2021年1月至2024年2月,戈尔科技(深圳)有限公司
亚太-全球贸易负责人
Leading function to support business needs
领导职能,支持业务需求
Working with team to develop strategic plan and implement critical projects or initiatives.
与团队合作,制定战略计划,实施关键项目或倡议
Manage trade compliance risk working with regional associates, also escalate any potential risk to global leadership or business team
与区域同事合作管理贸易合规风险,同时将任何潜在风险上报给全球领导层或业务团队
Working with sales, supply chain etc department to design and develop new supply chain model in order to meet business or customers’ needs
与其他团队合作设计及发展新的业务模式,为了更好地满足业务或者客户需要。(例如:卷式销售模式,代加工模式,越南新的供应商)
Develop team capabilities in order to meet business needs
发展团队能力,以满足业务需求

2019年9月—2020年7月,Checkpoint System,香港
GM—Greater China, ALS apparel labeling solutions
大中华区总经理,ALS服装标签解决方案
Leading all functions including sales, marketing, ops and business development, HR and finance etc
领导所有职能部门,包括销售、营销、运营和业务发展、人力资源和财务等
Set-up 2 years business strategy
制定2年的业务战略
Developed new “demand and supply planning process” it will drive whole S&OP process to improve customer demand and supply planning, capacity utilization etc
开发新的“需求和供应计划流程”,旨在推动整个S&OP流程,以改善客户需求和供应计划、产能利用等
Developed new market team and hiring “china for china” market sales
发展新的市场团队并雇用“中国本土”市场销售人员
Developed sales scorecard and ops dashboard to drive business improvements
开发销售记分卡和运营面板,以推动业务改进
Drive core technology& market opportunities, such as RFID solutions
推动核心技术和市场机会,如RFID解决方案

2017年4月—2019年9月 戈尔(深圳)有限公司
全球供应链负责人——PSD业务
Key responsibilities:
主要职责:
· Leading venting business E2E (end to end) supply chain to meet business needs
· 领导通风业务E2E(端到端)供应链,以满足业务需求
· Develop annual and future 3-5 years operations strategy to align with business strategy and also meet business needs
· 制定年度和未来3-5年的运营战略,与业务战略保持一致,同时满足业务需求
· Manage 3rd party CM (contractor manufacture) to meet Gore’s request , it include quality, IP, cost and service etc elements through working with other functions associates.
· 通过与其他职能部门的合作,管理第三方CM(承包商制造)以满足戈尔的要求,包括质量、知识产权、成本和服务等要素
· Work with team to identify capacity gap& find solutions in order to meet surge demanding
· 与团队合作,确定能力差距并找到解决方案,以满足激增的需求
· Work with technical and R&D leader to make sure all new product be launched on time, meet quality (performance to meet customer needs) and on right cost.
· 与技术和研发负责人合作,确保所有新产品按时推出,满足质量(性能满足客户需求)且成本适当
· Develop whole organization capabilities in order to meet current and future business needs
· 发展整个组织的能力,以满足当前和未来的业务需求
· To leading team qualify new CM (contracted manufacturer) in China,working with new vendor to develop their new production line and new capability (such as:set up GMP 10 thousand clean room)
· 与团队一起找到合适的加工商,并且一起建立新的产线和新的能力(比如,建立万级洁净室为了MEMS项目)

one of Director of board member in Asia (equal to other company GM position)
工厂总经理兼亚洲董事会成员
This facility is Energizer Globe only flashlight business center that include manufacturing and RD&E center, packaging design.
该工厂为Energizer Globe唯一的手电筒业务中心,包括制造和研发中心、包装设计。
Total 1200 staff, and managed functions include production, engineering service, ME, QE, Lean, IE, CS, Customs, material planning, PED, Packaging design, Fin, HR, Administration..
共有1,200名员工,管理职能包括生产、工程服务、ME、QE、精益、IE、CS、海关、材料计划、PED、包装设计、财务、人力资源、行政。
Key responsibilities/achievements:
主要职责/成就:
· Design and change leadership organization, then adopt to Energizer culture from old approach
· 设计和改变领导组织,然后从旧的方法中采用“活力”文化
· Set up annual business goal (hoshin/strategy plan) to drive KPIs and also control departmental expense, capital projects management and tracking
· 制定年度业务目标(策略/战略计划),以推动关键绩效指标,同时控制部门开支,资本项目管理和跟踪
· Focus on SQDIP (safety/quality/delivery/inventory/productivity), safety achieved more than 1000 days no injury record, productivity improved 20% in assembly lines
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· 带领团队修复所有海关历史问题(保持B级并继续改进到A级)
· Led Both HK and local leadership team to hold the annual Hoshin/Strategy plan (top3 objectives: drive productivity improvement and free cash flow; improve new products speed to market on time and on quality, on cost; enhance ops foundation)
· 领导香港和当地的领导团队举行年度策略/战略计划(三大目标:提高生产力和自由现金流;加快新产品按时、按质、按量上市的速度;加强运营基础)
· Driving cost competitiveness, total labors reduced from 1300 to 1000 (from 2014 to 2016) through productivity improvement, Key projects (North star)
(从2014年到2016年),关键项目(北斗星)
· Changed whole plant culture through “clean the house”, that focus on shop floor level management
· 通过“内务整理”改变整个工厂的文化,注重车间层面的管理
· Improved service level (LFR) from 87% to 97% through planning process improvement and people development
· 通过改进规划流程和人员发展,将服务水平(LFR)从87%提高到97%。
· Design manufacturing footprint through working with Global VPs, more focus on core business redesign and implementation
· 通过与全球副总裁的合作,更注重核心业务的重新设计和实施,设计制造足迹
· Enhanced assets management through working with Global audit team
· 通过与全球审计团队合作,加强资产管理
·
· Implemented new process control on new product development, such as CTQ concept transfer meet
· 对新产品的开发实施新的过程控制,如CTQ概念转移满足
· Improved global new product development procedure , such as in tooling/mold qualification, product brief meeting and pilot transfer and issue tag. That improved new product on time delivery and 1st pass yield (from 30% to 80%)
· 改进全球新产品开发程序,例如在工具/模具鉴定、产品简报会议和试点转移和问题标签方面,改善新产品的按时交付和一次通过率(从30%到80%)

