Mohd Jazrin Shamsul Bahrin

• Operational Leadership & Scale: Directed the "Cold Preparation" business section, leading a cross-functional team of 120 to support the high-volume production of 2 million tires annually. Effectively synchronized resource allocation and process optimization to maintain 110% component stock levels, ensuring zero downtime for downstream operations.
• Strategic Productivity Gains: Boosted operational efficiency by 18% YoY through the rigorous application of TEEP and OEE metrics. By optimizing daily production schedules and personnel workflows, the section consistently met aggressive volume targets while maintaining a high standard of fulfillment.
• Fiscal & Resource Optimization: Surpassed "tire-per-man-hour" cost targets by 15% through strategic monthly headcount planning and strict overtime controls. Balanced financial expenditures against budgetary forecasts to maximize profitability without compromising output quality.
• Safety & Environmental Stewardship: Cultivated a "Zero-Harm" culture, achieving a milestone of 750 consecutive days without accidents. This was sustained by enforcing 100% compliance with ISO 14001 and ISO 45001 (Safety Management Systems), positioning the facility as a regional leader in workplace safety.
• Quality Assurance & Audit Excellence: Maintained a 98% audit compliance rate, successfully closing all internal, customer, and certification body findings (ISO 9001/IATF 16949). Orchestrated a robust framework for Work Instructions (WI) and SOPs that resulted in zero high-risk non-conformities during external audits.
• Waste Reduction & Problem Solving: Served as the Scrap Attack Area Leader, reducing component waste by 10% through structured problem-solving methodologies. Proactively identified process deviations across all shifts, implementing corrective actions that lowered component delay losses by 22% YoY.

• High-Value Financial Stewardship: Managed a massive portfolio overseeing RM430 million in service contracts and RM170 million in OPEX, ensuring strict vendor adherence to contractual obligations. Maintained peak service quality across KLIA Terminal 1 and Terminal 2 while optimizing spend efficiency.
• Strategic CAPEX Project Delivery: Spearheaded a RM59 million CAPEX initiative within the Terminal Operations Division. This fast-tracked execution drove immediate operational excellence and aligned infrastructure upgrades with long-term business objectives.
• Data Digitization & Business Intelligence: Revolutionized reporting by migrating manual processes to a Google Looker Studio dashboard. This digitization of service and project performance significantly increased data accessibility, enabling senior leadership to engage in accelerated, data-driven decision-making.
• Risk Mitigation & Service Standardization: Architected a comprehensive risk assessment framework and an operational services catalog. This structured approach defined clear Service Level Agreements (SLAs) and proactively mitigated high-impact risks, ensuring stability across diverse airport functions.
• Governance & Stakeholder Engagement: Acted as the Lead Secretariat for a high-level cross-functional committee, facilitating weekly alignment reviews with senior management. Established a monthly divisional newsletter to bridge communication gaps, ensuring all stakeholders remained informed on contract performance and project milestones.
• Operational Alignment & Capability Building: Launched the Operations Management 360 (OM360) feedback mechanism and a specialized Contract Management Gate system to guide contract owners. Additionally, developed a Training Needs Analysis (TNA) framework to synchronize executive competency with the organization’s strategic vision.

• Strategic Operational Leadership: Orchestrated manufacturing operations for the Compound Mixing, Extrusion, and Component Preparation departments. Consistently exceeded plant KPIs and business plan goals by 20% across safety, quality, and delivery metrics over a sustained three-year period.
• High-Performance Team (HPT) Management: Spearheaded the "People Leader" initiative for a workforce of 110 associates, driving a 60% improvement in multi-skilling and a 5% reduction in tardiness. Acted as the stand-in Business Center Manager from 2019, providing senior leadership-level oversight for multi-functional assignments.
• Large-Scale Asset Optimization: Engineered a 25% reduction in operational costs by successfully debottlenecking three major processing systems valued at RM24 million. This intervention streamlined throughput while maintaining rigorous global quality standards for silica compound and tread production.
• Equipment Reliability & Quality Excellence: Achieved a 10% increase in Overall Equipment Effectiveness (OEE) and a 60% improvement in WPO (Workplace Organization) processing quality. These gains were realized through the implementation of Autonomous Maintenance (TPM) and Reliability Excellence (PM, PdM) frameworks.
• Safety & Product Integrity: Delivered a 100% improvement in product safety performance by integrating advanced Safety Management Systems into the daily production workflow. Ensured all high-performance product lines met Goodyear’s stringent international safety and durability benchmarks.
• Technological Transformation: Led the adoption of advanced technology solutions specifically for the High-Performance (HP) product line. This modernization improved the precision of silica compound mixing, directly enhancing the market competitiveness of Goodyear's premium tire segments.

