Tarek El-Banna

• Mentored junior consultants, helping them enhance their skills and contribute more effectively to projects.
• Prioritized projects and project tasks depending upon key milestones and deadline dates.
• Troubleshot issues by understanding issue, diagnosing root cause and coming up with effective solutions.
• Collaborated with internal teams to develop customized solutions that addressed unique client needs.

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

• Lead enterprise-wide business process transformation projects across procurement, CRM, legal, and sales operations.
• Managed the P2P excellence project by analyzing, redesigning, and enhancing the procurement process, leading to a decreased cycle time of 30% and an increased system utilization of 90%.
• Improved efficiencies by redesigning the roles and authorities in Customer Relations Management (CRM), parallel to securing customers’ and products’ data. This leads to a savings of 70% in processing time via automation solutions.
• Reformulated the organizational structure for the PMO team by adjusting roles and responsibilities to mitigate any conflict 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.