Mohd Harris Bin Zahari

Work History

Shell Plc

06.2023 - Current

Directed digital-led transformation initiatives in Finance Operations, aligning end-to-end product lifecycle with business strategy; improved KPI performance across teams.
Mentored 100+ cross-functional projects using Lean, Agile, and automation-driven tools (e.g. Power Tools, Process Mining); lifted team efficiency and compliance.
Institutionalized the Zero Waste by Design (ZWD) framework, embedding CI culture across Shell’s Finance Shared Services with compliance integration.
Launched and scaled the R&A Skillathon training academy, equipping 1500+ staff in CI methods, best practices, and digitization.
Championed the Citizen Developer initiative, enabling 20+ staff to prototype digital tools using Power Platform, cutting processing time by 40%.
Designed and operationalized the CI deployment framework, embedding CI mindset and practices across operational teams, resulting in improved process ownership, faster issue resolution, and measurable performance uplift.
Engineered and implemented the RCA Program within the R&A team, significantly enhancing operational efficiency and fostering a proactive culture of Root Cause Analysis across the operations team, leading to a measurable reduction in recurring issues

Intact Prolink

08.2017 - 06.2023

Delivered 100+ operational excellence projects using Lean Six Sigma and Kaizen, achieving 25–40% cycle time reductions across sectors.
Co-authored SIRIM Lean/TPM standards (12, 13, 19) and assessed 10+ firms for operational certification and strategic alignment.
Built and delivered continuous improvement frameworks and playbooks tailored to manufacturing, oil & gas, shared services, and logistics clients.
Mentored over 300 professionals in project execution, stakeholder management, and value stream mapping techniques.
Created governance dashboards with risk heat-maps and KPIs for board-level decision-making across major clients.
Facilitated change management initiatives, helping organizations adapt smoothly to new systems and processes.

PETRONAS

01.2015 - 06.2017

Founded CI Academy within HR Shared Services, training 100+ staff on Lean, SLA governance, and performance scorecards.
Delivered 20+ Lean Six Sigma and Agile projects, reducing turnaround time by 30% and improving inter-departmental workflows.
Coached 30 project leads and 80 Lean agents to simplify 20+ core HR processes, improving compliance and customer satisfaction.
Presented transformation insights to top management, influencing future-state design and enterprise-wide service model.
Engineered a delivery model integrating Net Promoter Score (NPS), RCA logic, and capability maturity scoring.
Championed a culture of continuous learning by encouraging team members to pursue professional development opportunities related to process improvement methodologies.

Lean Applied

01.2011 - 04.2015

Led transformation efforts in 10+ multinationals, reducing process cycle efficiency (PCE) by up to 30% and improving overall equipment efficiency (OEE) by up to 20%.
Coordinated across ops, engineering, and QA teams to align CI execution with client product strategies.
Designed Lean Six Sigma and continuous improvement training modules and commercial packages, generating RM1.5 million/year in consulting revenue.
Advised client sponsors post-implementation, embedding CI sustainability metrics into BAU governance.
Facilitated VSM workshops and Kaizen events, identifying bottlenecks and capturing 5–15% cost savings per process.
Achieved departmental goals by developing and executing strategic plans and performance metrics.

Clapper Technology

01.2010 - 12.2010

Monitored contracts and flow of existing orders to ensure timely delivery; reported status to senior management.
Streamlined procurement workflows using Excel-based trackers and basic ERP tools, improving cycle efficiency by 25%.
Worked closely with the sales team to identify potential clients and develop sales strategies to promote warehouse management solutions.
Collaborated closely with sales teams to ensure alignment between promotional activities and revenue goals.