Ahmad Ramzi bin Mohd Daud

To enthusiastically pursue opportunities that will allow me to apply my extensive experience in lean manufacturing operation. My search is for a solid company which can offer a challenging environment to an individual, who is goal oriented, analytical process and system driven, team oriented, self motivated and focused on applying lean methodology. I also have strong communication, project management, trouble shooting, continuous improvement and performance optimization skills that I can effectively utilize. Production management professional with history of driving operational excellence and process improvements. Known for strong focus on team collaboration and delivering consistent results. Reliable and adaptable, with skills in strategic planning, workflow optimization, and team leadership. Experienced with overseeing complex production operations and driving efficiency improvements. Utilizes strategic planning and resource management to ensure timely project completion. Track record of fostering strong team collaboration and implementing effective process enhancements. Manufacturing operations executive with more than 20 years in management with consistent success in achieving revenue, cost, productivity and delivery goals. Ambitious Production Manager with more than 20 years of experience in manufacturing environments. Motivates employees to align performance with company objectives in fast-paced production environments. Superior competency in resource allocation, production scheduling and workflow management. Multi-talented Production Manager experienced in diverse industrial environments. Profit-motivated collaborator with ingenuity in troubleshooting complex productivity obstacles. Creative leader with motivational supervisory methods. Proactive Production Manager successful at anticipating needs and making adjustments to schedules, materials and workflow. Ready to bring expertise to company needing hands-on, knowledgeable and resourceful leader.

• 1. Manage to keep production on time by implemented just in time concept (JIT).One Piece flow production. Achieve OTD > 98%.
• 2. Overall 5S score at production department increased from 63% to 93%.
• 3. Introduced a sub-assembly process for pre production.
• 4. Produce in house part instead of outside supplier for example injection molding.
• 5. Labor cost control base on VSM (Value stream mapping). 95% accuracy.
• 6. Cost control for scrap : 50% reduction
• 7. Successfully introduce and implement 5 group of SGA, and actively involved in Kaizen activity.
• 8. Water usage control project, implement LOTO to measure actual usage and standard setting.
• 9. Oil felt application at punching and pressing machine, to control its volume and over usage.
• 10. Implement a Poka yoke concept in Condenser assy line. Project to remove the heat shrinkage.
• 11. Implement Cell Production, its consist of QA, ME, EHS, Engineering, Store.
• 12. Improving skill matrix and workers competencies from 75% to 90%.
• 13. Established and implemented: DOJO Corner, Jig point of use tooling, Finished Good tracking.
• 14. Success on DIVE project: Title Dust elimination inside Dampers ( AAP and HMSB).
• 15. 5S Education, Implementation and Practice – Lean Manufacturing concept.
• 16. Improve Yield standard time, EHS issues : 2019-now

• Expected Monthly Salary : Negotiate (base on offer package)
• Willing to Travel : Yes
• Willing to Relocate : Yes
• Possess Own Transport : Yes

