Mohamed ElAlamy

o Led pladis FMC factory manufacturing transformation, starting from identifying roles and responsibilities, introducing new structure with lean ways of working, identifying the factory core KPI`s, strategies and building the cross functional shared business-oriented agendas. o Launched the Operational Excellence program and leading team’s capability building journey. o Decreased the manufacturing conversion cost by 8% improvement. o Led Standard Cost update and ERP system re-activation projects for all products ranges of the factory including manufacturing and quality modules. o Started the first Material Balance report with remarkable improvement and decreased inventory material variances into less than 1% across the factory. o Achieved 15% Manpower reduction including direct and indirect manufacturing headcount, adding to it a 10% volume increase in the same year including the products downsize effect. o Successfully finalized the commissioning of the major investments of fully automated lines, in line with a remarkable increase of the plant performance by 6% OEE points. o As part of the supply chain strategy, successfully launched the Bar-coding transactions control system taking a big step through manufacturing automation and process digitalization vision.

o Achieved Yildiz Holding “STAR OF THE YEAR 2017” award after delivering 164% EBITDA improvement through implementing a planned productivity agenda as per "THE POWER OF SYNERGY" project. o Led the Plant Manufacturing agenda including budgeting, planning and operation with a close cross functional focus on entire S&OP cycle supporting "pladis" regional expansion plans. o Redesigned & transformed the Manufacturing organization and entire team’s ways of working focusing on delivering the plant manufacturing strategy and plant objectives. o Established the plant theoretical capacities master data with 10% plant capacity increase. o Launched performance management system with plant efficiency increase by 26% points. o Launched the "Continuous improvement" culture across all plant employees' levels and introduced customized Daily Management System engaging end to end supply chain teams. o Imbedded the Safety culture and formed the first factory emergency & fire-fighting trained team. o Significant Quality culture change had been created with a great reflection in KPIs with established online process controls, procedures and product specifications. o Successfully launched a new full portfolio of NPD`s with 100% compliance to schedule. o Improved the S&OP cycle achieving +8% points improvement CTS on plant level. o Developed the supply chain network master data for Riyadh plant and reporting systems supporting global and regional team's strategy creation, implementation and monitoring. o Successfully conducted FAT & SAT of new machines and re-commissioned line`s bottleneck as part of Capex plans aligned with the business priorities. o Led Manufacturing section ERP system implementation including BOM, Capacities and routing master data creation going through testing, training till Go Live. o Embedded the Safety culture and participated in forming the first factory emergency & fire-fighting teams.

o Achieved 19% volume growth in Countlines & Candy sections aligned with the annual contract volumes and quarterly updated forecast. o Achieved 16% reduction in quality defects and Zero LTA. o Achieved Section/Lines capacities improvements, GE: 8% & Output/ labour within budgeted Capex, M&R cost, or overtime, environmental KPIs including productivity. o Schedule the lines weekly & daily operational plans taking into consideration demand outlook updates and NPDs. o Worked on and achieved sections transformation and restructuring in different levels (shop floor colleagues & Engineers) and focusing in developing the teams’ capabilities with HPWS. o Participating as a leadership member in IL6S launch, organization & PM pillars member.

o Responsibility: the whole operation of the lines, complying with the safety and quality standards. o Achieved 10% GE increase of Countlines with deep losses analysis and leading proper corrective short term and long term actions. o Achieved a productivity of 800KEGP across the section with GB Lean 6-sigma methodology. o Increased & updated capacities by 7% for more accurate production compliance.

o I’m working as a Plant Shift Manager, with all responsibilities of Plant Manager in the shift, facilitate all operational activities according to the TPM standards starting from the plan confirmation including production, quality, engineering, warehouse till delivery (supply chain). o AM pillar holder and leading all teams across PP factory preparing to the TPM special award. o Decreasing the non conformance cases by 65%. o Project leader of OEE improvement by 23% for the most critical lines in liquids factory. o Manufacturing excellence - TPM and factory cost analysis training (April 2012). o Oral GVS member: waste reduction pillar holder Mashreq and team member in many innovations.

 Projects: o Installation and commissioning new 3Ton Boiler with Zero % of the factory stoppage. o India engineering excellence training – Safe operation of boilers and utilities (Haridwar). o Commissioning of an Effluent treatment unit & Water Demineralization plant. o Commissioning of 10Ton Mixer Plant and new oral line.  Maintenance o Re-Building the technical team on the managerial & technical levels. o Member of the factory team that works and achieved theTPM consistency award. o Lines OEE,MTBF & MTTR enhancement and working with other teams to sustain. o Managing SP warehouse, working on saving localization projects and many technical upgrading investments that were directly affecting the business.

A. Process coordinator: Carry out Process Improvement and System Implementation Projects activities locally and abroad.  Oct. 2009 – Syria (SEENOPEX oil & gas CMMS implementation) o Implementation of a computerized maintenance management system (INFOR). o System platform gap analysis ensuring the integration of most efficient processes implementation. o Training sessions project management in the capacity of key project customer interface.  Nov. 2009 – Egypt (OTE analysis and design Merger) o Developing merging processes of Tawakkol (oil & gas equipment provider) & OnSpec (oil & gas engineering solutions). o Process requirements alignment sessions with project stakeholders (ex. Products Sales managers). o Analysis results of documentation and project reporting. o Participated in designing a new homogeneous and effective processes and structure.

o Software and hardware configuration. o Technical support for commissioning engineers. o Reviewing projects data (in & out) with clients. o Updating software and documents of projects.

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