Taipei–Keelung Metropolitan area
Elijah Core Competence 1. Field dedication, complete electronics product experience, including industry & consumer applications 2. Expansive employment experience, OEM/ODM/JDM/OBM 3. Certified from project management & scrum/agile team leader 4. Goal-orientated mindset, achieve organization goals through teamwork. 5. Outstanding communication skills, coordinate cross functions among team members and stakeholders 6. Fluent English, Mandarin, and Taiwanese. Elijah Experience Summary 16 year experience in electronics product development & manufacturing 15 year experience in vendor management & development 12 year experience in quality system management 10 year experience in project management Elijah Personality Dare to face new challenges such as professional function, company size, team culture, and organization process. With my solid reputation of seeing projects through to completion, which is due to my expansive variety of professional experiences in different fields of employment and culture. Believe I am ready to take on challenges and grow with the organization that actively employs me. Always keep the faith "the opportunity favors the prepared mind" and moving forward organization and personal goal.
Responsibility - Lead PC component project team, ensure the team goals align with the business unit ones. - Host weekly project status review meeting with cross functional stakeholders. Team Achievements - Successfully demonstrate the flagship by 4 NVIDIA GPUs driving in 2023 Computex show - Launch the flagship PSU, 1600W Digital, GaN FET solution model in July 2023. - Kickoff the flagship Chassis, Working Station size model in July 2023.
To handle the new product implementation & readiness with ODM vendors in Asia. Focus more on restricted material and compliance management. Responsibilities: - Coordinate the JDM vendors to complete the NPI readiness and following MP ramp-up. - Daily monitor the material demand & supply status by LLT list, ensure the CTB on time. - Drive the target region’s regulation & compliance release before launch. Main achievement, state by S.T.A.R. concepts Situation - Platform Design Change and Operation Maintain It's a sustain model. Since the old platform will be EOL, stakeholder decided to implement the design (platform) change. Task To organize the project team to have the feasibility evaluation based on the goal change. Except for the HW-EE developments, the regulation test was another mandatory task. At the same time, we acknowledged the problem of product launching delays. Although we leveraged the available platform, the circuit layout design and regulation test should take extra 2 months at least meanwhile we had to place the risky buy of related EE components and new PCBs. Action After the task and problem identification (Launching delays), we kickoff the problem solving process. 1. Containment action, to assess all the stocks, including the online and in-house stocks and get the sustain deadline. 2. Mitigation action (short-term), propose to deplete the current platform and retain stocks. 3. Mitigation action (long-term), propose to implement the new platform by rolling (US first then other regions next). Result 1. Launch the new SKU on time and maintain the product delivering smoothly. 2. No material scrap, solve the waste issue. 3. Reasonable budget consumption
Work on the new category engineering and solution advise. Successfully synchronize internal team and external supplier information in portfolio meanwhile to lead 6 audio products progressing in parallel. Responsibilities: - Work on the new category engineering and solution advise at portfolio phase. - Coordinate the ODM vendors to deploy the category requirements into scalable specifications. Main achievement, state by S.T.A.R. concepts Situation - Pending Projects Resuming It's new audio category which include 6 projects at beginning. The 6 projects were cooked before I joined. However, the non-efficient communication and pool-synchronization information reasons, the status has been pended 3 months. Task To resume projects is the first milestone. So clarify internal requirements and sync external information shall be the essential tasks then. We need the preliminary product requirement document (PRD) and project brief (object, scope, timeframe, and New-Unique-Difficult item). Action Internal information sync, to state the current situation with stakeholders, include marketing, operation, and top managers. Furtherly clarify the necessary of requirement-documentation. Then access and prioritize all the requirements accordingly. External information sync, to resume the communications with the candidate vendors. Via the conference, potential vendors are able to sync from the product requirements and project brief then provide the available solutions and proposals. Result 1. Candidate vendors provided the draft quotation, schedule plan, and proposals based on our documents. 2. Stakeholders are able to analysis all the vendor responses and complete vendor award action. 3. Stakeholders have the internal resource assessment and revise roadmap that reduce the project Qty and devote all the resources into 2 majors for time to market purpose. 4. Resume projects in 3 months and facilitate the status under tracking.
To concentrate in keyboard, pad, and accessories categories, coordinate with internal operation and external ODM in product launch. Responsibilities: · Organize the project team, lead project status from portfolio to industrialization. · Deploy project scope & breakdown tasks, assess the corresponding resource consumption, and monitor the delivery schedule. Situation- New Vendor Implementation It's an after-market model. For the profit increasing purpose, top management decided to implement the new CM (Contract Manufacturer) meanwhile to execute the tooling Transferring. Task According to requirement breakdown and resource assessment, I proposed to stakeholders, the new vendor implementation process and corresponding scope should be from Design Validation and Production Validation sections. Action From Design Validation perspective, according to the risk assessment scoring. team regarded the HW-ME part molding & injection as major risk. I proposed to assign the dedicated ME resource to join the project team meanwhile plan the implementation schedule should take 3-months accordingly. Team and the new tooling workshop partner took 2 months to complete the tooling transfer. We start from the tooling list, config, and drawing check then perform molding trial and FAI. After following TWO trials, we validate the part dimension and molding parameters by FAI and sample assembly check. Result 1. Successfully transfer the tooling to new vendor. 2. Complete the molding and part validations. 3. Launch the new SKU on time and maintain the product delivering smoothly.
2013~2015 To join Corsair new HID (Human-Interface-Device) BU, be in charge of design qualification, the scope includes HW & FW. 2015~2016 Job rotation to product engineer, focus on industrialization process, NPI (New Product Introduction) function, production capacity ramp up and yield rate covalence.