Kuan Ching Ho

-Operations management for two international brands. -Establish annual performance targets and audit standards to meet annual profit goals. -Develop and oversee ORG, finance, production, development, HR, and business to meet customers strategy. -Responsible for doubling the size of the factory through its expansion. -Optimize resource allocation on production lines and foster a LEAN production culture. -Promote digitalization and automation in manufacturing processes. -Establish quality standards, enhance laboratory capabilities, and enhance a culture of quality excellence. -Establish cross-cultural management and cultivate localized management talent as a successor team, thereby establishing a people-centered strategy for sustainable long-term operations.

New brand development role 1. New brand development. 2. Building solid relationships with customers and vendors. 3. Developing and identifying profitable business opportunities for the company. 4. Researching market research and suggesting strategies to expand business as well as satisfy customers’ needs. Central purchasing role 1. Proposing a procurement strategy. 2. Investigate and evaluate market trends, and decide on procurement needs and timing. 3. Evaluate and manage the supplier's ability to develop partnerships in the future. 4. Develop new suppliers and guard material development/price trends to meet the demands of different markets and customers.

1. Determining ability and skill level for design training programs. 2. Focus on improving technique, stroke placement, speed, and style. As well as educating swimmers on water safety mindset and behaviors. 3. Using playing activities to improve water confidence. 4. Teaching and perfecting skills like flips, kicks, body rolls, floating, and breath control for individual swimmers. 5. Scouting swimmers and preparing teams and individuals for swim championship.

1. Formulate overall strategy and action plans for business growth and overall operation in Esprinta (6000 employees). Report the financial results to headquarter on a regular basis. 2. Monitor and control annual revenue, maintain budgets and optimize expenses. Compose business strategy in LEAN, ME, automation, digitalization & standardization to achieve operation optimization. 3. Set up the organization and direct the employee assessment process, draw up departmental KPI. 4. Oversee daily operations and track down the performance of each team in the organization. 5. Enhance the operational procedures, systems, and principles in the areas of information flow and management, business processes. 6. Implement the targeted talent plan, set up training courses and develop a succession plan. 7. Engage in major customers’ and targeted customers’ demand. 8. Establish LEAN manufacturing practice and implement automated production to strengthen factory management system.

1. Responsible for approximately 3000 employees, across various functions like production, HR, Safety and the implementation of LEAN 2.0. 2. Systematized recruitment and training to reduce approximately 40% of new comers’ turnover rate. 3. Accelerated Automation and LEAN 2.0 implementation. 4. Develop the operational procedures with visual management and analysis system. 5. Achievement: PPH has advanced by 18% (from 1.02 to 1.21), Turnover rate has reduced by about 15 %( from 2.2% to 1.9%), unplanned leave has reduced by 45 %( from 1.38% to 0.91%), QCO has improved by 50% (from 8 hrs. to 4 hrs.).

1. Designed a series of training and working processes ( SOP) for the best practices of localization. 2. Organized the recruitment events to achieve targets within the staffing budget. 3. Trained management teams in policy, attendance policy and others. 4. Arranged training sections for HR team 5. Planned various Executive Human Development plan in order to reach Group target. 6. Trained and monitoring ESH ( Environment, Safe, Health, Labour) execute in Taiwan, Indonesia, Vietnam and China.

1. Coordinated the extension project of the factory ( e.g.the establishment of the production line and the working efficiency of its related departments). 2. Responsible for 8600 employees included shoes factory, outsole factory and one upper factory as well as enhanced the stability of production output. 3. Monitored the ME project ( assembling the use of automatic machine, KAIZEN project, holding a regular reviewing for IE). 4. Monitored the production processes and adjusted schedules as needed, ensured the production is cost effective. 5. Supervised and motivated the local members, identifying training needs, monitoring product standards and implementing quality-control programs. 6. Collaborated and executed SEA policy and strengthening community relationship.

1. Managed daily business processes (shipping, scheduling, planning, customer and community responsibility (CR) and further set up operator guideline for each team ). 2. Planed a long-term production schedule 3. Enhanced the stability of production output 4. CY% from 17% in 2009 to 39% at present, which the selling cost INR 1.5/ per pairs. 5.An IE regular review is operated to modify the production efficiency for increasing output. 6. The scheduling assistance have not only improved the ability to reduce the lead-time for arrange plan but also were able to adjust and modify the plan according to the work force at the shop floor. 7. The grievance system is established and strengthened in the contribution of CR team. They work as the mediator to deliver messages and complain to each department, and they provided suggestions to manage conflicts among groups efficiently. 8. The home visit system is carried out successfully.

A Lecturer in Health care and physical education field. Lead school swimming team.