Ashraf Alghamdi

• Document all company process after recent change in the core system (eBao), starting with underwriting , claims and reinsurance.
• Optimize processes for each department to achieve target strategic goal in term of turn over time and defect free.
• Establishing in process and out process measures for each process and define the process customer to ensure full internal satisfaction.
• Establishing VSM for procurement department to improve the process .
• Studying for IFCE exam that is required by SAMA for all employees in insurance sector .

- Leading monthly 5S audit in the plant .

- Leading the site expansion into new WH, by being the project manager i was responsible for creating the layout and designing the new process flow and getting the WH equipped for assembly and storage .

- Creating the standard work for multiple work processes .

- Developing TPM procedure for cleaning valves in the testing area.

- Deploying the new daily management system for performance meetings in the plant, starting with tier 4 plant manager level to tier 1 which is operator level.

- Lead supplier OTD improvement for mechanical seals , by helping the supplier optimize the process flow and suggest Kazien ideas to increase throughput .

• Leading the new Manufacturing of the Future deployment across the site, this includes engaging with global team to establish the new phase (Touchless Operations) into the site, this deployment affect 370 employee at the site.
• Establishing digital pillar for the first time at the site, the mission of the pillar is to deliver digital transformation benefits to site in a systematic way. Also, leading new deployments centrally to cover the whole site.

• Create and Execute ULF area back to base master plan, this plan was done with the help of engineering to restore equipment to original condition. The plan cost 100k$ and improved production lines PR by 4% and breakdowns reduction by more than 90%.
• Awarded for implementing new overpack algorithm on bulk carton lines CW. The algorithm helped reduce the overpack by 30% .
• Utilized “WORK PROCESS IMPROVEMENT” tools to simplify & systemized the information flow of the operation teams eliminating 50min of effort loss for 10 individuals per day.
• Created the department master plan and defined key projects needed for the department to be expensed on CAT03 bucket.
• Implementing the DDS cycle for the first time for the technical and startup team, and lead the team through projects statues. Also, leading the collaboration with engineering, MPD and lunch teams for every department project.

• Improving Small Carton Lines PR by 10% from 75% to 85% within 8 months.
• Reducing Small Carton Lines Un Planned PR Loss by 6% and Breakdowns by 90%.
• Setting team maintenance strategy by implementing PM planning and scheduling DMS work processes.
• Achieving ZERO finished product quality alerts and incidents by implementing rigorous FPQ DMS work processes .
• Successfully Promoting 25% of the team to next level due to achieving excellent results.
• Improving Bulk Carton Lines PR by 15% from 65% to 80% within 8 months.
• Reducing Bulk Carton Lines Un Planned PR Loss by 10% and Breakdowns by 70%.
• Improving Bulk Carton Lines Change Over Planned PR Loss by 5%.
• Awarded by Global team for the overpack reduction on the lines by more than 50% resulting in 1M$ savings.
• Reducing quality incidents by 90% with respect to last year results .

• Leading the deployment of the eDDS IOT system to digitize and automate data collection and display for each DDS meeting reducing effort loss to collect and display the data by 100% and effort time gained 30 mins/ day per person.
• Leading the deployment of eCL system to replace manual CL collection, total paper saved > 100K paper annually and effort time reduction is 50%.
• Leading Excel engine shutdown for site production data and replace it with new API and HTML5 Page which provides more security to data and provide new data display for end users.

• Deployed first digitized and automated RE tool (PR Story) used for loss analysis purposes.
• Reduce Small Carton Line# 10 EOL equipment related losses from 12% to 4% within 10 months.
• Reduce Small Carton Line# 13 EOL equipment related losses from 10% to 2% within 8 months.
• Reduced Small Carton Line# 13 EOL equipment Change Over and Setups losses from 7% to 2%.
• Train Site Organization on new RE tool (PR Story) and deployed across site functions .
• Passed EOL Equipments for Small Lines on Autonomous Maintenance Steps 1,2,3,4 as part of IWS Phase 4 requirements
• Qualify Operation Teams on Autonomous Maintenance Steps 1,2,3,4 as part of IWS Phase 4 requirements
• Supported sustaining 100% Site Autonomous Maintenance capability.
• Supported Site passing from IWS Phase 3 to IWS Phase 4