Jeddah, Makkah, Saudi Arabia
I am a Certified Lean Six Sigma Black Belt and PMP Engineer, a hardworking and a devoted professional, with extensive experience of around 10 years in Engineering, Operations, Facilities, Projects and Maintenance Management. I have worked on multiple cost saving initiatives and energy saving projects across my professional career, contributing to achieving company and business goals. I am a self-motivated and high-achieving employee who strongly believes in teamwork and have faith that one can make significant progress only when everyone in the team is pulling towards same direction. I will always use initiative to come up with new ideas for the business and team and I will look for ways to save the business money by being frugal in my approach to tasks.
Responsible for leading and driving Engineering, CAPEX projects and Maintenance management of Unilever Jeddah Plant in line with Unilever Management Systems (UMS), leading engineering department with a team of 5 Engineers, Projects Teams & shopfloor team and multiple contractors. Leading processing and finishing departments’ maintenance to ensure Production Targets, OEE, MTTR, MTBF and Safety/Quality targets are met. Manage the department budget and work on cost optimization agenda, controlling R&M Budget and Utilities Asset Management and control of the factory, ensuring optimal assets utilization and writing off the idle assets. Deployment of extensive Maintenance and Reliability programs with Digital Maintenance System implementation, Ensuring team Provide high levels of Safety and Equipment Availability to the internal customers and stakeholders Leading all CAPEX projects, ensuring timely completion and budget within budget and value creation Manage the technical teams responsible to deliver Projects, Innovation, Infrastructure and Services to the site Create and implement plans to continuously improve site infrastructure needs such as energy, water, treatment, steam and all infrastructure services, contracts, and contractors ensuring smooth and continuous operations with a key focus on developing and implementing preventive maintenance programs. Managing Local, Expansion Projects and Support Global Projects implementation at the plant.
Responsible for ensuring smooth CM site operations and meeting productivity demands. Launch of new products and formulations and spearheading operations at 3P sites in liaison with the 3P teams. • Lead all Collaborative Manufacturing Sites operations and innovations. • Lead the launch of new formulations in PC category. • Preparing business case for new products or innovations in machinery. • Pre-works and audits for launch of deodorants in Pakistan. • Liaison with the business team, managing cross functional stakeholders. • Aligning cross functional stakeholders to create smooth process for launches and innovatinos. • Bridge between R&D, Operations, Brands, Procurement and Planning to ensure smooth production launches of new products or formulations. • Lead the SC work stream for innovation projects as per guidelines and framework. • Represent and be the voice of SC in cross-functional forums on innovations. • Provide inputs into project networks and be accountable for ensuring stage-gate OTIF on SC work stream. • Manage interfaces within SC i.e., Quality, Procurement, Integrated Planning, Logistic, Engineering, etc. for innovation projects. • Provide guidance to future network constraint and prescribe the options to maximize CU, minimize Cost and capex. • Prepare Business Cases for capacity needed, register capex and track capex to implementation. • Provide SC competitive benchmarking across PC PTAB sites.
Responsible for Leading and Driving Engineering and Maintenance management of Personal Wash Plant in line with Unilever Management Systems (UMS), leading a team of around 45 professionals including 2 Team Leads to ensure equipment availability. Leading processing and finishing departments’ maintenance to ensure Production Targets, OEE, MTTR, MTBF and Safety/Quality targets are met. • Provide high levels of Safety and Equipment Availability to the internal customers and stakeholders with a key focus on developing and implementing preventive maintenance programs. • Driving continuous improvement initiatives in line with Manufacturing Excellence and SUITs for any new technology. • Machinery safety lead for the site, ensuring machine guarding and machine safety compliance. • Ensuring all targets are met with ZERO safety/quality non-compliance and liaison with Safety/Quality teams to ensure all regulatory requirements are met. • Identifying and addressing equipment and system failures and root cause analysis (RCA) to prevent future failures. • Participating in the development and implementation of new equipment and systems, providing input on reliability and maintainability requirements • Maintaining standards and ensuring rectifications of all breakdowns or failures as quickly as possible. • Leading all CAPEX projects in the department with support from Central and Regional Team. • Team Capability building on new technologies and UMS Pillars. • Developing and controlling R&M budget ensuring efficient use of resources.
