Vice President of Operations

Executive

Leading the Supply Chain & operations teams of $300M of multi sights operations, Driving cost reduction, improving quality, safety, and on time delivery, utilizing lean six sigma methodology.

Leading the supply chain and the manufacturing operations of $100M of oil and gas multi-site business

Systemically improved supply chain and manufacturing utilizing lean six sigma tools

• Safety - Zero lost time incident since October 2011(over 2 million work hours).
• Quality -ISO 9001 -2015 & API-Q1 rev.9 and API-7K Monogram certifications achieved for the business (no certification before).
• Manufacturing - Increased throughput by 1, 2, and 3X  thanks to stringent standards and streamlined processes in all 8 department with 55 less employees (Over $ 2.5 M in hard saving / year) as well as documenting 98% of tribal knowledge into controlled process documents.
• Improved on time delivery to promise delivery date from 45% to 98% in one year.
• Improved EBITDA year over year.
• Ongoing continuous improvement program.
• Global searching for low cost sourcing is ongoing.
• Managed the team during the implementations of new MRP system Global Shop.

Vice President of Supply Chain & Operations

Promoted to develop the Lean six sigma program and execute across Baker plants globally
• Lead the development and delivery of BHI Lean operating system as a global director of process improvement to all BHI plants and R&M.
• Training, facilitating, and implementing lean 6 Sigma / Kaizen events globally across the enterprise (All Baker Hughes Manufacturing plants / Repair and Maintenance facilities) utilizing the DMAIC methodology.
• Improved all plants dashboards results from red to green where needed (EBITDA, on time delivery, safety, cost of poor quality, and inventory turn.

Manufacturing and Supply Chain Operation Manager
Started as the Manufacturing Engineering Manager and had the responsibility of the full plant operation
• Restructured the manufacturing engineering department and developed a process improvement team with assigned responsibility to sweep through the facility and identify all safety, quality, and process bottleneck issues, prioritized and worked on the improvements utilizing lean tools to achieve the set goals and completed over 10 processes and safety improvement projects in the first 10 month with hard saving.
• Did the gap analysis on the planning/scheduling department to identify the human and/or the systemic issues that were causing late deliveries to customer requested dates. Fixed the delivery of the main iron supplier from 39% to 90% by fixing the system and taking the band aid out. Changed the planning strategy from a backward to a forward schedule to improve our delivery to the customer.
• Results were lead time reduction from 25 to 17 weeks and the average lead time with the goal to be at 13 weeks.

Global Lean Director

Metrix Instruments is the lead manufacturer of electrical and mechanical vibration detection switches. I started with full responsibility of the operation and supply chain.

• Re-laid out all production lines to achieve customer demand utilizing lean manufacturing tools such as process value stream map and TAKT time to balance the output of the production lines based on customer demand as well as 5S every line during the process.
• Head count reduction by 10% was the result of the process improvements.
• Pass due reduction against customer desired date from $1.2 million to an average of $300,000 and to less than $100,000 against promised ship date with on time delivery improvement from 76% to 95%. This achievement was the result of process improvement, purchasing practice improvement, and Kanban model in place for the top 25% of the high moving products.
• Restructured the supply chain department and implemented a new practice of purchasing by blanket PO'S which reduced the number of daily issue of PO'S resulted in head count reduction by 30%.
• Continued improvement to all other areas by managing an average of two kaizen events per month.
• Rebuilt the quality department and managed them getting Metrix ISO recertified with no major finding during the audit.
• Restructured the service department and improved the return of fixed or recalibrated product from five weeks average to seven days cycle.

AMOT Control is Metrix sister company and it's a manufacturer of pressure and temperature controlled valves.  I was promoted to manage the sister company and reported to two presidents.

• Had full responsibility of the operation and supply chain.
• Moved the company from Juarez, Mexico to Houston, Texas in 6 month.
• Restructured the supply chain team for the Houston operations as well as the setting up of the new local vendors for parts machining to reduce shipping cost.
• Built the Quality Assurance department and directed the team to set up all work instructions and procedures along with the set up for the ISO 9001-2000 certification.
• Managed the layout and the set up of all production lines, including all aspects of the warehouse utilizing my lean expertise in the process.
• Level balance manufacturing and reduced pass dues by 50%.

Operations Manager (Plant Manager)

Find out detailed information about Tarek Alzein, Vice President of Operations in Houston

Tarek Alzein: Vice President of Operations in Houston

Tarek Alzein