DAMIAN MURPHY DENIS

No. 14, Lorong Endah Lima,Taman Brown, Gelugur,11700, PenangTel: +6017-4377188Email: damian.denis@gmail.com

Age: 38 years Date of birth: 6 Nov 1976ID No :- 761106-07-5745Religion: ChristianityMarital Status: Married

Career Objective: - A Manufacturing Pioneer whose goal is to enhance company’s performance in terms of Quality, Delivery, Cost & Service thru Lean Manufacturing.

PROFESSIONAL EXPERIENCES

SMT OPERATIONS LEADBose Systems Malaysia (BSM); April 2013- present

1) Successfully setup 4 SMT lines & transferred 22 models from Mexico

- Managed & Co-ordinated all Operations needs on shopfloor from ground zero i.e. setup layout for power points & cables, PC’s, printers, SMT trolleys and magazines, WIP & raw material movement etc.

- Defined and continuously improved on material and finish goods movement at SMT.- Staffing for all levels i.e. Supervisor, Group Leader, SMT Operator, Repair Technician

and Repair Operator. This includes liaising with Training Dept. on the SMT Training Needs & Requirements ensuring all certification are up to date.

- Liaise with Mexico Operations team in implementing various processes and parameters at SMT.

-2) Develop SMT production controls & KPI’s in place

- Formulate BOM comparison process before running any models to prevent wrong component.

- Implement Product & Process controls for all levels of production i.e. Changeover model & shift, repair station, new document implementation, Supervisor Checklist etc.

- Introduce & registered new SMT procedures to Document Control.- Pioneered LIPAS (Line Item Performance Against Schedule) for all builds at BSM.- Chair an energetic daily core team meeting and liaise with each support group to

address any abnormalities.- Strengthen Operations structure thoroughly in all shifts.- Standardize & supervised procedures for NPI and escalation path.- Leveraged Mexico’s Operations and made the local Operations in a much better footing

thru Kaizen/Projects.- Made Kaizen as part and parcel of Operations culture by incorporating support group

participation.- Produced the best recognition program at Bose Systems Malaysia by skillfully

promoting my subordinates.

3) Kaizen & Yokoten Activities

Improve Labor Margin from 5 to 4.5 pax per SMT Line thus improving Labor Margin Per Unit (LMPU).

Reduce Inventory – Reduce Inventory at Supermarket by controlling Kanban Card issuance.

Reduce Motion – Centralization of all vacuum seal activity at Supermarket area. Reduce Waiting Time – Re-arrange flow of standby materials for all SMT lines. Reduce Over-Production – Generated simple checklist to ensure exact quantity to build

at SMT. Visual Management – Color coding to differentiate between IC’s to avoid wrong

component. Visual Management – Tidy up method of arranging trolley covers in SMT for better

presentation. Visual Management – Re-structured WIP control at ICT test area to prevent mixing of

models to next process. Visual Management – Overhauled material storage area by introducing FIFO control

method for all materials at Supermarket. Quality – Pre-checking of LED color to eliminate wrong component. Quality – Implemented sampling test from each magazine to check for any wrong

component on real time basis. Talent Development – SMT DL’s are rotated every 3 months for job enrichment. Cost Savings – Found method to fully utilized solder paste tube thus saving BSM

RM131,000/year! Yokoten/Sharing Learning – Shared our Kaizen within our BSM plus our Mexico

counterparts as well. Also, structured & designed HOW to do Yokoten and launched an integrated template to keep track of all Kaizen/Projects at SMT.

4) Yellow Belt & Advanced Learning Programme (PDCA Projects)

a) Reduce SMT Changeover Time by 40% - Project Leader- SMT Changeover Time was reduced from 30 mins. to 18 mins.- We are able to load and produced more with same amount of time thus improve on SMT

Utilization.- Another benefit is reduction of non-value added time drastically for better

Productivity.

b) Increase UPH to maximize capacity for 88% of SMT models– Project Leader- We were able to do better UPH than our Mexico counterparts.- This better UPH is also more reflective of our SMT machine capability.- Improved on Labor Margin Per Unit (LMPU) drastically for 88% of SMT models.- Able to do more output with less.

c) Reduce SMT component fallout rate (2%) – Project Leader- In progress of establishing attrition rate for SMT BSM and at same time driving for

improvement for SMT material attrition.- Reduce quantity variances for SMT components.

d) Improve Supply Chain Transaction at BSM – Black Belt Project; Member- In progress of enhancing material transaction throughout BSM.- To streamline material movement between Warehouse and all production cells.