亚太地区精益运营总监
Key objectives:
主要目标:
· Set Asia logistic center lean journey strategy and drive implementation
· 制定亚洲物流中心的精益路线战略并推动实施
· Streamline whole supply chain flow (from planningmfgfulfillmentdeliveryretailer) efficiency through lean concepts to improve
· 精简整个供应链流程(从规划-制造-履行-交付-零售)的效率,通过精益概念提高效率
· As window to linkage with global lean related leadership team
· 担任对接全球精益化相关领导团队的窗口职能
· Work with 3 PL to improve all related key metrics, like service, quality and cost, safety etc within fulfillment team
· 在履行团队中与3个PL合作,改善所有相关的关键指标,如服务、质量和成本、安全等
· Preparation for future sales growth through workshop and strategic idea
· 通过研讨会和战略思想为未来的销售增长做准备
· Drive integrated supply chain fulfillment strategy with Global team to improve customer’s experience, delivery performance, and inventory turns improvement etc.
· 与全球团队一起推动整合的供应链履行战略,以改善客户体验、交付业绩和库存周转率等
· work with cross functions to develop annual projects that linkage to business target/initiatives
· 与跨职能部门合作,制定与业务目标/倡议相关的年度项目
· Work with China cross functions to create High level VSM then base on that to develop improvement opportunities. Like, DP/IM, customs, transportation, S&OP, OPS and supply chain etc.
· 与中国的跨职能部门合作,创建高水平的VSM,然后在此基础上开发改进机会。例如,DP/IM、海关、运输、S&OP、OPS和供应链等
· Drive NLS (Nike logistic system) through working with Global and local team
· 通过与全球和当地团队合作,推动NLS(耐克物流系统)的发展
· Drive operations excellence through “daily management “ approach and A3 high level strategy deployment to functions level and identify key project/initiative drivers.
· 通过“日常管理”方法和A3高级战略部署来推动卓越运营,并确定关键项目/倡议的驱动力

