Ian Yin

Role & Responsibility: 1. Lead overall plant operation. (HR/FA/Procurement/QA are dotted-line report). 2. In charge of the P&L of the whole plant. 3. Work with local cross function team to support the local business. 4. Work with global team to support/lead the global project. Achievements: 1. Reorganize the plant leadership team to change the culture within 6 months. 2. Set up the CBN to realize the business needs and modernize the plant step by step. 3. Build continues improvement/lean/preventive maintenance culture/system to deliver better cost result (15% cost reduce for Std. cost, 5% OEE improvement). 4. Optimize the employee benefit and establish the career path to improve morale. 5. Successfully launch the global new products, change 85% filling/packing machines at the same time with limited resource and new management team.

Role & Responsibility: 1. Be in charge of the largest CA! and Oreo lines in Greater China. 2. Reorganized core management team of Oreo line with leadership projects and shift 6-srat new structure in practice 3. Production line efficiency and process optimization with automatic and digitalization programs of APC/MES/MRO VMI, etc. from design phase and implementation 4. Act as Plant AM Pillar lead to initiate AM re-start activity with new master plan to meet plant compelling business needs 5. Work with RND for NPD and test running specification configuration 6. Lead Production section for loss analysis and budget control as well as all the QCDMS target. Achievements: 1. Lead the team to realize the CA! Reno project 2. On time delivery of new products during COVID-19 period to achieve 14% business growth 3. Lead Oreo line launch the fourth shift with 3% GE improvement and Oreo business 20% growth in China 4. Lead the team to improve equipment MTBF from 90 minutes to 120 minutes, and reduced the plant loss rate from 1.79% to 1.5% 5. Successfully launch APC project which is the Global 1st pilot intelligent process control in biscuit line

Role & Responsibility: 1. Establish maintenance strategy to develop technical capability of operating teams, implement deep technical mastery in technical resources and deliver maintenance systems that increase equipment reliability at the lowest maintenance cost. 2. Re-org Technical Center team structure and partner with HR to define Technician Career Path for Technical talent. 3. Overlapping as PM(Progressive Maintenance) Pillar Lead to drive PM 100% engagement, eliminate equipment failure loss and improving AM member skills to keep the equipment on the best state. 4. Partner with production to achieve line KPI and solve manufacturing challenge with team’s quick reaction and recovery on machine breakdown by right root cause analysis and shift information 5. Define Progressive maintenance master plan Achievements: 1. Optimize the daily management of performance by implementing Daily/Weekly Management System. 2. Support Plant Global IL6S Phase2 Audit through TBM strategy effectively promoted and SAP PM module in front line. 3. Lead the team to reduce BD rate from 1.2% to 0.7% and increased MTBB from 100 hours to 300 hours

Role & Responsibility: 1. Take responsibility of skincare compounding and skincare/haircare/mask weighing team. (covering operation and maintenance) 2. Organize FI team and set up Operation daily management system 3. Implement the PEC/PIC plan in compounding area for improvement and maintenance the hygiene condition. 4. Re-design team organization and redefine on-boarding plan for organization efficiency. 5. Lead production layout program for new equipment launch and relocation of workshop. Achievement: 1. Reduce 30% bulk loss rate and the raw material loss rate. 2. Meet target of quickly react for the 30% activity increase in 2018.

1. Set up culture of Continuous Improvement by implementing daily & weekly meeting /FI team/ Smart Idea project 2. Build CI culture via FI team founded and manage Smart Idea project etc.. 3. Investment a new automatic packing line and move several lines as the business needs.

Lead team to finish the productivity project; Train and coach Green Belt to finish their project;

1. First 6 months’ Job Rotation in production line for full understanding 2. Work As CI coordinator of manufacture in "China Model Line" project with lean tools practice (5S/TPM/SMDE/TWI). 3. 5S Implementation in the whole plant for 9 lines and the TPM in model line by organizational structure building up, training program, daily inspection system, motivation system and continuous improvement system. 4. Work as Support Supervisor to lead the logistics team and Shift Manger to control & improve the plan/cost with online QC and maintenance team as dot line subordinates. 5. From 2012 to 2014 work as Process Supervisor leading the process team of 6 biscuit lines to finish productivity project such as L2 Yield increase L4 OEE improvement and Cleaning time reduction.