Work experience

• General Manager

  i) QL Group

  2021.06-Current

  (5 years)

  Initiated and lead multifunctional teams consisting of production, engineering, maintenances, quality and logistics towards common goals. Set goals and initiate and execute improvement activities on Quality, Yield, Delivery, Cost, Inventory accuracy. To responsible for the development of the service organization, toward local and global initiatives and demands. Responsible for meeting all quality operational, financial and logistics goals of the product line. Responsible for meeting all EHS requirements for the manufacturing team. Responsible that all production personnel conform to all safety, operational and quality procedures. Identify problem solving and improvement projects, establish targets, organize resources, defines technical requirements and develop plans to achieve cost and quality objectives. Responsible for meeting all quality operational, financial and logistics goals of the product line. Responsible for meeting all EHS requirements for the manufacturing team. Responsible that all production personnel conform to all safety, operational and quality procedures. Identify problem solving and improvement projects, establish targets, organize resources, defines technical requirements, and develop plans to achieve cost and quality objectives. Achievements: Pioneer Team in Setting Up Liquid Egg Plant Participated in the end-to-end establishment of a new liquid egg processing facility, from initial planning to operational launch. Assisted in developing SOPs for liquid egg processing, packaging, hygiene, and equipment maintenance. Coordinated with external vendors and contractors for utility setup, supply sourcing, and technical support. Implementing Farms Automation Roadmap Identifying area of automation improvement projects to be executed from 2023 July to 2025 Dec Plantwide automation projects: total 15 project with projected saving up to MYR 1.3 million labor cost saving per annum. Minimize the dependency of labor, while enhance process control and efficiency. Automation reference model for the rest of sister farms ( Malaysia/ Vietnam/ Indonesia ) Implementing Full Proof Biosecurity Roadmap Implementing full proof biosecurity roadmap to safeguard the health and wellbeing of chicken flock from diseases like AI/ ND/ Newcastle/Marek Having the end in mind “Zero Loop Hole to Diseases Infection” Zero diseases recorded from 2022-present, projected saving about MYR1.2 millions in drugs. Upholding environmental-friendly approach which implementing disinfection process plantwide. Survived Through Covid Lockdown with 40% Workforce Managing the 40% workforce during 3 months lockdown to sustain the operation. Implement stringent countermeasure to prevent Covid cases within plant and risk mitigation plan in case detected. Managing the operation issues arisen due to manpower shortage/ supply chain issue and customer complains SOP & resources planning for endemic phase transition. Introduce Environmentally Friend Dead Layer Disposition Method Introduce composting tower to replace traditional diesel-based chicken burning. Cost saving up to 30% and ROI in 1.8 years No longer worry about environmental hazard due to chicken burning as well as authority spot check No longer tied to high operation cost due to diesel retails price spikes globally. Create decent working environment for subordinate to work. Successfully obtained Environmental Certification by the authority on May 2024 Launching Market Campaign to Drive Fertilizer Sales The fertilizer inventory stored as high as 20,000 tonne during initial joining the company The high inventory causing storage cost as well as environmental issue Strategize marketing campaign to clear existing inventory Engaged with B2B Trading platform like Alibaba/ Tradewheel/ Exporterway/ Exporter World to drive the fertilizer export activities to oversea. Start exploring retail trading platform like Shopee/ Lazada/ Tiktok with marketing consultant to explore B2C market . Introduce System & Cultural Changes Initiatives: TPM/ 5S/ ISO/ Risk Management To benchmark the working cultures from past serving corporates in order to effectively drive the productivity. Encourage workers to be part of the policy setting team by having frequent two ways communications with subordinate Establish culture of respect plantwide: zero compromise towards sexual harassment/ act of assaulting/ bully culture. Whistleblower policy: Encourage subordinate to highlight an surface up hidden issue/concern pertaining to integrity related matters Plantwide Cost Saving Initiatives To have detailed data tracking on parameters that contributes on the high operation costs plantwide. Drive Kaizen activities across departments in order to meet 35% saving by end of the year ( Status Quo: 28% saving from baseline ) Restructure logistic management, waste management, finished goods warehouse storage, headcount resources, vehicle repair & spare part management, assessment in order to meet the targeted goal. Rooftop Solar Project to Cope with Increasing Trend of Electricity Tariff ( Ongoing ) Rooftop Solar to be installed by End of November to kick start the environmental friend solution for power generation. 35% of the total existing power consumption able to be replaced by solar power. Projected financial saving up to $112,622 ( 1 st year ) with zero capital investment ( leasing mode ) Projected financial saving up to $2,577,197 after 20 years Office Paperless Management System ( Ongoing ) Implementing 3 rd party software Kissflow to eliminate all paperwork based application processes Promoting high efficiency working environment by eliminating red tapes Enhance working efficiency and eliminating the cost of purchasing request forms/ book and all sort of manual application medium.
• Field Service Operation Manager

  ii) Crest Nanosolution Co.,Ltd

  2019.09-2021.06

  (2 years)