• Strategic CAPEX Governance: Orchestrated a comprehensive 2-year CAPEX implementation strategy valued at RM70 million. Directed the risk assessment, coordination, and execution of major plant processing systems, ensuring 100% ROI and a rapid 1.5-year payback period in alignment with corporate financial standards.
• Large-Scale Engineering Leadership: Commanded a diverse technical workforce, including 3 high-voltage certified chargemen, 5 maintenance engineers, 52 technicians, and 120 contractors. This leadership drove a 30% increase in productivity and a significant reduction in equipment downtime.
• Multi-Project Lifecycle Management: Successfully developed, commissioned, and operationalized 22 distinct CAPEX projects. These initiatives were specifically engineered to enhance safety, quality & productivity, engineering reliability, and energy reduction, directly contributing to the plant's long-term sustainability goals.
• Technical System Debottlenecking: Eliminated critical production constraints by debottlenecking the 4-Roll Calender & Spadone Production System (valued at RM3.5 million). This optimization maximized throughput and improved the precision of high-value component manufacturing.
• Global & Regional Subject Matter Expertise: Fulfilled as the Asia Pacific Regional Subject Matter Expert (SME) for Calender Roll Grinding. This designation involved providing technical guidance across regional facilities and standardizing high-precision engineering processes.
• Talent Recognition & Compliance: Recognized as the Global Manufacturing Leadership talent pool. Leveraged this platform to enforce strict regulatory compliance and safety standards, ensuring that all engineering projects met both local Malaysian laws and Goodyear’s global internal benchmarks.

• Large-Scale Workforce & Labor Governance: Directed a production team of 40 local associates and 70 foreign operators, ensuring 100% headcount stability and a remarkably low turnover rate of less than 3%. Managed complex scheduling and ensured all labor practices strictly adhered to both Malaysian statutory laws and Goodyear Corporate requirements.
• Regulatory & Environmental Stewardship: Championed absolute compliance with DOSH, NIOSH, and DOE regulations, alongside ISO 14001 standards. This rigorous oversight resulted in a record of Zero Safety and Environmental Incidents throughout the tenure, fostering a high-accountability safety culture.
• High-Value Throughput Optimization: Successfully debottlenecked the Calemard Aquila production system, unlocking a 150% throughput increase valued at RM3.5 million. This technical intervention significantly enhanced the plant's capacity to meet high-demand production windows.
• Lean Six Sigma Financial Impact: Utilized Lean Six Sigma DMAIC methodology to target and reduce top-tier plant quality defects. These efforts specifically lowered cured tire and friction waste, resulting in verified savings of RM145,000 within a three-quarter period.
• Operational Excellence & Waste Reduction: Instilled a "Zero Loss Culture" and Reliability Excellence frameworks to drive sustainable improvements in Overall Equipment Effectiveness (OEE). Focused on eliminating micro-stoppages and material waste within the Component Preparation department.
• Global Best Practice Recognition: Awarded the Global Ergonomic Best Practice recognition from Goodyear Corporate Headquarters (Akron, USA). This award honored the implementation of innovative workplace designs that improved operator safety while maintaining high-speed production efficiency.

• Capital Project Execution: Orchestrated and implemented major plant engineering projects valued at RM40 million, directly impacting 20% of total plant radial tire production. Maintained a strict project management framework to ensure 100% of assignments were completed on or ahead of schedule.
• Digital Infrastructure Transformation: Led a critical initiative to digitize and update 60% of legacy engineering equipment and powerhouse circuitry information. This modernization improved data accuracy and accessibility, streamlining future maintenance and troubleshooting protocols.
• Technical Asset Lifecycle Management: Managed comprehensive technical and component updates for all engineering equipment and powerhouse circuits. Ensured that all engineering documentation remained current and compliant with corporate and local industrial standards.
• Large-Scale Technical Training: Developed and facilitated robust equipment safety and maintenance training programs, clocking approximately 1,200 training hours. These sessions were vital in synchronizing staff competencies with new technology rollouts across the plant.
• Safety & Regulatory Integration: Integrated advanced safety protocols into engineering workflows, reducing equipment-related risks during the commissioning of new assets. Ensured all powerhouse updates met Malaysian electrical and industrial safety regulations.
• High-Potential Talent Recognition: Formally recognized as a "Young Engineer of High Potential" by senior leadership. This designation was earned through consistent delivery of complex engineering solutions and a demonstrated ability to manage high-value corporate assets.