• Year: 1995 - 1997
• Position: Q.C Engineer
• Company bottle neck: Defect ratio 1.5% – 2.5 % (Time Hard) Target : < 1.0% defect.
• Impact to company: - Lot suspended, required to do open check and re work. - Delivery delay. - Staying within cost.
• Project Done: Established Q.C standard operating procedures, done education and conduct job competencies.
• Achievement: 1996 : 1.0% 1997 : 0.8% Basic root cause and counter measure and mistake proof posted.
• Standardization: Establish Q.C team, wearing a tag and change uniform. Do stamping on Product check sheet for personal identification. The purpose is for Inspector traceability.
• Year: 1997 - 1998
• Position: Change post from Q.C to Production Engineer Control Indoor Line B
• Company bottle neck: Poor efficiency: 85%
• Impact to company: - Delayed in production - Delayed Delivery OTD. - Operation cost Increase. - High OT spending - Keeping the due Date
• Project Done: - Grouping model by high S.T, medium S.T and low S.T. - Communicate/ counseling on problematic workers. - Introduce reward system
• Achievement: Efficiency : 85% - 88% Actual versus plan clearly indicated.
• Standardization: - Plan Annual leave 3 days in advance. - Liaise with union and HR on problematic person. - Engineer should review every internal (Genba Genbutsu)
• Year: 1998
• Position: Senior Production
• Company bottle neck: High demand from customer.
• Impact to company: - Limitation on facilities
• Project Done: - Synchronize testing
• Achievement: Run 2 shifts operation for
• Standardization: Multi skill task for single test equipment
• Year: 2000 - 2003
• Position: Production Assistance Manager Control total assembly line
• Company bottle neck: - Workers turn over About 5% - 10 % per Month - Absent - MC - Company decided to offer VSS
• Impact to company: - Delay in Production - Poor Quality - High OT Absorption - Poor 5S management
• Project Done: Developed cell production system and multi skill task. Begin scrap off the line conveyer.
• Achievement: Successfully convert /change to cell production line system. - Less manpower 20% - Multi skill up - VSM posted by Product
• Standardization: - Hitachi group start implement cell Manufacturing system. - Education in place - Hired foreign Workers (Nepalise).
• Year: 2004-2008
• Position: Production Manager, Part Manufacturing Painting Shop, Injection Molding, Welding
• Company bottle neck: Machine spare parts at poor inventory – Imported from Japan and USA Efficiency : 68% -72%
• Impact to company: - Delay in production - Poor management - Machine efficiency down
• Project Done: Establishment of inventory control machine category A, B, C. TPM and PM plan
• Achievement: Efficiency : 85% Daily check list in place, posted on machine equipment. Down time tracked posted.
• Standardization: Forecast budget on every semester SIMO/KAMI. Review every 6 months once with MD.
• Year: 2009
• Position: Q.A Manager
• Company bottle neck: Support on: 1. Customer claim 2. Testing new model 3. Service communication 4. ISO training & Audit.
• Impact to company: Smooth in operation with multi skill task.
• Project Done: Cooperate with Sales,Engineering, Production on issue and countermeasure
• Achievement: Rejection ratio < 0.5% Methodology of data collect established
• Standardization: Service communication Hitachi to customer
• Year: 2010 - 2011
• Position: Production Department Manager
• Company bottle neck: Lead people on: 1. Safety : zero accident 2. 5S : >90% score 3. Efficiency : >90% 4. Productivity :>85% 5. Workers Competency : > 90% 6. Defect ratio : > 0.5%
• Impact to company: To give full support on Company growth, profit, cost down and to align with Top Management direction.
• Project Done: 1. SGA 2. Ochibo Hiroi 3. Weekly/month 4. Audit activities. 5.New Model
• Achievement: Follow up, closely and fully cooperate sub ordinate. Do follow up on MBO/KPI. Review 6 months once
• Standardization: 30% - Desk job 70% - Genba job.
• Year: 2012 - 2016
• Position: Senior Production Manager
• Company bottle neck: Scrap ratio 3.8% copper and aluminum.
• Impact to company: Lost cost and highly usage of the raw material
• Project Done: Introduce SGA (Small Group Activities) : 5 groups
• Achievement: 50% reduction 3.8% to < 1.0%
• Standardization: Working guidance – work on Kaizen activities lead by Supervisor and Leader.
• Year: 2014
• Company bottle neck: Poor 5S. Average score at 63% in shop floor.
• Impact to company: Unsafe work place, Too many parts.
• Project Done: Zone Identified, Posted PIC, 5S and Audit form.
• Achievement: Weekly progress audit done. Score range : 80% - 90%
• Standardization: Non conformance items must close within 5 Working days.
• Year: 2015
• Company bottle neck: Component / raw material supply issue. Too many supply to Production line.
• Impact to company: Poor 5S, area, location and quantity.
• Project Done: Lean Manufacturing concept, followed by Kan ban.
• Achievement: Parts issue box on 3T: - Location - Time - Quantity
• Standardization: Trolley designed according to 3T concept. Also do Established Material Handler group.
• Year: 2016
• Company bottle neck: Poor score on EES (Employment Engagement Survey) : 63 points.
• Impact to company: Workers dissatisfaction on certain issues. Work condition, EHS. Management.
• Project Done: Identify issue and take action immediately.
• Achievement: 83 points, rating done by workers every year.
• Standardization: To conduct monthly meeting with union. Identify problem and propose solution.
• Company bottle neck: Indirect worker: Poor engagements inter departments. Causing lack of support.
• Impact to company: Work with own desired, and lack of team work.
• Project Done: Introduce Cell Production System (CPS) consist of all department.
• Achievement: Increase engagement and job responsibilities. “We are one concept” applied.
• Standardization: Weekly meeting and reporting. Format established and review.
• Year: 2017
• Position: Production Manager
• Company bottle neck: External / Internal quality problem not posted, and communicated.
• Impact to company: Repeated defect.
• Project Done: Established DOJO corner
• Achievement: Board fully utilized by team QA, Production, Maintenance, Manufacturing Engineering.
• Standardization: Conduct regularly Training education: Every week.
• Year: 2018
• Company bottle neck: Escape issue. Damper defect.
• Impact to company: Damper noise at car set.
• Project Done: Dust elimination project:
• Trolley
• Work place
• Open area
• Achievement: Defect > 50% reduction from 0.8% to 0.35%.
• Standardization: Established SOP and conduct training.
• Year: 2019 - Now
• Position: Senior Management (Production)
• Company bottle neck: Yield below target (
• Impact to company: RO1 below target. OTD
• Project Done: Established cell production system. Kaizen meeting. Kaizen submission.
• Achievement: Yield >85%
• Standardization: Establishment of supermarket and parts management systems. Introduction of tool box meeting.

