Result - oriented, high energy, analytical minded with successful record of accomplishments in manufacturing. Strong management skill with 26 year's track record in production, quality control, product development and management.

Proven ability to successfully analyze the organization's critical requirement, identify deficiencies and potential staff capability. Develop out of box innovative ideas among staff and cost effectiveness operation and solution for enhancing competitiveness.

Reason of leaving: End of contract and looking for new challenge.

Business nature:

•   Candle Manufacture for Japan and USA market.

Main Responsibilities:
• Overall control of company operation that consist Production, Quality Control, Maintenance, Warehouse,
Process Engineering, Production Control, IT, Purchasing, Shipping, Finance, Human Resource, Sales and R&D.
• Prepare and monitor company yearly budget and cost control.
• Prepare and execute the annual business plan.
• Monitoring and Controlling company Profit and Loss (P&L) condition.
• Monitoring monthly/yearly Sales forecast and achievement.


Achievement:
• Promoted to General Manager on September 2016.
• Quality: Reject reduce from 4.72% (Year 2013) to 2.33% (based on November 2018 data)
• Manpower: Manpower reduction from 943 persons to 568 persons (based on November 2018 data)


• Company Financial:
Managed to improve the company P&L
- Year 2015: Losses (10.18%)
- Year 2016: Profit 5.35%
- Year 2017: Profit 2.32%
- Year 2018 (Data from April ~ November): Profit 3.35%

• Company cashflow:
Managed to improve the company cashflow.
- Fiscal Year 2015 (April ~ March): USD 578,606.
- Fiscal Year 2016 (April ~ March): USD 1,132,923.
- Fiscal Year 2017 (April ~ March): USD 1,461,915.
- Fiscal Year 2018 (April ~ November): USD 2,397,865.

Tools used:

• Improved productivity to 98% through "Develop Human before Develop Product" concept.
• Kaizen activities - Eliminate process waste and increase productivity without compromising the quality.
• Used root cause analysis to identify the staff individual skill and capabilities.
• Lean management concept - reduce organization layers, by giving chances for staff to manage their own area so that they fell needed by the company.
• Management operating system by re-allocation staff job function to identify "right person at the right place" concept.
• Monthly KPI (Key Performance Index) monitoring.

General Manager

Date joined: January 2009 to February 2013.
Reason of leaving: Company business not doing well.

Business nature:

• Engineering - Machining (CNC Milling & Lathe) & Welding.
• Electronics - Circuit Design and PCB assembly.
• Services - Oil palm plantation maintenance, parts trading for oil & gas sectors and others.

Main Responsibilities:
• Marketing, delivery and quality control


Business Development Manager

Date joined: October 2005 to December 2008.
Reason of leaving: Voluntary Separation Scheme (VSS).

Main Responsibilities:
• Operation control of the department that consist Production, Quality, Maintenance, Industrial Engineering, Process Engineering, Planning and Program.
• Prepare and monitor yearly department budget and cost control
• Prepare and execute the annual business plan

Achievements:
• Cost controls i.e. 20% manpower reduction.
• Best cost per shot for 3 conservative months in total SONY COPERATION GROUP.
• Best department award for total achievement such 5S and KAIZEN.
• Achieved single ppm (part per million) in quality.
• Improved productivity to 98% through "Develop People before Develop Product" concept.
• Monthly KPI (Key Performance Index) monitoring.

Tools used:

• Kaizen activities - Eliminate process waste and increase productivity without compromising the quality.
• Used root cause analysis to identify the staff individual skill and capabilities.
• Lean management concept - reduce organization layers, by giving chances for staff to manage their own area so that they fell needed by the company.
• Management operating system by re-allocation staff job function to identify "right person at the right place" concept.

Manager - Head of Auto Mount Department

Reason of leaving: Company ceased operation.

Business nature:

•   Injection Moulding, Spraying Process, Laser Cut Process for Car Audio Panel for Mazda, Ford etc.

Main Responsibilities:
• Operation control of the department that consist Production, Quality Control, Maintenance, Process Engineering, Planning, Purchasing and Store.
•   Prepare and monitor yearly department budget and cost control

Achievements:
• Cost controls i.e. 50% manpower reduction.
• Improved productivity to 95% through "Develop People before Develop Product" concept.
• Reduce company losses by 70%.
• Best supplier award for 2 conservative years.


Tools used:

• Kaizen activities - Eliminate process waste and increase productivity without compromising the quality.
• Used root cause analysis to identify the staff individual skill and capabilities.
• Management operating system by re-allocate staff job function to identify "right person at the right place" concept.
•   Monthly KPI (Key Performance Index) monitoring.

Factory Manager

Reason of leaving: End of contract.

Business nature:

•   Injection Moulding, Printing Process and Assembly Process for Car Audio Panel.

Main Responsibilities:
• Operation control of the department that consist Production, Quality Control, Maintenance, Engineering, Planning, Warehouse and Store.
• Plan and monitoring the new model progress from initial stage until mass production.
•   Prepare and monitor yearly department budget and cost control

Achievements:
• Cost controls i.e. 50% manpower reduction.
• Improved productivity to 93% through "Develop People before Develop Product" concept.
• Improve company profit by 20%.
• Best supplier award.

Tools used:

• Kaizen activities - Eliminate process waste and increase productivity without compromising the quality.
• Used root cause analysis to identify the staff individual skill and capabilities.
• Management operating system by re-allocate staff job function to identify "right person at the right place" concept.
• Monthly KPI (Key Performance Index) monitoring.

Date joined: February 1998 to April 2000.
Reason of leaving: Transferred to Takano Electronics (Kenwood's developed supplier) to improve quality and delivery.

Main Responsibilities:
• Incoming material quality control.
• Monitoring the improvement progress of supplier in order to improve incoming materials quality.
• Working hand in hand with suppliers in improving their quality to achieve free-inspection standard.
•   Prepare and monitor yearly department budget and cost control


Achievements:
• Set-up Supplier Quality Engineering (SQE) section.
• 14 suppliers achieved free-inspection standard program

Tools used:

• Kaizen activities - Eliminate process waste and increase productivity without compromising the quality.
• Used root cause analysis to identify the staff individual skill and capabilities.
• Management operating system by re-allocate staff job function to identify "right person at the right place" concept
• Improve supplier's quality through Engineering method.
• Monthly KPI (Key Performance Index) monitoring.

IQC & SQE Department Manager

Date joined: March 1993 to December 1997.

Main Responsibilities:
• Operation control of the department that consist Production, Quality, Maintenance, Material Control,	Process Engineering, Planning and Program.
• Prepare and monitor yearly department budget and cost control.
• Control Sub-contractors Company on delivery and quality performance.

Achievements:
• Best department award.

Tools used:

• QCC activities.
• Kaizen activities - Eliminate process waste and increase productivity without compromising the quality.
• Monthly KPI (Key Performance Index) monitoring.



Department Head - Surface Mount and PCB Assembly Department

Find out detailed information about Khairuddin Abdul Kudus,  in Ampang, 10

Khairuddin Abdul Kudus: in Ampang, 10

Khairuddin Abdul Kudus