Hong Kong SAR
Being proponent of authentic management, I believe, for any organization, there is no best practices available to deal with its own problems. It all depends on situation. For more than 25 years, I had been working in airlines’ inflight services operations, the services and products delivered to passengers starting from onboard till after disembarkation. My passion on Effectiveness and Efficiency had led to a serious of innovative contributions. Later, as CEO of a small enterprise, I implemented systems and structures to advance the management control over finance, production and marketing operations. I strongly believe competent staff is critical for company’s competitiveness. I love to mentor my subordinates to enhance their competency and generating common understandings for future communication. Crisis management is the skill that I greatly honored where I obtained from my career life. My operational background has proved my expertise and value in Effectiveness and efficiency focused, Innovative in handling problems, Customer driven, Consistently pursue for continuous improvement, Embracing staff as valuable asset Invite me if you want to Turnover, Upgrade or Start your operations, Share knowledge on Services Operations management
Gradation is a privately owned Company in Hong Kong, designing and fabrication Signage for Commercial buildings and/or Government Infrastructures. With Headquarter located in Hong Kong, it has a workforce of 20+ staff and owns a fabrication factory in Guangzhou (China) with over 150 employees. Yearly turnover was about HK$50M. The Company has grown from a family business to a company with more than 200 employees. Top management soon found it was harder and harder to control the operations and encountered other administrative issues. Lack of proper accounting processes led to cash-flow problems and Company had been “red” for couples of years. In 2010, I was invited to join as Chief Executive Officer. My priorities included process improvement, better management control and enhancing Company’s bottom line. I led a team, composing Finance, Sales and Production delegates to design and implement a new budget management system. The end products were a yearly budget, cash flow forecast, business plan and clearly delineated roles and responsibilities each Department played within the system. As project leader of the process re-engineering program, we redesigned and implemented a new work flow for the production unit to improve productivity. The new process would place more resources on pre-production planning and minimized idle times due to waiting. I directed the Human Resources Team to review and fine-tune the administrative process. We introduced better systems especially in capturing data to generate quality management information. In 2011, Company reported a profit instead.
Teaching Post-secondary courses in 1) Services Operations Management 2) Organizational Behaviour 3) Administrative System and Process
A newly formed Airlines with more than 15 aircrafts and over 1,200 employees. It mainly served destinations to Mainland China and South East Asia from and to Hong Kong. As General Manager of a Division, I was responsible for the quality and standard of inflight services product, 300+ employees, incl. flight attendants, HK$4M inventory management and an annual budget of about HK$1B. I developed and presented the missions and business plan of the new Division to Top Management. After approval, we formed a working team, composing of members from all sub-division to work out the implementation and communication plan. In July 2008, we started our various communication sessions within the Division to explain our mission and future way.
The second airline in Hong Kong, serving Mainland China and South East Asia to and from Hong Kong base. It employed 30+ aircrafts and over 6,000 employees around it’s network. In January 2001, I joined the Airline as Strategy and Planning Manager for the Inflight Services Operations. My roles included Division budget management, Product planning, Human Resources planning for the 1,200 flight attendant workforce and the financial performance of Inflight Duty Free Sales. In Inflight Duty Free Sales, we developed motivation programs for Flight attendants and set up feedback and suggestion channels. Sales performance doubled within two years: annual sales revenue increased from below HK$20M to over HK$50M in two-year period. As project leader for Continuous Improvement program, we developed and implemented the flexible resources deployment methodology, improving productivities by 10%, through utilizing only 90% of the existing resources to perform the same tasks. In April 2003, I was transferred, within the same Division, to become Operations Manager (Inflight Catering Services). There I was responsible for the whole operations including Budget management(HK$400M), Product development, inventory management (worth HK$6M), out sourced Suppliers procurement and contract management and a team of 20 employees. Led a working team to design a flexible-loading concept to enhance the efficiency of asset deployment. Achieved a 10% saving in asset wastage of about HK$1M per annum. Developed the standard performance measurements and Services Level Agreement details for out-sourced suppliers. Designed communication and negotiation plan with the suppliers. As project leader of a cross department team on Product development, Obtained a silver reward from renowned international Catering association in 2006. For a continuous 3-year period, achieved a declining trend in unit cost.
Teaching Business and Management courses for Post-Graduation students, including courses on Operations Management, Organizational Behaviour, and Management Information Systems.