project teams focusing on process capability improvement
l sought quality improvement opportunities and worked out action plans
l sought manufacturing cost down opportunities and worked out action plans
l direct six-sigma green belts projects
accomplishments
ø improved roll throughput yield from 75% to 88% within 6 month
ø total financial benefits of the projects reached 40million rmb in 17months.
ø took the second place in group’s global six sigma competition
shift manager of tissue machine (2000-2002)
supervised 40+ associates in day and evening shifts
l ensured that associates work in a safe manner
l oversaw machines runnability
l ensured that products meet quality specs
tissue machine supervisor (1999 -2000)
led a 15-member production team to operate tissue machine
distributed control system engineer (1998 – 1999 )
operated tissue machine with dcs, an intelligent distributed control system
education & certifications
tongji university , shanghai
master of business administration, graduate, (2003 – 2008)
dissertation: the operation strategic research on c lighting company
article: marketing pricing. economy shanghai 2006
suzhou university , suzhou , jiangsu
bachelor of science in thermal energy engineering, (1993 – 1997)
uniworld consulting group
master of six sigma black belt (2004)
black belt of six sigma (2002)
skill
familiar with c&e matrix, fmea, msa, capability study, doe and other six sigma tools;
familiar with vsm, tpm, kanban, smed, cell and other lean manufacturing tools;
familiar with minitab software;
familiar with how to use distributed control systems;
possess good presentation, written and verbal communication skills in english;
have the ability of process analyzing
strong inter-personal skills, good at organizing and coordinating
*****edw****@*******.*** ,
家庭地址 :
********** *3 幢 102 室
江苏省苏州市
邮编 ******
*0)13918******
个人简历
******************************************************************************************************业绩。有很强的领导力、责任心、团队建设能力和项目管理能力。善于组织协调，英语、汉语流利。同济大学 mba 。
职业经历
******公司 上海 2008 –
中国顶尖*******公司 www.21lean.com
资深顾问 (2008- )
精益生产专家，六西格玛黑带大师， sda/sga 改善专家
以战略的层面作为思考点，为企业量身制定系统的精益解决方案，整合企业各功能部门之业务，使企业在价值创造能力方面，建立起具有强大竞争优势的核心竞争力。从价值增加的视角，优化企业的实物流、信息流和业务流，将精益生产的实施，与企业实际业务运营进行整合思考，帮助企业构造具有持续改善能力的管理系统
****控股有限公司 浙江省上虞 2007 – 2008
中国最大的特种荧光照明企业，年产值 5 亿人民币。 www.chlighting.com
运营中心总经理 (2007 年至 2008)
下属 2000 人 .
l *****公司运营以达成年度预算和其它财务目标
l 指导制定短期和长期的计划和预算*******公司的战略目标
l ****公司的运*******公司整体的政策方针
l 推进精益生产和六西格玛活动
l *****公司的行业和产*******公司的成本计划
业绩贡献
ø 运营中心的组织重组
ø 镇流器设计标准化，大幅度降低了产品的 sku 规格
ø 组织扁平化，提升工作效率
ø 工作流程优化，可视化、责任人明确化
ø 在车间中推行指标竞赛，在快节奏的企业氛围中取得交货、质量上的显著改善
*******有限公司 . 上海市嘉定区沪宜公路 2006 – 2007
中国最大的照明企业，年产值 6 亿人民币。 www.lighting.philips.com
制造经理 (2006 – 2007)
下属 1500 人
l ********厂的政策和战略，并转变成个人或团队的工作目标，鼓励所有下属对这些政策、战略和目标进行双向沟通。
l 根据供应链的设计达成周计划、月计划和年度生产计划，并让人和设备的效率达成利用最大化。保证周计划、月计划和年度生产计划的目标保质、保量达成。
l 领导制造团队执行 iso9000/14000/18000 和飞利浦 best 政策，坚持车间现场的环境改善，消除安全隐患和确保员工健康。
l 持续培训、开发下属的工作水平以提升整个制造团队的工作能力。
业绩贡献
ø 制造组织合并重组，人员精简
ø 通过降低废品率持续降低成本
ø 建立车间工人的培养发展程序
app *******有限公司 . 苏州工业园区 1998 – 2006
中国最大的生活用纸制造企业，年产值为 20 亿人民币。
http://en.app.com.cn/ . http://www.ghy.com.cn/
制造部部长 (2005 – 2006)
下属 1500 人
l 领导生产制造并确保安全生产营运
l 制订部门年度预算并实施
l 为生产主管提供相应的帮助和支持
l 培训并发展员工持续改善业绩
l 与研发部密切合作持续改善制程能力
业绩贡献
ø 使用替代原料降低变动成本
ø 推动天然气换液化石油气，每月节省成本 1 百万人民币
ø 通过改进设计加快压榨毯的提速周期
ø 利用供应商的资源提供生产团队的业务知识水平
ø 引进并执行班组间指标竞赛
ø 通过标杆比较，业绩**集团****厂
经理，生产制造部 (2004 -2005)
下属 200 人
l 监控和指导生产设备的运行，必要时带领技术分析
l 评估生产主管的工作绩效
l 检讨部门 kpi 执行情况，并透过团队制订行动方案
l 指导 6sigma 项目和 6sigma 绿带
业绩贡献
ø 纸机车速打破世界记录达到 2100m /min
ø 实施中心线管制系统并优化工作 sop
ø 指导 10 个 6sigma 绿带和 20 个 6sigma 项目
6sigma 黑带，抄纸厂长 (2002 -2004)
下属 200 人
l 带领 6sigma 项目团队改善制程能力
l 发现品质提升机会点并制订行动方案
l 发现成本下降机会点并制订行动方案
l 指导 6sigma 绿带项目
业绩贡献
ø 半年内将总效率由 75 ％提升至 88 ％
ø 十七个月内 6sigma 项目获益四千万人民币
* 集团全球 6sigma 竞赛中获得第二名
纸机轮班课长 (2000-2002)
下属 40 人
l 确保下属工作安全
l 监控设备运作
l 确保产品达到质量要求
纸机领班 (1999 -2000)
带领 1 个 15 人的班组运作抄纸机器
分散控制系统工程师 (1998 – 1999 )
使用智能分散控制系统 dcs 计算机运作抄纸机器生产
教育与培训
上海同济大学
工商管理硕士 mba (2003 – 2008)
毕业论文：**公司经营战略研究
发表文章：企业营销中的定价策略 . 上海经济，增刊 2006:153
苏州大学
热能工程本科 (1993 – 1997)
****公司
6sigma 黑带大师（ 2004)
6sigma 黑带 (2002)
技能
熟悉 c&e matrix, fmea, msa, capability study, doe 等 6sigma 分析工具
熟悉 vsm, tpm, kanban, smed, cell 等精益生产方法
熟悉 minitab 统计软件
熟悉 dcs 系统
有良好的简报技巧，英文书写、口语流利，很强的沟通协调能力
有流程分析的能力
很强的人际关系能力，擅长组织与协调
简历编号:1276200