PRODUCTION ADMINISTRATOR 1Plexus Manufacturing Sdn. Bhd; Jan 2012 – April 2013

1) Seamless transfer and setup new line (5 backend lines) from Kontron

- Lead in the transfer process of 5 products within 2 months from Kontron to Plexus.- Mobilize manpower to ensure stability of output and shipment even during transfer

phase.- Stabilize lines within 1 month in terms of manpower hiring, training, output, quality,

process and 5S.- Commended by Kontron customer, Program Management team & the General

Manager for fast turnaround of boards to customer side.

2) Cost / space reduction

- Saved USD4200/year by sending more PCB per carton. Increase from 120/carton to 180/carton by modifying the nesting on the carton.

- Decrease shipment cost by minimizing the number of pallets by consolidating all partial cartons of the same model within 1 carton. A system / control is established to ensure this is done.

- Enhance shopfloor space utilization to reduce movement of man, have better focus and control of WIP. This enhances better output, more efficient and increase productivity.

- Used operation workstations which is more compact and suitable for present layout. The workstations is smaller and ergonomically design.

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PRODUCTION SR. SUPERINTENDENTKontron Design Manufacturing Services; May 2010 – Jan 2012 (now acquired by Plexus Manufacturing Sdn. Bhd.)

Production Lead for 5 production lines/customers with revenue up to USD8 million/ month. The nature of this business is ultra high mix – low volume.

1) Visual Management implementation

- WIP in line is controlled by Kanban size- Direct material replenishment (Kit/store part)- NCM is visually managed & tightened and processed on daily basis (previously

on monthly basis)- Packaging replenishment

2) Fast Change over with full flexibility

- Able to configure & change 7-8 models within 1 shift (12 hrs) without impacting output.

- OTD is 100%, monthly revenue is always met through proper headcount mobilization; Customer Survey Index is always on the high nineties.

3) Training of employees

- Each direct from all shifts are required to be trained & certified for at least 3 processes to ensure proper headcount mobilization.

- All supervisors are sent for training to be updated.- Implemented Small Group Activities/Value Add as part of Kaizen projects.

This improvement projects are initiated by Directs every quarter.

PRODUCTION OFFICER Plexus Manufacturing Sdn. Bhd; Apr 2006 – May 2010

In charge of 3 Box Build backend lines (including RMA line) which manufactures products with revenue up to USD8 million/ month. The nature of this business is high mix-low volume. We have more than 250 models and still counting. My achievements are:-

Quality

- Ensure full process compliance on the shop floor with no process violation through consistent line auditing & setting expectations.

- Good Manufacturing Practices: • World Class 5S & Floor Discipline

- No Quality issue : 99% Out of Box Audit through process improvement. Also, drive process team to improve and regularly update the Online Work Instruction (OWI) with the latest requirements from customer. In addition, the OWI is always user friendly towards our directs who are constantly referencing it.

- ICT Yield > 92%- FT Yield > 95%

Delivery

- Ensure line capacity (headcount, equipment, processes, OWI etc) properly install to support customers requirement

- Work with Material & Program Management teams to ensure material CTB meeting existing line capacity & support customers need.

- Customer Demand • OTD 100%• Volume ship 100% • LIPAS 95%

Cost

- Ensure competitive cost structure through 6-Sigma Lean program by establishing “Best in Class” operations with:-

• Minimum WIP Reduction of WIP from 10.5K to 4.8K and further down to 3.7K. Implementation of one piece flow for all products. Practice pull system against push system. Kanban re-layout after moving towards one piece flow system. Minimum pull of JIT / mechanical parts for production running. Uses JD Edwards system to control all variables in shop floor e.g. cost,

scrap, over-issues etc.

