General Manager

China Division of a leading US EMS and Medical Device Company

 

 

Main Product lines: Medical Devices

• Championed Company China strategy. Successfully executed the strategic roadmap of entering China from blue-print to a fully functioning medical device manufacturing facility with FDA registration and TUV ISO-13485 certification within 12 months

• P&L accountability for the China operations with successful achievement of the profit goal within 18 months of period

• Achieved zero defects, zero returns and 100% OTD for all the products shipped out of China with total site management responsibility for Operations, Quality, Supply Chain and Administration

• Spearhead China raw material sourcing activities to substantially and effectively reduce overall material cost of the corporation. For all the China sourced products, achieved the overall savings of close to 40%.

• Recruit, mentor and motivate top talent to support business growth. The annual employee turn-over ratio kept with 5%.

• Successfully handled all local government relations; met and signed off all the reporting requirements, and ensured that all company policies and practices are consistent to the corporate and government regulations

Operations Manager                                                                                  2003 –2004

JDS Uniphase , Fuzhou, China

 

Main Product Lines:  Fiber Optic Components, Telecommunication Components, Consumer Electronics

                                               

• Directed the entire operations team, which included Manufacturing, Engineering, Supply China and Quality Assurances groups with 750 people and 30 million USD revenue; responsible for day to day running of the operational activities; ultimately accountable for safety, quality, on time delivery, yield and cost

• Key decision maker in shaping the company strategic directions in regards to products, competencies and strategic positioning; set fiscal targets for all Production, QA and Engineering groups; determine roadmaps and step-by-step tactics for new product development, prototypes, pilot production and mass production; hold responsible for meeting revenue and cost targets on a monthly basis

• Interfaced and communicated with US head office on a daily basis with information on production and quality statues, yield improvement progresses, safety performance and product line transfer activities

• Formulated internal control procedures and authority level, ensured strict compliance with JDSU policies and local government requirements by all departments

• The driver of the Six Sigma and LEAN manufacturing philosophies and pushed for  full scale implementation of SPC processes in the plant

General Manager, Shenzhen, China                                      1994 – 1998

Measurement Specialties, Inc., New Jersey, USA (Nasdaq Symbol: MEAS)

精量电子(深圳)公司创始人 (MSI为美国那斯达克NASDAQ上市公司)

 

Main Product Lines: Industrial Instrument Components, Pressure Sensors, Consumer Electronics

 

General Management

• Responsible for the P&L and overall day to day general management of the 250 head count manufacturing facilities in Shenzhen, China owned by Measurement Specialties, Inc (MSI). The factory produced sensor based electronic consumer products and industrial pressure sensors

• Championed the efforts in setting local company strategies for the product roadmap and manufacturing operations to support the annual operating plan (AOP); successfully managed and directed the total Chinese Operations including sales, marketing, engineering, manufacturing, human resources, accounting and support services; responsible for plant-operating budget to meet cost standards and maintain product margin goals

• Hired and trained key local staffs and managers in China, and kept the key employee turnover within 5% annually

 

Operations Management

• Founded and led the China operational infrastructure including Accounting, PMC, Production, Shipping and Purchasing; established and transferred those functions from Hong Kong to China within first 4 months; made the production facility fully operational within 10 months; turned the Asian operations (Hong Kong and China) from 4-year loss to being profitable with 16 months of period. 

• Met challenge in on-time delivery of all products within factory with less than 1% delay; through continuous improvement achieved success in controlling the yield of production and improving labor and machine efficiency; production yield loss for mature products reduced to less than 1% within two years of operations

• Succeeded in transferring all labor intensive product and processes from overseas facilities to China within first 18 months, and then ramped up new products (NPI) from pilot run to mass production within average of 4 months

Supply Chain Management

• Directly supervised material control and purchasing functions to ensure optimal inventory level with smooth material and production flow; local parts achieved JIT within 3 years of operations; inventory turn-over achieved 40 cycles per year, one of the best records in the industry

• Led purchasing group in search for and negotiation with new local material sources to substantially cut material cost; reduced electronic components (such as LCD, LED, PCB), glass, and metal parts by 25%, 30% and 15% respectively within 3 years; managed all the existing suppliers by vendor follow-ups, price and delivery re-negotiations; critical high volume components achieved dual-sourcing within 2 years

 

 

China Joint-Venture Consultant                                                      1993 –1994 General Motors, Packard Electric Division, Warren, Ohio

Main Product Lines: Wiring Harnesses and Automotive Components

• Responsible for collecting and studying financial information to identify potential joint venture partners in China with emphasis on fixed asset evaluations, liabilities clarification, balance sheet and income statements analysis and Chinese accounting information readjustments to meet GAAP criteria