• En. Azhar, Bin Daud, Section Manager in ESD (Environmental Strategy Department), 012-2391002, Johnson Controls Hitachi Air Conditioning Malaysia Sdn. Bhd, Ex-Section Manager, Bandar Baru Bangi
• Mr. Zaidi, bin Sulani, Senior Manager Supply Chain Management, 019-6606539, RESONAC Shotic Malaysia, Senior Manager

• Summary of Experiences:
• I had 30 years experienced in Manufacturing. Especially in HVAC industry and majoring in air conditioning. Including new product realization, product development, quality assurance, quality control and aggressively promote on the productivity improvement activities. I am directly involved in EHS audit and 5S activities. Productivity and efficiency improvement, also experience in process control base on VSM and Manufacturing Standard work. TPM is the main major aspect to note down. Established the Quality improvement thru QCPC data collection and RRCA methodology.
• However Production Department must work very hard as a team to deliver good to client and the overall action should base on standard operating procedure (SOP). The purpose is to achieve customer value and satisfaction, excellent process, product and services. To drive it, I have to set up the production key performance indicators and overall road map as below:
• 1. PRODUCTION OTD (On Time Delivery):> 98%.
• 2. MFA Internal and External(Market Feedback Analysis): > 6.0 pt
• 3. EHS Aspect (TRIR = 0, LWIR =0).
• 4. EES (Employee Engagement Survey): 75 pt above.
• 5. Production Efficiency: 95%
• 6. Productivity: 85%.
• 7. Escape :2500 ppm
• 8. COPQ (Cost of Poor Defect): < 3% from Sales Amount.
• 9. Achieve 5S score: > 90%.
• 10. Individual skill and Competencies > 75%.
• All above mentioned item we call THERMOSTAT.
• 11. Yield >85%
• 12. Cost reduction activities
• 13. Communicated any issues related to EHS (Environment, Health and Safety) : take immediate action accordingly