  Responsible for determining and providing essential training to strengthen the competence of subordinates. Supervising and managing people in relation to following the aspects of business operations: short term/long term planning of equipment and product quality / delivery / capacity management / labour /environmental / safety / health compliance. To responsible for the development of the service organization, toward local and global initiatives and demands. To responsible for setting and managing the service budget and to create a local business plan and using it to realize the set goals. Develops in more detail, a local project execution plan and actively promotes the after-sales policy. Draws up the annual Strategic and Operational Plan for Service and manage the corresponding Service Support functions and Spare Part Processes. • Implements Best Practices as discussed with the General Manager or Sales Team. To jointly responsible, together with the local Management Team, for the operational and financial results of the Company. Responsible for imparting the values to the local service organization that in turn delivers the expected customer satisfaction thus securing the organization’s goals for growth, sales, and profit. Analyzes customer, technical market and competitor’s information translates these and provides feedback for the service team and the rest of the internal organization. Achievements: Key Account (Seagate/Western Digital/NXP) Service Rating Improved from 75% to 90% Improve machine uptime from average 65% to 85% quarterly Introduce TPM and pre-operation checklist practice to proactively validate machine condition IATF standard of documentation record. Introduce consignment stock list for frequently-changed spare parts Secure New Tool Purchase of Helios G5x3unit from Western Digital With high level of service support provided, PO to purchase new tool secured Total sales worth 15 million USD Operation Cost Improvement Key accounts overall operation cost reduced from 1.2million baht quarterly to 750k baht Service tasks reshuffling, engineer dedicated by area to minimize travelling and hotel cost Skillsets cross-training to leverage the dependency on particular experienced engineers Improve Average Tool Hard Down Troubleshooting Time Coaching on problem statement definition and escalation Drive supplier technical support team to respect defined response time on issue escalated Post-mortem review meeting with all stakeholders on each escalation issue on how to pursue further improvement
• Backend Operation Manager

  iii) Philip Lumileds Malaysia Sdn. Bhd

  2017.04-2019.08

  (2 years)

  Taking care of production in each unit to ensure compliance with the Quality Management System, rectifying problems within the Production department, ensuring standard operation procedures reflect current practices and are regularly revised to reflect new learning, processes and regulatory changes. Determining procedures and providing inspection equipment for production processes to ensure that the product meets customer requirements. Managing & controlling new product development activities, verifying new raw materials and proposing for approval before using in the process to ensure that they are in line with production processes and overall operations excellence. Being responsible for determining and providing essential training to strengthen the competence of subordinates. Counselling staff in terms of performance improvement and performing employees’ performance appraisals together with the Production Manager. Supervising and managing people in relation to following the aspects of business operations: short term/long term planning of equipment and product quality / delivery / capacity management / labour / environmental / safety / health compliance. Taking responsibility for the daily management of equipment and keeping close contact with the Maintenance Department in relation to conducting corrective and preventive action plans to ensure production equipment availability in order to satisfy the needs of production. Achievements: Introduced Automated WIP Pulling System for Tape & Reel Production Improve WIP aging from average 3 days to 1 days Cut down the MUDA generated for WIP loading: walking steps Eliminate headcount 1pax/crew: not require headcount for WIP status checking Automated Visual Inspection Process Replace manual visual inspection to AOI Cut down headcount required from 25pax/crew to 10pax Ongoing effort to revise the sampling frequency based on defect detection rate Stretched target to achieve 7pax/crew Process Simplification ( Visual Inspection Process Consolidation ) Merging 2 outgoing die inspection process stations to 1 by consolidating both inspections Headcount saving 1pac/crew Eliminate software license cost RM20k/year/machine
• Assembly Operation Staff Engineer

  iv) Malaysia Automotive Lighting Sdn. Bhd

  2014.05-2017.04

  (3 years)

