El Sayed Ali

• Leading the End-to-End Loss Elimination Program (cost reduction) for the site.
• Lead/Enable “Lean Manufacturing & EFESO Standard” to build the capability in people, processes, and systems to deliver world class sustainable results.
• Establish the Plant KPI’s Measurements, Aligned with Company Vision and Mission.
• People change mindset / Coaching & training. Develop Performance Control System.
• Leading the Maintenance Management for 5 Plant & Facilities @ National Care Company
• Building Manufacturing Excellence Program & 52 weeks, TPM, KPI, Loss Elimination, and SOP,
• Reduce the business Operations losses, Sustainability of results in terms of Safety, Production, Quality
• Building OEE Program for all lines $ unit
• Leading the CAPEX to annul budget for Maintenance to 5plants.
• Work with the plant managers and leadership team to deliver the annual goals and targets
• Implementation of TPM & WCOM in Maintenance to achieve the Zero Breakdowns.

• Leading the Maintenance Management for 5 Plant & Facilities @ National Care Company
• Building Manufacturing Excellence Program & 52 weeks, TPM, KPI, Loss Elimination, and SOP,
• Reduce the business Operations losses, Sustainability of results in terms of Safety, Production, Quality
• Building OEE Program for all lines $ unit
• Leading the CAPEX to annul budget for Maintenance to 5plants.
• Work with the plant managers and leadership team to deliver the annual goals and targets
• Implementation of TPM & WCOM in Maintenance to achieve the Zero Breakdowns.

• Provide Leadership to the Al Ayoun manufacturing factory with 180 Employees and annual capacity, with Maximum export volume.
• Leading the site leadership team, 12 function leaders. * Managing the site Working Capital
• Leading the CAPEX annul budget.
• Set the annual priorities, goals and objectives that supports the business growth Build the operation capability for the business unit.
• Leading the End-to-End Loss Elimination Program (cost reduction) for the site.
• Lead/Enable “Lean Manufacturing & EFESO Standard” to build the capability in people, processes, and systems to deliver world class sustainable results.
• Establish the Plant KPI’s Measurements, Aligned with Company Vision and Mission.
• People change mindset / Coaching & training. Develop Performance Control System.

Provide Leadership to the Elopak manufacturing factory with 254 Employees and 1.1 BB annual capacity, with 70% export volume).

• Production & Operation Excellence Manager
• (TPM- KPI - Loss Elimination-Continuous Improvement by EFESO
• system) And getting the best factory on the group over three years under my leadership by
• EFESO Consultants as WCOM (World Class Operations Management) Leading the Implementation of Lean Manufacturing.
• Delivering the Organization Vison & Mission.
• Key person in organization Cost & Benefits.
• Coaching / Observing the teams to achieve the goals
• People Training & Coaching – Changing culture
• Assertive to implement People Safety Behaviors.
• Implementation of Total Quality Management System.
• Leading the TPM in terms of AM & PM.
• Leading Total Quality Management System & Progressive Quality Pillar.
• Maintain the ISO Requirements of 9001, 2200, 14001, 18001 & BRC.
• Managing Quality KPI’s & KAI’s System. * Investigation the top issues related to Quality, Production & maintenance.
• Controlling the Process Control System

• Sustainability the progression of World Class Operation Management System. * Delivering the Group for 13 Company's Vision and mission.
• Managing the progression of Digitization & Data Transformation.
• Spearheads the implementation of TPM & WCOM in Maintenance to achieve the Zero Breakdowns.
• Spearheads the implementation of WCOM in Quality to achieve the Zero Customer claims.
• Investigation the gaps to improve in terms of Operation team organization, KPI’s, KAI’s and Performance Control System.
• Managing the Process Control System, departments validation, process engineering.
• Key Account in the EFESO Program overall Obeikan investment group (13 Industries).

• Lead the Manufacturing capability Program across the Dammam Plant • Lead the annual direction and goals setting & deployment process (SDDS) for the region • Lead the development &delivery of the regional Master plan • Support the sites to have the appropriate organization structure, utilizing the OPM tool (Organization Performance Model), as per the phase progression • Work with the plant managers and leadership team to deliver the annual goals and targets • Work with Corporate functions, Engineering, Quality Assurance, R&D, etc. to ensure manufacturing capabilities are built in (Designed In) • Lead the Supply chain Loss analysis for the region • Plan & Conduct regular assessments of the sites against the capability targets and business deliverables • Provide Coaching and capability guidance for all the regional teams, plant managers, program leaders and sites’ operation teams • Lead the quarter meeting for all the regional leadership team with all site’s leaders and category directors • Owns the KPI’s scorecard for the region • Ensure the standards compliance, CBA’s (Current Best Practices) implementations • Ensure Daily Management systems in place and develop/conduct the Health check audits to confirm compliance • Lead benchmarking and standardization across the sites • Sponsor the regional pillars’ teams to deliver their capability targets • Be the regional resource for the 10 pillars • Plan & develop the regional workshops to bridge capability and skill gaps • Ensures all new initiatives incorporate all learnings through the F2D (Feedback to design) process • Regular visits of sites to review progress (Management reviews, process audits &on the floor coaching) • Involve regional top management to break barriers/obstacles for progress • Leading the Process Reliability Task Force for the Liquids operations (Making& Packing) across Dammam Plant.

• Managing the making Maintenance of packing Detergents, annual l capacity of 144,000 metric tons and 8 cartons packing machines and 1 Polybags line
• Developing and managing the budget of 120 million US dollars, including Raw, Packing materials, operating costs and Logistics cost
• Managing the maintenance team
• The Industrial Hygiene and the Process and Environmental Compliance
• The Quality Assurance Program for the operations
• People management systems (Work Plans, & Career planning &salary administration)
• Leading the Integrated Work Systems (TPM approach of P&G)
• Scope includes operations management, budget preparation, crewing and teams staffing, people training and development. Also process engineering, maintenance and reliability systems setup and activities for both packing and making units
• Leading collaboration work done with the plant different departments (warehouse, QA/QC, Material Management, Production Planning, etc.) as the Hair Care Total module leading department.
• Improved Packing Lines Process Reliability by 30%. In which doubled the total packing lines production capacity.
• Reduced the packing lines material usage scrap by 20%.
• Started the Integrated Working System Programs (TPM) in the department

• Managing the operation team of the Laundry Making unit, spraying tower, Mixing Unit and a sulfonation unit
• Scope includes operations management, budget preparation, crewing and teams staffing, people training and development. Also process engineering, maintenance and reliability systems setup and activities for both packing and making units
• Leading collaboration work done with the plant different departments (warehouse, QA/QC, Material Management, Production Planning, etc.) as the Hair Care Total module leading department.
• Responsible for production, operation reliability, product quality, manufacturing cost, production adherence and productivity.

• Member of the operation team
• Member of the Maintenance team
• Leading the Maintenance team for Steel Making Process
• Leading the daily results review meeting
• Deploying daily production plan to the shift’s teams