Responsible for driving PMI’s Open+ IWS Deployment in Primary department, leading a team of around 52 individuals including 7 Management Staff to ensure AM deployment on 6 lines. Leading a team of Production Operators, Maintenance Technicians and Electrical Technicians to achieve Production & Maintenance KPIs like Production Reliability, Uptime, Energy Targets, MTBF and MTTR etc. Autonomously led end to end production and maintenance operations of Primary Production department at manufacturing facility. Deploying Open+ IWS Phase 1 on 6 lines in Primary by capability building of line team on open+ (IWS) and on-floor execution of standards resulting in huge improvements in all buckets of SQDCM Closed Y’2022 with 0 safety incidents/TRIs. Achieved ~200K safe man-hours on plant by proactive action planning and use of open+ tools to eliminate losses due to unsafe conditions/behaviors Leading Startup/Shutdown Checklist from EHS Pillar of IWS and core member of EHS pillar team. Leading AM Pillar for BU Primary, ensuring all AM steps clearance and adherence to the set targets. Strong drive to eliminate product losses and standards implementation to maintain optimal lines conditions thus resulting in 0 customer complaints against the count of 26 FY’2022 Prioritizing action planning through quarterly 90-Day improvement plan development to deliver the KPIs glide path through planned loss elimination thus resulting in multiple perfect days in BU Primary department. Leading multiple cost saving initiatives. Steam pressure reduction and tobacco spillages elimination projects received regional recognition. R&M Savings of more than 80Million PKR in FY’22 and projected 100Million for next year. Succession planning for NCLA staff, mapping them on potential opportunities, objective settings and quarterly coaching sessions. Developed and deployed an R&R system for morale boosting of CLA resources.
Responsible for driving PMI’s Open+ Deployment in Primary, team direction setting for Maintenance and Technical Services Department to achieve business KPIs Uptime, PR, MTBF and MTTR. Leading Electrical and Mechanical maintenance teams to ensure Reliability Maintenance Engineering (RME) KPIs are met. Key Achievements: Leading Maintenance Cost Management and Lubrication DMS of PM Pillar driving 10% Maintenance Cost reduction and standardization of Lubricants being used at site, reducing 70% lubricants at site with approximate savings of USD 40,000 per annum. Implementation of MMIS (Maintenance Management Information System) in line with global PM pillar team to standardize CMMS system to help optimize delivery of equipment. Lead from Manufacturing site for EHS and Quality ISO audits, ensuring ZERO Major/Minor Findings. Improving Equipment Availability, Reliability and Maintainability, while ensuring ZERO Safety Incident. Team capability building on different tools (SAP, Open+ etc.) following a glidepath for development. Safety initiatives increasing team’s engagement and ownership, 100% Compliance to Safety KPIs. Quality Initiative increasing product quality (SD reduction in 4 CTQ parameters by up to 50%).
Responsible for Plant Asset Management in a cost-effective way, ensuring optimal Equipment Availability and Reliability through assets’ life cycle by developing and implementing of proper maintenance strategies, procedures, and routines with focus to performance to meet company objectives in compliance with applicable standards and policies / procedures contributing to Continuous Improvement culture. • Developing Cost Effective Maintenance Strategies, Improving Equipment Availability, Reliability and Maintainability, while ensuring ZERO Safety Incident. • Open+ Deployment and team development on Open+ tools. • Assets Write-Off, Destruction and New assets capitalization. • Identification of obsolete assets for cascading or destruction. • Update CMMS and ensuring re-application of improvement projects, globally. Key Achievements: Reduction in Machine downtimes ensuring PR improvement from 62% to 78%, analyzed most frequent machine downtimes through IDA (in-depth Analysis) and developed substantial Countermeasures against root causes to eliminate or reduce machine downtime to bring about overall productivity improvement Lead EHS from manufacturing site improving EHS KPIs and lead WPI (Work Place Improvement) Procedure for site ensuring logging and correction of hazards and BOS (Behavioral Observation for Safety), named 2-time quarterly winners for fostering EHS culture. Implementation of CMMS system (SAP Equipment and FL structure) Reduced reactive maintenance by 97% through implementation of Maintenance Planning & Scheduling system, to ensure timely maintenance and machine upkeep. Developed Maintenance Costing Dashboard on Power BI with Auto SAP link using Macros in Excel. Formalization of spares by adding 1092 new spare IDs and definition of proper MRP parameters (ROP, Max Stock Level) in line with the spares consumption budget. Asset Count audit, proper maintenance of site asset register, ensuring all machine documents are updated.