• Reduced Throughput Time (TPT) Work order aging closure from 130 open work orders to 25-30 work

orders and WOCT reduced from 15-16 days to 6.5 – 8 days. Recently, WOCT reduced to 4.5 days.

Average cycle time for each PCBA improved to 4 hrs as against 8-10 hrs previously. Goal:- 5 hrs

Average cycle time open work orders improved to 36 hrs as against 100-140 hrs previously. Goal:- 60 hrs

• High Yield Consistent high yield (98% - 100%) at QA process without Final Visual

process!

• Low Scrap & Attrition 0.3% of the material revenue. MUV within goal Over issuance decline from RM35K to less than RM500 now Massive reduction of scrap material from RM 60K to RM2.3K (1.5%)

PROGRAM MANAGEMENT EXECUTIVESolectron Technology Sdn. Bhd; July 2003 – Apr 2006

To be the voice of the customer in the organization

To ensure all commits are closely monitored and follow up thoroughly using effective management tools. Monitor actual delivery requirement versus commit.

Demand Management – to initiate MRC (Material & Revenue Commit) proceedings, Material Requirement Planning (MRP), PO management, business exposures etc.

Fully undertake Return Material Authorization (RMA) of issuing RMA Number, scheduling and commit to customer and RMA PO management. Successfully set-up a system that works for both parties in terms of the above.

Also, manage to recover all old RMA PO’s worth USD 86,000.

Initiate Engineering Change Order (ECO) proceedings to full cycle until cut into production.

Providing price & business quotations that are competitive in overall costs for all the services required and delivered in a professional and ethical manner. This covers for all prime products and RMA projects.

Documenting all changes in our processes & products through a master list tracking i.e. RMA tracking, Non-Recoverable Expenses (NRE) PO tracking and ECO tracking.

Maintain communication and information documents in systematic filing order.

Prepare official documents formally.

Report customer feedback to management for continuous improvement.

Conduct customer perception surveys to determine customers overall perception of our products & services.

Managing internal communication & conflict management.

Initiated a legal review on company's Trading Agreement and developed a new Statement of Work (SOW) for all RMA Agreement and Quality Warranties, Old Date Code and Disty Buy with our legal advisors.

Establishing and Negotiating business terms and conditions in the form of business contracts that is reflective of the Trading Agreement.

Dialoguing with customer & internal team to understand constraints and needs so as to be able to see the bigger picture in achieving targets/goals.

Solving problems on a day to day basis to facilitate easier workload for all team members.

CAMPUS MINISTERRoman Catholic Church, Dec 1999 – June 2003

Identifying & analyzing programs needs (TNA) for more than 10 Target Groups in 5 states namely, Penang, Perlis, Kedah, Perak and Kelantan.

Plan, strategize and set new directions and approaches for faith formation towards target groups.

Develop 14 modules for formation programs which is customized to the needs of the target groups for e.g. Paradigm Shift; Brother Sun, Sister Moon programme; Self Development; Team Building; Children’s Camp; Exposure & Immersion programmes; Leadership in the Spirit Camp etc.

Animate & conduct programs for training & empowerment purposes through Training of Trainers (TOT) course i.e. 4 Roles of Leadership; 7 Habits of Highly Effective People/ Teens; People Are Gifts etc.

EDUCATION & TRAININGS

Bachelor in Management (Hons), Major in Marketing; Universiti Sains Malaysia; 1999.

Pursuing MBA specializing in Manufacturing & Production Management from WOU.

Effective Negotiation Skills – Prima Link Training & Consultancy Microsoft Excel Intermediate & Advance – GC Training Centre 7 Habits of Highly Effective People Dynamic Team Building Certificate in Spiritual Development in Development Psychology According to Erik

Erickson; Seminary College in Penang; 2003.

Notice Period: - In lieu of 2 months notice

Interest/Hobbies: - Reading, writing & travelling