Ardeahsyah Alimudin

1. Led enterprise-wide Lean Six Sigma and process excellence initiatives, driving cultural transformation, strategic alignment, and measurable impact across CGC. Spearheaded Strategic Workforce Planning across all divisions, identifying 20 major initiatives with an estimated 37% FTE optimization, positioning the organization for sustainable efficiency gains. 2. Partnered with senior leadership to deploy lean management frameworks, embed daily management routines, and standardize workflows to optimize key value streams. 3. Designed and launched a Process Improvement training syllabus aligned with global Lean Six Sigma and Agile methodologies, customized to CGC’s values and culture. The curriculum included 20+ tools, templates, and workshops, successfully delivered to 150+ participants including Vice President-level leaders, strengthening organizational capability. 4. Facilitated Kaizen events across multiple business units, coaching teams on root cause analysis, value stream mapping, adoption of AI and countermeasure implementation. Developed a centralized SharePoint-based repository integrated with Power BI, Excel VBA, and SharePoint Online, enabling real-time initiative registration, visibility for division heads, and live coaching by the Process Excellence team. 5. Established robust KPI frameworks and operational cadence to ensure accountability and transparency. Led the creation of the Divisional Dashboard, consolidating departmental KPIs into a single automated platform, eliminating manual reporting, enabling analytics-driven decision-making, and strengthening cross-functional collaboration. 6. Championed talent development by introducing the Process Excellence & Automation Champion program, cultivating internal capabilities in Power BI, Power Automate, AI and Excel VBA. Champions applied these tools in daily work, driving measurable improvements and earning recognition as internal change agents.

1. Drove Lean transformation across branch and operational functions, streamlining end-to-end process flows and reducing non-value-added activities. Achievement: Improved corporate loan processing by redesigning key workflows, achieving 85% turnaround time within 90 days from Letter of Offer (LO) to ready-for-disbursement status—enhancing service delivery and stakeholder satisfaction (before is 70% within 90 days). 2. Led cross-functional teams to implement daily management systems and value stream management, resulting in measurable gains in quality and turnaround times. Achievement: Improved SLA performance for Service Request (SR) fulfilment from 88% to 94% for average 75K Services Request per months for all receiving touch Points. Appointed as lead for the high-performance champions for all department under operations, to drive the improvement in Internal Customer Experience Score as well as Employee Engagement Score. 3. Executed strategic Kaizen events, driving employee engagement and embedding a problem-solving culture across all levels of the organization. Achievement: Designed and rolled out a comprehensive Process Improvement training program aligned with global Lean Six Sigma standards. Successfully delivered training to over 500 participants at RHB, building internal capability and promoting continuous improvement. 4. Provided ongoing coaching to senior leadership on lean principles and change management best practices, facilitating alignment on transformation goals. Achievement: Part of CX5-Year roadmap and plan lead by CX Strategy – coordinates and lead on Institutional CX Principles in process design and customer interactions with the measure of success is NPS – Rank in Malaysia improves from 4th to 3rd in 2022. Best Practices replicate to RHB Singapore, Cambodia. 5. Applied Design Thinking to enhance customer experience for Premier Relationship Managers and their clients. Achievement: Developed a prototype application to streamline communication.

1. Implemented lean methodologies and process automation to streamline order fulfillment and customer service workflows. Achievement: Established a Lean Champion Program by identifying and developing change agents across departments. Trained champions in Lean Six Sigma tools and methodologies, and guided them to lead Quality Control Circle teams. Fostered a culture of continuous improvement by launching a Process Improvement Suggestion System, resulting in 447 improvement ideas submitted annually by over 250 employees. 2. Performance Management & Data-Driven Culture. Achievements: Transformed daily Obeya meetings from manual, siloed routines into a real-time, data-driven performance management system. Centralized departmental metrics using Google Sheets query functions, eliminating manual whiteboard updates. Built an interactive dashboard with conditional formatting to spotlight underperformance, significantly reducing meeting time while improving focus and accountability. Recognized for impact and entrusted to lead warehouse-wide data analytics; later migrated the dashboard to Tableau for enhanced visualization and scalability. 3. Process Management & Quality Systems. Achievements: Led end-to-end quality and process governance at Zalora Warehouse, establishing sustainable frameworks that drove consistency and continuous improvement. Introduced a Standard Work Repository, centralizing all SOPs for ease of access and alignment across departments. Designed and implemented an internal audit framework modeled after ISO 9001, embedding a culture of quality and accountability. Standardized workflows across Zalora’s Malaysia, Indonesia, and Philippines warehouses, harmonizing best practices, eliminating process redundancies, and improving cross-border operational efficiency. 4. Pioneered the rollout of the Go See Think Do (GSTD) methodology across Zalora warehouses in Malaysia, Indonesia, and the Philippines, institutionalizing continuous improvement across regions.