• Managing PKR 50 million OPEX budget associated with Maintenance of Plant A, that has a capacity of 1250 tonnes/day. • Leading a team of 22 trained professionals, including 2 management team members. • Ensuring 99.25% plant availability through effective maintenance of Stationary and Rotary equipment associated with Plant A. • Ensuring Integrity of Controlled Equipment; Pressure Vessels, PSVs, Heat Exchangers etc. • Implementation of Condition Monitoring System for assessing health of plant equipment Vibration Monitoring, Alignments of Rotary Equipment and inspections of Stationary Equipment. • Ensure proper implementation of CMMS through SAP. • Identify avenues for improvement in equipment efficiencies and implement improvement plans. • Ensure Performance Management for identification of individual Learning and Development needs of Plant-A maintenance team.
Projects & Achievements: • Selection, Procurement, Installation & Commissioning of Air Dryer 83,000USD Desiccant Air Dryer suiting company’s requirements • Centralization of Plant Refrigeration System 10 Mn PKR project, projected saving of around 8.5 Mn per annum • Installed AFS with HP Compressor projecting a saving of 1.2 Mn PKR and convincing replication of project. • Reduced Engineering Spares Inventory from 1.8 billion to 1.3 billion • Drive towards increasing MTBF and Reducing MTTR • Drive towards Electrical Hazards free plant and Energy losses rectification • Implemented Top 10 Energy Saving Projects, as per the guidelines of Business Unit • Lead Successful Certification audit of EnMS Standard ISO 50001:2011 • Trained the technicians to carry out major maintenance in-house, for the First time ever in the Plant history. Key Responsibilities: • Managing and controlling R&M Budget of around 800,000 USD per annum. • Coordination with Government and Regulatory bodies for plant needs. (WAPDA, Sui Gas & others) • Lead Planning and execution of CAPEX and other improvement projects, plant wide. • Feasibility Studies with area owners, and compilation of proposals for CAPEX projects. • Master Material Planner for the SITE and implementation of CMMS and up gradation of SAP PM module. • Up gradation of equipment in liaison with OEMs and research and development for new improved techniques • Conducting MEX and in-house training and development of training plans as per the staff assessment • Carry out 5S, GMP Audits, Implementation of Energy Management system throughout the plant • Managing Mechanical & Electrical Workshops for overall plant activities • Managing Plant Utilities (Operations, Maintenance, Inspections, and Projects) for Rotary and Stationary equipment (40-bar Air Compressors, 10-Bar Air Compressors, Ammonia Compressors, Boilers, Gensets, and HVACs) • HSE Training Champ for the site.
• Managing and ensuring production on KHS Pet Line to meet demand for 2.25L bottles throughout Pakistan, • Ensuring production of around 70,000 cases per day. • Recording stoppages/failures on machines and development of suggestions/projects for improvement. • Keep Line Spare Parts inventory as required and maintain lubrication practice on machines. • Perform and implement Maintenance activities over planned periods according to the TPM plans. • Ensuring the machine operators are well trained to carry out maintenance activities and ensuring hygiene of area. • Follow standard practice of maintenance module in SAP. • Ensuring timely management of materials as per the production plans. • Planning and execution of CAPEX and other improvement projects. • Maintain discipline within the plant, identify training needs of staff, and make them follow SHE Standards, • Monitoring of Production KPI's and keep team motivated and a winning unit.
Worked on the planning & execution of Maintenance of Equipment of Production Machine. (TPM) • Making improvement plans from Minutes of meetings every day. • Record Failures and conduct Root Cause Analysis to prevent certain failures. • Improving the system to improve Machine Efficiency and Quality Efficiency. • Planning and preparing maintenance activities during operation and shutdowns. • Establishing and maintaining effective system of preventive maintenance. • Ensuring proper compliance of SHE rules. • Co-ordinate and Lead the preventive maintenance pillar of World Class Manufacturing (WCM).