CS Tan Detail Resume (28032016)

Resume of TAN CHENG SIONG 28-03-16
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Qualifications: Strengths:
MSc in Manufacturing Systems Engineering (University of Warwick, UK) Industrial Engineering & Project Management
The Engineering Council Exam Part-2B Time Study & Work Measurement
Diploma in Mechanical & Manufacturing Engineering (TAR College) Manufacturing & Management Systems
MTM-1, MTM-2, MTM CORE DATA, MTM-4M Process/Productivity/Profitability Improvement
ISO 9000 Lead Assessor Capacity Planning & Capital Budgeting
WITNESS Simulation Honest, hardworking, independent & innovative
READ-RITE (M) SDN BHD
Section Head – Manufacturing Systems & Services (RM4317+/mth; 01/07/96  13/08/97)
Section Head – IE/Capital Budgeting/Packaging (RM3650-3914+/mth; 14/08/95  30/06/96)
JEAN (M) SDN BHD
Assistant Industrial Engineering Manager (RM3400+/mth; 03/04/95  31/07/95)
TAIWAN LITON ELECTRONIC (M) SDN BHD
Senior Industrial Engineer (RM3200+/mth; 03/01/95  21/03/95)
TRU-TECH ELECTRONICS (M) SDN BHD
Industrial Engineer (RM2200-2503+/mth; 01/11/92  22/09/93)
SPHERETECH ENGINEERING SDN BHD
Assistant Project Engineer (RM1400-1650+/mth; 30/12/91  30/10/92)
SHINCA SDN BHD
Industrial Engineer (RM1250-1355+/mth; 15/06/90  31/08/91
UNIVERSITY OF WARWICK (UK)
MSc in Manufacturing Systems Engineering
The Engineering Council Exam Part-2B
ISO 9000 Lead Assessor
09/93  09/94
TUNKU ABDUL RAHMAN COLLEGE
Advance Diploma in Mechanical & Manufacturing Engineering
The Engineering Council Exam Part-1 & Part-2A
1987  1990
ASIA CONTROL SYSTEMS IMPAC (M) SDN BHD
Freelance consultant – Productivity/Industrial Engineering/Project Management (16/08/97  30/3/2000)
DHL EXPRESS (M) SDN BHD
Operations Program Manager (01/09/2002  20/04/2004)
Planning & Engineering Manager (01/04/2000  31/08/2002)
OMS GLOBALINE SDN BHD (1004286-T)
OPERATIONAL MANAGEMENT SYSTEMS (001178881-T)
Senior Consultant / Operations & Project Manager (since 21/04/2004)
Services & Consultation on:
 Operational Management
 Industrial Engineering
 Process & Productivity Improvement
 Project Handling & Management
 Turn Key Project

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RESUME
Name : TAN CHENG SIONG
Residence address : 24 Taman Kiara, Km-3 Jalan Seremban,
71000 Port Dickson, Negeri Sembilan.
Tel : 012-3933908
email : cstan.biz@gmail.com
Age : 49 years
Date of birth : 29th
Nov 1966
1 WORKING EXPERIENCES
1.1 Since 21/04/04 OMS GLOBALINE SDN BHD (1004286-T)
610, Block A, Jalan PJS 8/5, Mentari Business Park,
Bandar Sunway, 46150 Petaling Jaya, Selangor
(Tel/Fax: 03-5613 2763).
24 Taman Kiara, Km-3 Jalan Seremban, 71000 Port Dickson,
Negeri Sembilan (Tel/Fax: 06-651 5160).
OPERATIONAL MANAGEMENT SYSTEMS (001178881-T)
24 Taman Kiara, Km-3, Jalan Seremban, 71000 Port Dickson,
Negeri Sembilan (Tel/Fax: 06-651 5160).
OMS GLOBALINE SDN BHD (OMSG) is formed on 31-May-2013, whilst OPERATIONAL
MANAGEMENT SYSTEMS (OMS) is formed in Feb-1999 but practically operational since Apr-
2004.
OMSG is formed with vision to provide the unique 1-Stop Management Solution in 4 stages:
1. Idea Generation
2. Concept Development
3. Sample Development
4. Idea Realization.
This unique 1-Stop Management Solution have been simplified from many complicated consulting
processes and techniques, so that it can be easily implemented onto most environment and nature of
business/operation.
The fields and nature of businesses OMSG focusing on are:
1. Consulting & Improvement works
2. Project Management & Handling works
3. Construction & Renovation works
4. Engineering works
5. Manufacturing works.
Benefits of 1-Stop Management Solution mode to client are:
1. One entity manage whole project from A to Z, minimizing problems of miss-communication,
or lost track.
2. Dedicated expertise to manage throughout the whole project, eliminating the need of client’s
own team to manage project.
3. Contributing ideas throughout development to implementation with minimum cost impact.
4. Value added advisory services, especially to fill in the gap between contractors.
No additional operations cost involved.

