Job Wanted Detail View
| Title: | Manager |
| Posted by: | ASH HOMAIDAN |
| Location: | , |
| Date: | October 3, 2003 |
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Details: ASH HOMAIDAN QUALIFICATIONS: Over 15 years experience in manufacturing industry working for a number of companies based both in the US as well as internationally. This includes 3 years as overall Plant Manager, 6 years as Systems & Operations Manager that includes start-up operations, and 3 years as Corporate Industrial Engineer developing and implementing corporate wide systems. Extensive experience in project management, budgets planning, and problems solving. Proven record of increase in production, cost reductions and methods savings that lead to significant increase in net plant output and profits. Proven management skills in recruiting, training, and motivating personnel at all levels. EXPERIENCE & SELECTIVE ACHIEVEMENTS Cost Manager - (Oct 2000 to Oct 2001) SAP Implementation/Training Coordinator - (Feb – Oct 2000) Program Manager, Contract Manufacturing - (1998 –2000) Avaya Communication (formerly Lucent Technologies, Concord Technology Center, Concord, Massachusetts, USA. · Analyzed the Costed Bill of Materials for all products as quoted by the Contract Manufacturers. Proposed a Component Price List Template that is to be used for all products via Look-up Command. As result, auditing Component Prices for all Costed Bill of Materials became practical. · Managed and tested the development of all manufacturing ISO 9000 level 3 procedures. This included Shipping, Receiving, Post-Pack Audit, Visual Mechanical inspection, Functional testing, NetCom testing, Hipot testing, and software update and pack-out procedures. · Managed the relationship with one of Lucent’ largest Contract Manufacturer building Data Networking Equipment including Lucent’ flagship products, the Cajun P550 switches and associated modules. Worked issues of increased demand doubling the volume every six months. Solved all issues and discrepancies between the two companies relating to shipping, receiving, and accounts payable and receivable. Department Manager of Systems Productivity & Improvements - (1996 - 1997) El-Ajou Group of Companies; Riyadh, Saudi Arabia Employed by El-Ajou Group of Companies at Corporate Headquarters, responsibilities were to analyze all systems and procedures, set standards, and make improvements to increase productivity and profits in all departments. Initial assignment focused on the Customer Services Departments. I was also appointed as Acting General Manager for Kingdom Customer Services until a new European Manager was recruited. Later, Group Human Resources Management with worldwide recruiting became my primary responsibility. · Implemented the concept of Last Service Visit (LSV System) based upon which data is generated to identify every machine for each customer that was last serviced. The LSV System generated significant incremental business. · Introduced the Cash/Credit Ratio (CCR System) per service technician, which resulted in corrective actions to increase profits. · Recruited Staff from many countries through Head Hunting Agencies, Recruiting Agencies, and over 30 Newspapers Advertisements which generated over 2000 CV response. Manufacturing Plant Manager - (1995 - 1996) Abunayyan Pump Factory (APF); Riyadh, Saudi Arabia APF is one of the largest independent assembly manufacturer of water booster systems that include German pumps KSB, French electric motors (Leroy Somers), and electrical control panels using Merlin Gerin components. APF provides solutions to all water and wastewater needs for agricultural, residential, and industrial fields. Responsibilities covered plant operations including assembly, welding, machining, motor rewinding, services and repairs, electric panels, AUTO CAD design and assembly, accounting, administration, improvements, expansion projects, and interfacing with Abunayyan Group of Companies to respond to market demand. · Decreased prices of assembly for all APF products by 28-39%. Implemented a standard procedure to calculate a quotation for each booster based on individual price for each component. · Applied a standard 15% discount to all Abunayyan salesmen irrespective of and which company they worked for within the Group of Companies. Established discounts limit of up to 5% for factory direct sales. This encouraged customers to work directly with Abunayyan trading companies (sales) and allowed factory staff to focus on factory issues. · First year increase of factory output was 126% with the same staff level and with only 7% increase in payroll as overtime. The daily backlog of 2.1 Million Saudi Riyals (SR) during my first month decreased steadily to 150,000 SR during the 9 months that followed. Manufacturing Plant Manager & Manager of Systems Department (1994 -1995) Manager of Systems Department - (1992 - 1995) DAC, Arabian Company for Detergents; Riyadh, Saudi Arabia DAC is 100% Saudi-owned, and the largest independent manufacturer of drain opener, detergents, antiseptic, disinfectants, glass cleaner, shampoo, liquid soaps, coolant, and other household cleaning products as well as manufacturer of both PVC and HDPE plastic bottles. DAC also has contract manufacturing with Cussons International, SC Johnson, and Bristol-Myers Squib. Initial assignment was to streamline operations and evaluate high-level employees. Established the Systems Department to develop PC-based applications. Later on I was also appointed coordinator of plant expansion and recruiting. In January 1994, full