MUTUKUMAAR NALLAPPAN

• Involves in start up for a new factory which include supervising operations staff. Led hiring, onboarding and training of new hires to fulfill business requirements.
• Developed and implemented strategies to minimize complexity for headcount transfer so that HC sharing among factories can be done in a transparent way.
• Handled staff training initiatives aimed at up skilling the workforce to meet dynamic operation requirement
• Successfully started the factory with zero HC related issues and all were trained on time and per required operation need.
• Worked on creating a conducive working environments which can foster open and direct discussion which can result in faster decision making among engineering, training, logistics and etc.
• Oversaw facility operation meeting the time line, ensuring optimal functionality of equipment and infrastructure at all times.
• Championed safety protocols to maintain a secure working environment, reducing workplace accidents significantly.

• Main role as Manufacturing Integration Manager (MIM) - is to integrate whole production with HVM and ENGR build to ensure all delivery on track and per commitments.
• This integration department in under Manufacturing department and play key role with Industrial Engineering and planning in loading the factory with other activities such as NPI, ENGR build and etc.
• Key success during this role - build current existing factory to be the biggest server factory in Intel's network with capability to absorb any volume in short period.
• Spearheaded change management initiatives to minimize disruption during transitions between systems or software upgrades - lead for Malaysia site factory shutdown plan to reduce supply chain impact especially during festival time and mainly also to drive cost reduction.
• Supported continuous improvement initiatives by conducting post-mortem analyses or mainly knows as after affect learning which mostly related to Delivery impacts.
• Implemented fast training plan during the impact of Covid to ensure minimum impact due to headcount shortage part of pandemic management. - Key result - some key operations manage to implement 2 hours training plan to ensure HC is "good enough" to run that particular operation and eventually this became a virtual factor practice.
• Worked on a project to internalize a vendor based system to be internally developed and managed by own data team which saved USD80K per quarter across Malaysia factories
• Drive OEE - Overall equipment effectiveness in factory as this was a change from traditional Intel AU measurement and define the right operation to be measured. - Key result successfully transition to OEE and able to hit 80% above across all factory in Intel ATM network.

Main task as shift manager need to ensure shift execution matches the plan and work on recover plan incase the linearity not on track. This also involves to look at volume for 1 week ahead and work on HC and other plannings which can impact the production.

• Collaborated with other Shift Managers to maintain consistency in policies enforcement across all shifts, fostering a cohesive workplace culture - How ? - consolidated MPS (meet People session) data across all crews to work on similar feedback and critical items - Promoted a positive work environment through open communication and constructive feedback.
• New Employee Orientation - 1st day orientation was given new employees on company procedures and policies especially when comes to Safety procedures. This orientation is a compulsory class for all new employees joining intel and personally have given the class to more than 1000 employees during this time as shift manager
• Was assigned on 2 main task during tenure as Shift manager - new shift calendar proposal i was in charge for Kulim factories and also new flexi workforce implementation. Both of the this i was a team member but was given specific task to complete - mainly on calendar design and 2nd was the operation design for flexi workforce
• As part of flexi workforce implementation project to increase the hiring pool count - main charter was to work with Staffing and start East Malaysian hiring up to date successfully hire more than 300 technicians and operators together with some Engineers and Supervisors from there. i was the project lead for this.
• Worked on couple of improvement and lean projects during this time and successfully implemented those and became as POR for future requirement. All this projects are related to factory efficiency and safety.

• Manufacturing in Intel have many different scope and job nature. was assigned on product ownership and the loading plan from the 1st operation until ship out.
• Part of the scope is to study and improve manufacturing efficiency by streamlining production processes and implementing lean methodologies - usually after new product implementation - series of process of improvements base on HVM (high volume manufacturing) issues. Involved in couple of projects related to it from cycle time (CT) improvement, process reductions, store management and inventory reduction.
• Involved in couple of projects for production use where applications have been developed for productivity monitoring, inventory management, WIP on-hold management process and many more rapid and simple solutions.
• Result - able to demonstrate a world class CT among other factories within Intel network and was comparable to the best factory in a consistent manner and zero miss shipment for products which was under my portfolio.

• Manage finish operations when joined as college graduate with group of technicians and operators. Responsible for headcount planning to ensure own shift always sufficient with the right trained headcount.
• During this tenure as shift supervisor - involved in some projects to prevent excursions by performing solid preventive action (PA) which resulted to be a benchmark when developing new tool for further technology.
• in 2010 was transition from finish area to manage test area and same time involved in HC consolidation due to a factory merger in Penang an Kulim.
• Even as supervisor - was assigned task to mange the overall HC transition from Penang to Kulim plant, allocating operations and arrange other task as shuttle arrangement, special allowance allocation - to ensure right employees from PG got the correct amount base on transfer policy and align the technical training as the tool set was slightly new in the new factory for them - result was zero people issue and all the headcounts was training in stipulate time to start a new process/product in the Kulim factory.
• Enhanced team performance by providing comprehensive training programs and continuous support to technicians and operators by streamlining the training schedule and ensure own shift have sufficient skilled workers for daily productivity - result zero headcount related issue as always had cross trained HC within group of people
• Promoted a positive work environment by fostering open communication channels between team members and encouraging professional growth opportunities - result zero PR issues as my self will be available for all sort of escalation - work and also personal related issues.
• Boosted team morale and productivity levels through regular recognition of outstanding individual contributions and able to convince this practice across other shift to drive standardization.
• Shrunk knowledge gaps with ongoing training and close employee mentoring for new and less experienced team members - as during Kulim factory start up - most the headcount was new hire with zero experience and to close the competency - buddy system was implemented but due to lack of experience HC - supervisor was trained and also was assigned as buddy to easy the knowledge sharing.