Rebuild Team after Biggest competitor hired 50% Skilled Labor and staff, Rebuild and trained team again to compete and acheived desirable results, Promoted remaining 50% team to fight back.
Improved Production Cycle Time from 2.7 days to 1.5 days, Member of Production cycle time improvement project to reduce cycle time of all products from raw material to FG delivery by implementing lean technique. 
Improved Rework rate from 80% to 97% of TTE (Till Present Statistics), Additional charge Repairing Head to follow all TTE\'s Rework Production, Also Improved Rework efficiency by reducing bottlenecks including Material availability for repair and Repairing Work Elements,lean wastes, delay time, Lean inventory, over processing.
Reduced Man Made defects from 4% to 1.5% of TTE (Till Present Statistics), Performed Root cause analysis, applied lean production tools, (Reducing defects, inventory, Transportation, material handling, waiting, Urged Higher Management to Improve Attendance rate. 
Reduced Scrape Rate (E,g. Battery cover from 1.48% to 0.8%) to reduced Cost/unit.
Created Production KPI dashboard,(Production Kanban), includes and comparing Production Output (SFG Output) with defect Rate, Man Made defect Rate, TP scrape rate, attendance rate,
Cleared 300000 Defects of TTE since May 2020, Planned and Executed Clean up plan, building, training and motivating repair team. 
Implemented quality of reworking by applying improvement measures to reduce customer complain, based on Produce Good rather than increase testing frequency.
Created culture of continues improvement in Production team. By taking small steps to achieve excellence. 
Member of Account Management team of Production to ensure successful audits with respect to New ERP system (Kingdee)
Implemented solutions by following SMART principles including incoming quality defects (Pre-Production Inspections for bottle neck defects)


Special Contribution
successful achiever of Hawkeye, win one hawkeye for process and quality improvement
Designed return material Procedure, in order to reduce delay time on assembly line

 

Started and installed 2nd Assembly, first night shift and 5th assembly line till achieved desirable target (From 20 UPH to 220UPH) by line balancing techniques (Industrial Engineering) 
Defective Products WIP reduced from 14000 to 300 till March 2021, Improved Production and Delivery Rate of all 20 Assembly lines by Designing two Rework line for High WIP of defected phones. . Removed lean waste of inventory, delay, defects, transportation, over processing. 
Achieved Closure rate from 43% to 93% in May 2021, Ensured production MES WO closure rate is reached to target. 
Leader of All rework/Repair Production since May 2020
Kaizan Example: Reduced Screw consumption to 314%, by using repair mat and reducing screw wastage.
Closed 95% EOL Models, Followed End of Life models by fulfilling PMC targets.


Special Contribution
Calculated TTE1 AC Load , 13.31 Ton Required, by considering People, Area and Machine\'s factor. Purpose: in order to give technical support to admin as TTE1 enviroment was not suitable for good production.
Applied for RS 150K for technician\'s unpaid OT amount for team building and motivation (OT was pending due to inefficiant attendance system)
Improved lunch distribution of TTE2, by desiging layout for food collection and destribution in order to support Admin
Designed Two Rework lines on Feature line, in order to reduce defected phones WIP