time plant management was added to my responsibilities. As plant manager, responsibilities included all plant operation; mixing, filling, plastic production, maintenance, raw/packing materials, administration, improvements, expansion projects, and interfacing with sales/marketing to respond to market demand. · Increased production of filling and mixing by 35% during the first month. This was achieved concurrent with 46% savings in labor wages and no capital expenditure. During a 12-month period, continued to achieve higher production, breaking four new records with the last one reaching 1.62 million liters (60% increase). · Increased 1994 PVC plastic production by 26.4% and HDPE production by 15%. · Reduced yield losses of Roberta shampoo (contract manufacturing) by 21% through better scheduling. · Succeeded in obtaining board members approval for capital expenditures. · Managed the development and implementation of tracking systems for production by line and by team, tracking of spare parts, finished goods, and raw/packing materials inventory. · Introduced the non-stop line operation concept through a teamwork approach between line operators and between departments. · Worked successfully with government officials to repeal their requirements to stop using electric power for 4 hours per day during the 3 month peak summer season. · Proposed and implemented, after complete study/analysis, a single custom-made filling line (size range: 250ml to 5000 ml) to replace an existing old filling line. · Performed complete analysis of outside storage of Finished Goods versus raw/packaging materials. Succeeded in having Finished Goods stored outside. · Recruited in major cities high-level managers from multi-national companies. Negotiated contracts and hired Operations, Projects and Systems managers from different countries. Hired a large number of technical staff. Operations & Planning Manager - (1990 - 1991) TriSoft Inc. (new venture software development firm); Marlborough, Massachusetts Partner and investor in a newly established software development firm. Responsibilities included activities ranging from securing funds to marketing, purchasing, and packaging. Industrial Engineer, Corporate - (1987 - 1989) GCC Beverages; Newton, Massachusetts GCC Beverages was the largest independent bottler of soft drinks such as Pepsi, 7-UP, Hires, Dr. Pepper, Sunkist, and Schweppes. The company had 17 bottling plants and 55 distribution centers across the USA. It was sold in 1989 to PepsiCo for $1.75 Billion. Initial responsibilities were to analyze and consolidate field data for corporate reporting. Later responsibilities included setting up daily tracking systems for batch processing concentrates and sweeteners to improve yields and minimize waste. · Developed and traveled to implement the Syrup-Concentrate-Sweetener computer model to track Batch and yield in 17 soft drink plants across the USA. Percent yield improved to 99.8%. Two similar models for concentrate and sweetener were implemented in addition to a model to track dumping and breakage of bottles & cans. Millions of dollars of savings were realized every year. · Developed PC-based applications to track daily performance in several areas such as syrup room, production lines, warehouse, and distribution centers. Trained personnel on their use to replace daily manual calculation and reporting. Daily routine work reduced by 75%. Cost & Systems Manager - (1983 - 1986) Modern Product Company (MPC); Jeddah, Saudi Arabia Employed by MPC, a newly found subsidiary of Procter & Gamble International, initial responsibilities were to assure a smooth start-up phase which included budgeting, forecasting, resource and costs management, recruiting and training of technical personnel, developing and implementing of operational procedures. · Identified and established MPC’s new-plant cost centers and variable and fixed expenses. Other Procter & Gamble plants in Saudi Arabia were asked to follow the same format as MPC Budget Forecast Book. · Established and coordinated MPC Methods Savings Program. Trained all personnel on the Savings projects. First year projects’ percent participation was 20% above goal. Average savings reached $3.6M per year · Trained managers in various subjects and systems including Unit Cost, Budget Forecast, Deliberate Change, Material Utilization and Tracking. · Planned, supervised, and coordinated the qualification procedures and tests of alternative suppliers of cartons. Switching suppliers saved MPC $240,000 per year. · Initiated, developed and implemented a tracking system (by line and by team) on overuse/waste of key raw materials. Saved $720,000 per year in cost avoidance. · Implemented the production lines weekly downtime tracking system. Lines efficiencies increased 4%. · Developed a daily and cumulative production, scrap and efficiency tracking system for each team of each production line. Six records breaking in production volume from one production line occurred in one month. Research Assistant - (1978 - 1982) Department of Chemical Engineering; University of Arizona, Tucson, AZ Managed the Extrusion Research group for experimental runs and conditions using computer modeling and simulation. Was a major contributor to the Biomass Energy research projects funded by the Department of Energy. EDUCATION: BS and MS in Chemical Engineering, General International Scholarship, Honors Program in Economics; University of Arizona, Tucson, AZ; 1975 - 1982 . General: US Citizen fluent in Arabic. |
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