Richard Wang

Prioritize production schedule, optimize order quantity, and improve on-time delivery Maintain professionalism and lead production team through organizational changes

Chose “in the region, for the region” strategy for machining commodity, worked with global production facilities closely, and achieved quality improvement and meaningful cost reduction Worked with engineering team and suppliers to develop and approve alternative sources to solve raw material outage and meet production requirement

Developed capacity planning for internal and external machining source based on production schedule, set up strategic buffer for critical parts, and improved overall inventory turns by 20% Led Kaizen event for Vendor-Managed-Inventory program to map out current process, eliminate waste, and reduce part outage by half

Participated in VAVE projects for $5.1M saving, identified bottleneck process and followed up with recovery plan, and reported to management with monthly project status report Negotiated Master Supply Agreement with key suppliers to ensure quality, delivery, and pricing

Led commodity team to set and execute commodity strategies for casting and machining and reduce total ownership cost by 15% Led motor production team to identify bottleneck process and complete $2.4M VIP projects by lean manufacturing

Developed master schedule and ordered material to level out production output and maintain raw material and WIP at target level Utilized machining capacity in sister plant and reduced backorder by 30%

Led 5S and Kaizen events to build U-cell and visualize standard work and dashboard report Set up Poka-yoke (mistake-proof) for drilling and assembling processes