I took several roles: including Plant Manager, ELS manager, operations manager and South china Integrated supply planning Manager.
、ELS经理、运营经理和华南地区综合供应计划经理。
South China Integrated supply planning manager (RBIS division)
华南地区综合供应计划经理(RBIS部门)
- Report to: VP& GM south china
Key Objectives/achievements
主要目标/成就
· Set supply chain control model during peak and low season and execution
· 确定旺季和淡季的供应链控制模型,并执行
· Set new development material control flow ---relate to Euro market
· 制定新开发材料控制流程——与欧洲市场相关
· Work with Sales team to launch “advanced customer orders management “program
· 与销售团队合作推出“高级客户订单管理”计划
· Integrated customer service team from HK to mainland
· 整合香港至内地的客户服务团队
· Improved whole order process flow through analyzing demanding information
· 通过分析需求信息改进整个订单流程
Operations& ELS Manager (RBIS division)
运营和ELS经理(RBIS部门)
- Report to: Operations director
For Enterprise lean-sigma (cover all 3800 staff)
针对企业精益西格玛(覆盖3800名员工)
· Set up South china first ELS team, and linkage to Global ELS requirements
· 建立华南地区的首支ELS团队,并遵循全球ELS要求
· Build plant new metrics (SQDIP) template and MDI (managing for daily improvement) on cell level
· 在单元级构建工厂新指标(SQDIP)模板和MDI(管理日常改进)
· Drove site yearly productivity improvement and materials usage reduction, subcontracting reduction etc. strategy, achieved $6.7MM USD (2008), 2009 YE total $3.2MM
· 推动提高现场年度生产力,减少材料使用量,减少分包等,实现670万美元(2008年)的收入,2009年总收入达到320万美元
· As sub-group project leader to lead local team for Asia compliance project (including customs issues, inventory reduction and whole process re-layout flow)
· 担任子集团项目负责人,领导亚洲合规项目的当地团队(包括海关问题、库存减少和全流程重新布局流程)
· Used ELS 10 global standards to upgrade site peer assessment
· 使用ELS 10全球标准升级现场同行评估
· Worked with front end team to improve whole supply chain flow and efficiency
· 与前端团队合作,提高整个供应链的流程和效率
· Learnt what’s VOC, then make internal improvement toward the VOC
· 了解什么是VOC,然后对VOC进行内部改进
Plant Manager (fastener division)
工厂经理(紧固件部门)
- Key objectives/achievements
主要目标/成就
· Took full responsibility of company operations of about $8 million of annual revenue, single point of connecting and interfacing with USA HQ for operations:
· 全面负责公司运营,年收入约800万美元,负责联系美国总部并与其对接:
· Yearly AOP preparation and budget control
· 编制年度AOP并进行预算控制
· Driving Lean-sigma manufacturing manages and executes various programs that lead to improvements in quality, safety, cost, service and efficiency in order to achieve world class manufacturing, our division got corporate 2006 “Lean award” due to plant big changes after implemented lean transformation , such as kaizen, 5S, VM, SMED…programs, keep high productivity and reduced labour cost.
· 推动精益西格玛制造管理并执行各项计划,提高质量、安全、成本、服务和效率,致力于打造世界一流的制造业。实施精益转型后,工厂的改善、5S、VM、SMED等计划发生了重大变化,因此,我们所在的部门获得了2006年企业“精益奖”,保持了高生产力,同时降低了劳动力成本。
· Implemented focus strategy to drive cost and key metrics improvement, alignment with worldwide operations directions.
· 实施重点战略,推动成本和关键指标的改进,与全球运营方向保持一致。
· Strategic member of developing new product in china acting as leader
· 担任战略成员和领导者,负责在中国开发新产品
· Executed the transfer projects from US to China, China to Korea to meet schedules
· 执行从美国到中国和从中国到韩国的转移项目,以满足时间表要求
· In 2006, launched “innovation & excellence “program and created over 30 CI projects, this directly led cost saving and impact on P&L.
· 在2006年启动“创新与卓越”计划,创建30多个CI项目,直接影响成本节约和损益。
· Developed a very good relationship with local authority, no legal claim and punishment from government, getting the award of the 4A class for tax enterprise in 2006 from local tax bureau.
· 与地方当局建立了良好的关系,未受到政府的法律索赔和处罚,2006年被当地税务局评为4A级税务企业。
· Set up NPI& NPD new procedure to increase development speed and speed-to-market for new product introduction launch, cross functional collaboration efforts and teamwork
· 建立新产品导入和新产品开发等新程序,以提高开发速度和新产品上市速度,推动跨职能协作和团队合作

Supply Chain manager roles
生产主管,中国供应经理角色
Supply chain management manager
供应链管理经理
Key objectives/achievements
主要目标/成就
· Responsible for driving order management and fulfillment between factory and a nation-wide network of distributors/retail outlets throughout China.
· 负责推动工厂与全国经销商/零售网点网络之间的订单管理和履行。
· To lead cross function team to fix Japanese customer issues, then increased 200 tons sales volume
· 带领跨职能团队解决日本客户问题,然后增加200吨的销量
· Worked with sales, directly call customers/distributors to clean slow moving stocks, reduced over 20% slow moving items/dead inventory
· 与销售人员合作,直接致电客户/分销商,清理滞销库存,减少20%以上的滞销商品/闲置库存
· Successfully fixed the inter-company price issue with Asia-pacific tax director, due to local customs don’t agreed our “customs declaration price” when import from GE Holland
· 成功与亚太税务总监合作解决公司间价格问题,原因是,当地海关在从通用电气荷兰公司进口时不同意我们提供的“报关价格”
· Took lead to learn what’s customers’ CTQ, and timely setup meeting with QA, production and sales to sure we meet all requirements from customers, make any adjustment needed
· 带头了解客户的CTQ,及时与QA、生产和销售人员一同开展会议,以确保我们满足客户的所有要求,并做出全部所需调整
· Received GEAM Greater China “team management award” in 2004 due to good performance and strong leadership.
· 凭借良好的表现和强大的领导力,在2004年获得GEAM大中华区“团队管理奖”。
· Got BB certificate