Tarek El-Banna

• Led Value Stream Mapping (VSM) for the phosphate business sector value chain to identify bottlenecks, inventory imbalances, and throughput constraints.
• Established and supported a Beneficiation Performance Enhancement Task Force, aligning operations, maintenance and engineering on performance recovery priorities.
• Structured daily performance reviews (target vs actual, OEE, downtime, speed, quality) to enable fast issue escalation and decision-making.
• Supported RCA, action tracking, and risk visibility for Bene performance improvement initiatives.

• Pre-sales engagement with STC Solutions: Supported bids and workshops by preparing BPMN flows and process mining approaches tailored to client requirements. Demonstrated Devoteam’s capability and helped secure confidence in key projects.
• Designed BPMN frameworks for Continuity Management, Continuous Improvement, SLA Performance Management, Enforcement, and Towing Management. Built governance and reporting layers into process flows.

Business processes monitoring, evaluating, and intensifying through improvements initiatives generation, process redesigning, and automation plans drafting.

• Reduced P2P cycle time by 30% and increased system utilization to 90% by analyzing and redesigning procurement processes and automating validations.
• Cut validation workload by 60% and reporting turnaround by 40% through an end-to-end automation initiative using UiPath, Python (Pandas), Power BI, and ML. Reduced manual errors by 85%.
• Reformulated PMO roles and responsibilities, reducing Risk Priority Number (RPN) from 215 → 23, eliminating role conflicts.
• Unified Chart of Accounts (COA) across subsidiaries, reducing month-end close by 5 days and ensuring consistency in financial reporting.
• Executed digital transformation strategy, automating 30% of targeted manual processes.
• Redesigned CRM roles and authorities, improving data security and cutting processing time by 70% through automation.
• Developed a Process Performance Management framework covering 100% of operational processes to monitor KPIs and identify bottlenecks. risk, RPN, from 215 to 23.
• Executed core phases of the Digital Transformation Strategy, automating 30% of targeted manual processes.
• Developed an end-to-end Process Performance Management framework to cover 100% of the existing operational processes, to track the performance, and identify the bottlenecks.
• Led an end-to-end analytics and automation initiative using UiPath, Python (Pandas), Power BI, and ML to automate P2P validations, classify supplier risks, and reduce reporting turnaround by 40%, cutting manual errors by 85%, and validation workload by 60%.

Managed the development and implementation of lean and continuous improvement manufacturing initiatives by outlining critical quality needs and developing Continuous Improvement/Lean production training programs to monitor production efficiency and effectiveness.

• Implemented Lean Six Sigma initiatives, improving OEE by 23% by adopting AM methodologies.
• Improved MTBF from 6 to 23 minutes on the production line.
• Played a key role as the Digitization Projects Owner through the global digitalization team.
• Managed Cost Chase projects, and served as a point of contact across teams worldwide.
• Led IMEA in the performance enhancement roadmap, and updated leadership across each stage.

Managed the supply chain and materials flow on the site through coaching and empowering the manufacturing leaders and contract manufacturing in the SAP operation.

• Oversaw SAP-driven materials planning and production alignment, enhancing operational readiness.
• Improved plan fluctuation increased due to the scarcity of material availability through proper inventory management and timely SAP material bookings, leading to an increase in inventory days on hand to three days.
• Reduced MUV from 12 MEGP in 2017 to 0.4 MEGP in 2018 through the inventory management system.

Managed liquids mix through start-up and normal operation phases.

• Managed the project startup and commissioning for six mixers and the SCADA operating system.
• Configured production formulas and trials for all produced SKUs.
• Executed new project trials with all parties on mixers.

Responsible for leading PET line manufacturing and operations.

• Played a pivotal role for the project team in commissioning a new production line and leading the start-up phase.
• Led the PET production line to achieve the highest efficiency and effectiveness targets, 92 OEE%.
• Nominated TPM key player and initiatives execution.

Responsible for managing production operations end-to-end on a shiftly basis.

• Managed and executed the recommissioning and building of the S-Melter for the glass wool production line.
• Initiated a new formula generation as a cost-saving project.