  Assist the Plant Manager in all manufacturing related issue and work with supporting departments in identifying solution and successful implementation across all 4 shifts Resolve and handle line-related issues and to understand all equipment capacities / constraints so as to identify, handle, prevent and resolve bottleneck situations Initiate to identify issue and highlight issue to management Lead, coordinate and execute improvement programs in manufacturing operations in his/her Section Facilitate, lead or participate in Transform program, cost reduction and productivity improvement projects. Ensure proper documentation and data-integrity Ensure safety, discipline and housekeeping compliance by all personnel and take actions on violators Provide mentorship, training and guidance to fellow/new Manufacturing Engineers /Leaders. Chair off-shift production meetings. Achievements: Capital Avoidance for Honda Civic Rear Lamp Production: USD500k Improve utilization of the production line & scrap reduction. Enable co-sharing of line to avoid investment of new line Utilization improved from 80% to 92% Scrap reduction from 15% to 4% Certification of IATF Internal audit committee for IATF certification Assisting the company passing the IATF audit with zero NC Certification of Internal World Class Manufacturing System from Bronze to Silver Plant Pillar leader for WCM system WO pillar Successfully qualify the entire production line to WCM WO step 4 status Achieve yearly Kaizen savings of MYR1 million saving Improve the Plant Wide Attrition Rate & Absenteeism Rate for Manufacturing Operator Redesign the crew pattern which is more work life balance approach Optimize the utilization of line and reduce scrap to avoid overtime arrangement during weekend Attrition rate for manufacturing operators improved from 30% to 11% Absenteeism rate for manufacturing operators improved from 16% to 5%
• Senior Process Engineer

  v) Penang Seagate Industries

  2011.03-2014.05

  (3 years)

  Provide process engineering support to manufacturing in the photolithography process area. Define and execute projects that improve cycle time, equipment availability, process yield and cost reductions. Improve equipment performance to achieve process requirements and eliminate repetitive down events. Monitor and analyze all related data to improve/maintain tool performance and address all issues. Improve tool performance by investigating and eliminating tool faults/downs. Oversea Working Experience ( Japan Yokosuka: Oct 2013- Nov 2013 ): Objective : Buyoff and develop the Nikon stepper equipment to mass manufacturing mode with all the process specifications are met. Customize equipment tools to suit with process requirements. Achievements: Contamination Reject Reduction: Edges Glue Ring Prevention Elimination of glue dam at bar end to prevent formation of glue ring. Glue ring contributed around 20% of flakes mode contamination in photolithography process Reduce milling defect reject from 1.0% to 0.8% at final visual inspection. Savings around USD 30,000 per quarter. Developer Capacity Improvement: Agitating Bucket Modification Liaised with vendor to perform modification on agitating bucket. Maximize the usage of the developer process tank space to insert more wafers. Capacity improvement: 100% Capital avoidance: 2 unit developer machines (USD55,000 each) Winsavi Automated Visual Inspection Tool Development To replace 100x optical inspection with automated winsavi inspection system. Prevent rejects flow to downstream process and enable quick reaction to process issue. Escapee rate reduction: improve 72% detection rate as compare manual optical inspection. Process headcount saving: 60% Technology Transfer: Nikon Stepper To replace existing Ultratech stepper machine with Nikon stepper. Greater process sigma: 31.3% improvement. Collaborate with machine maker for machine customization to mitigate the equipment down time risk such as exposure lens scratches, mercury lamp broken etc. Resist Under Developed Rework Improvement: Machine Error Proofing Resist over baking due to equipment faulty will cause resist under developed. Liaised with vendor to install new PLC program to prevent over baking takes place by auto lift up the wafer once unloading process unsuccessful due to machine faulty. Under developed rework reduced to 0% from baseline 5%
• Process Engineer

  Chemical Mechanical Polishing & Cleaning

  2007.11-2011.03

  (3 years)

  Sustain and improve process yield and quality for substrate polishing process. Drive quality/productivities improvement to support internal factory and supplier validation. Determine corrective actions related to process yield issue. Plan and carry out projects for process development. Train new process technician, supervisor and operators for troubleshooting process & configuration. Ensure product quality meet both in-house & customer expectation. Interface with other departments for scheduled production delivery and quality improvement. Achievements: Conversion of Brush Dresser to Jet Dresser in Polishing Process I To control polished substrate quality in term of polishing pad mark. Cost saving in term of brush dresser unit replacement and maintenance To avoid the unnecessary dresser unit replacement downtime. Saving up to RM 90,000 per annum in term of brush dresser unit replacement. Process capability for parameter ABR improved from 2.5 to 3.9. Conversion of Double-Sided Sponges to Single Sided Sponges in Final Cleaning Process Sponges usage could be reduced until 50% of current consumption. The cleaning efficiency not affected and showing comparable results in terms of OSA ( Optical Surface Analysis ) counts with control. 50% less time consumption as well as manpower utilized for sponges preparation.

Educational experience

• Science University of Malaysia (USM)

  Master Degree of Business Administration

  2011.12-2014.08

  (3 years)
• National University of Malaysia (UKM)

  Bachelor Degree of Science ( Materials Science )

  2004.01-2007.01

  (3 years)

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