1. Held operational accountability covering Production Quality, On-Time-In-Full delivery, Raw Material Just-In-Time, Cost of Poor Quality, Total Productive Maintenance, GMP, 5S, and Safety to drive Lean Six Sigma department objectives. Led the automation transformation of manual processes by integrating PLC and SCADA systems to streamline production monitoring and control. Achievement: Reduced defects per million from 20,000 to consistently below 500, improving production quality significantly. Enabled implementation of the dip strip pack concept by driving a “do it right the first time” culture and eliminating excessive quality checking processes. 2. Implemented Statistical Process Control (SPC) systems to reduce operational variation, ensuring consistent process control and compliance with company, customer, and regulatory standards. Achievement: Reduced process variation by over 95% through implementation of SCADA and PLC systems, resulting in enhanced product consistency and regulatory compliance. 3. Led waste elimination initiatives using Gemba walks and Seven Wastes analysis to identify and remove non-value-added processes, reducing operational costs and improving efficiency. Achievement: Eliminated 95% of identified waste, contributing to significant cost savings and process efficiency. 4. Designed and deployed a specialized A3 problem-solving framework tailored for 24/7 medical device glove manufacturing operations, enabling factory managers to track and resolve operational issues. Achievement: Empowered frontline managers with visual management tools, increasing issue resolution speed and improving overall operational transparency. 5. Implemented Failure Mode and Effects Analysis (FMEA) and 8D problem-solving methodologies to proactively address and respond to critical quality issues and customer complaints. Achievement: Significantly reduced customer complaints and improved product reliability through structured root cause analysis and corrective actions.

1. Conducted internal audits to ensure full compliance with global airworthiness authorities, and company-specific quality procedures. Documented findings and process adherence within Quality Manuals. Achievement: Maintained compliance during regulatory and customer audits, reinforcing GE’s global reputation for aviation quality standards. 2. Defect investigations using Lean methodology, including Root Cause Analysis (RCA) and Poka-Yoke (Assembly mistake-proofing), to identify systemic weaknesses in manufacturing processes. Achievement: Reduced recurring defect rates and prevented future deviations through implementation of sustainable error-proofing controls i.e. 4 blocker problem solving approach. 3. Deployed a multi-level control system (GEAPS – GE Aviation Production System) consisting of Business Control System (top-down), Plant Control System (mid-level), and Cell Control System (shop-floor level) to ensure data-driven decision-making and operational transparency across all tiers. Achievement: Enabled faster escalation and resolution of production issues, reducing average downtime across lines. 4. Established the Standard Operation Quality Control (SOQC) system embedded with GE Beliefs and visual management practices, integrating real-time performance metrics into a centralized dashboard. This empowered shop floor staff to instantly view and respond to live operational data, significantly enhancing ownership and responsiveness. 5. Designed and launched the digital “Engine of Quality” dashboard—an equivalent to House of Quality—as a Plant Control Centre consolidating real-time Productivity, Quality, and Safety metrics, with drill-down capabilities to Cell Control performance. Achievement: Empowered operational leaders to take immediate corrective actions based on live data. 6. Coordinated structured Management Walk-Arounds (MWA) to identify improvement opportunities across People, Process, and Technology dimensions.

1. Collaboration & Delegation: Work with Project Owner, Process Owner and Operation teams to set or achieve operating target (Key Performance index) and stretch project opportunities. Conduct Lean Six Sigma training and implementation programs. 2. Train the trainer: Trained customer Lean Six Sigma methodology: DMAIC and LSS Tools, conduct LSS QS finance Simulation to the team, in order for them to understand how LSS giving significant impact to Quality, Cost and Speed. 3. Data Gathering: Interviewing Key Stakeholder in the company, gathering and organizing information, analyzing data and preparing reports that summarize findings. 4. Proposal Preparation: Prepare recommendation for implement new procedures and train company employees. Designed new forms and reports whenever if needed and conduct several follow up meeting with clients to gauge the success of recommended changes.

1 Plan, organize and delegate work to subordinates and supervise them in order to achieve the company/department objectives. 2 Investigate and study on the quality complaints and take action to eliminate the cause of non-conformities in order to prevent recurrences. 3 Work with head of department in order to reduce and control the operation expenses across all departments in operation team. 4 Provide the marketing personnel and customers with technical advisory services on the product application and specification. 5 Ensure all aspects of the projects documents are well maintained and may be readily retrieved at any stages as and when needed. 6 Establish and identify operating specification for new products, new coming raw materials and to ensure measurement system operate effectively. 7 Achieve cost saving by process optimization by using Lean methodology, and improve quality by utilising six sigma methodology. 8 Trouble-shoot, determine root cause and derive viable solution to those failure products. 9 Lead critical factor data analysis and apply statistical methods on root cause identification and analysis 10 Perform any duties as and when required by management. 11 As internal auditor to audit the other department in order to comply with ISO 13485 requirement and Good Manufacturing Practices (GMP) 12 Provide the buyers, purchaser and suppliers with technical advisory services on the operating machine/materials application and specification. 13 Answer NCR and CAR from TUV auditor. 14 Conduct Continuous Improvement (OEE, SPC, 5S, Lean, Six Sigma, GMP, etc) training to the workers, operator, supervisors executives and manager level.