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As a network of companies, OMSG provides services in:
1. Consulting & Improvement services
 Productivity / Profitability / Process / Cost / Layout Improvement.
 Industrial Engineering.
 Operational Management.
2. Project Management & Handling
3. Construction & Renovation works
 Civil, Builder, Carpenter, Decoration, Furniture, Landscaping, etc.
 Wall and floor Painting & Finishing works.
 Mechanical & Electrical.
 Security Surveillance Systems.
 IT Systems, LAN, Fibre Optic, WIFI, etc.
 Audio / Visual Systems.
4. Engineering works
 Oil & Gas Industry.
 Mechanical Fabrication & Installation.
 Storage Tanks and Piping Fabrication & Installation.
 Platform and Racking works.
 Fire Fighting systems and works.
 Industrial Painting and Spraying works.
 HVACR (Heating Ventilation Air Conditioning and Refrigeration) equipment and parts, etc.
5. Manufacturing works
 Plastic products.
 Metal products.
 Paper products.
 Assembly & Installation.
6. Registration & implementation of phone lines and internet services (both commercial &
residential).
7. Sourcing & Supplies of
 Special or Customized Products.
Key strength in Consulting & Improvement services:
1. Industrial Engineering
 Methods, Process, Flow, Layout.
 Work Study & Measurement, Standard Time.
 Standard & Target Setting, Performance Measurement & Rating.
 Work Analysis.
 Jig & Tool Design, etc.
2. Productivity / Profitability / Process / Cost Improvement
 Operations Improvement, Process Mapping & Improvement.
 Waste Reduction, Cost Optimization & Improvement.
3. Operations Management
 Planning & Scheduling.
 Capital Budgeting & Control, Capital Application.
 Operational Management & Control, etc.

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Key strength in Project Management & Handling services:
1. Experience
 20 years hands-on project experiences in various industries
 Strong team of experienced Project Managers.
2. Management & Handling
 Strong in Strategizing, Planning, Scheduling, Coordination, Follow-through and Control.
3. Tracking
 Proactively managing project through Task Schedule besides Project Mile Stone.
 Also continuously updating of the Project Progress in Completion Percentage with
Linkages.
4. Capable of taking up project as Main-contractor.
Key strength in Construction & Renovation services:
1. Unique 1-STOP MANAGEMENT SOLUTION !
2. Very strong capability in Project Management, with strong team of experienced Project
Managers and Supervisors.
3. Capable to deliver quality products/services within short time frame.
4. Wide network of coverage on both products and services.
5. Going extra miles to assist client in meeting their requirement, with creative and innovative
solutions.
I am both the founder and owner of OMSG/OMS, working as Senior Consultant / Operations &
Project Manager since 21-Apr-2004.
Key port folio are:
1) Few days project with DHL Supply Chain to set-up partition office in warehouse
(RM28.408.00).
2-Jan-2016 to 30-Jan-2016
Work scopes inclusive of warehouse renovation works, partition and ceiling works, painting
works, aircond works, electrical wiring works, cubicle workstations, etc.
2) Holding the status as Painting Contractor for ATRIUM during 1-Sep-2015 to 20Nov-2015
for painting projects. Currently managing painting works of RM159,000.
Main painting scopes are brick walls, roof, fencing, gate, piping, wood works, etc.
3) Holding the status as Main General Contractor for DHL Supply Chain since 1-Feb-2013
for numerous projects. From 1-Jan-2014 to current, have been completed project works
over RM1,860,360.
Main responsibilities are:
1. Project Management & Implementation
2. Warehouse and office renovation (partition walls and glass works, ceiling, furniture,
painting, epoxy flooring, anti-static flooring, etc.).
3. Mechanical & Electrical (lighting, power points, roller shuttles, aircond, etc.).
4. Fire Fighting System
4) 8-9 months of Project Analysis and Implementation (26-May-2014 to 4-Apr-2015;
USD47,250) in Malaysia and China for a France mineral group through INDUSTRIAL
ASSET CONSULTING (France).
Work scopes inclusive of Productivity, Processes, Quality, Operations Management, etc.
This inclusive of developing and implementation of few key tools like:
1) Site Optimization Log

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2) Skill Matrix
3) Roles & Responsibility Matrix
4) Observation & Analysis Log
5) Shift Log & Shift Hand-over Log
6) Action Log & Control Template
7) Excel template for Crushing & Mining Plan
8) Excel template for Capacity Planning, etc.
5) 3 weeks of Project Analysis (25-Nov-2013 to 12-Dec-2013; USD8,580) in Malaysia for a
France mining group through ALEXANDER PROUDFOOT (EUROPE) LTD under WE
FIND GROUP S.L.
Work scopes inclusive of Productivity, Processes, Quality, Operations Management, etc.
6) Holding the status as Main General Contractor cum Project Management for DHL
Express (Penang Gateway) during 3-Dec-2013 to 2-Oct-2014 (RM1,074,846).
1. Project Management & Implementation
painting, etc.).
3. Mechanical & Electrical (LED Lighting, power points, genset, UPS, roller shuttles, aircond,
etc.).
4. Fire Fighting System
5. Demolition of huge double brick strong wall (41mL x 12mH).
7) Holding the status as Main General Contractor for DHL Supply Chain since 1-Feb-2013
for numerous projects.
Main projects are:
1. Project-4: DHL-FELDA Aircond Maintenance since Sep-2013, for 6 states.
2. Project-3: DHL-FELDA Forklift Maintenance since Sep-2013, for 6 states.
3. Project-2: ISC Project in Pelabuhan Tanjung Pelepas. Since Apr-2013 (ISC Project in
Pelabuhan Tanjung Pelepas). Work scopes inclusive of warehouse renovation, electrical,
MHE Recharging facility, racking, fencing cage, supply of weighing scale, etc.
4. Project-1: DHL-FELDA Renovation Project for 6 states.
Phase-2: 19-Jun-2013 (FELDA Sahabat; Sabah)
Complete office renovation works within FELDA premises in 1 day. Work scopes inclusive
of electrical, phone cabling, aircond, supply of 2nd
hand forklift, wooden pallets, diesel
tanks, wheel chokes, fire extinguishers, etc.
Phase-1: 1-Feb-2013 to 6-Feb-2013 (FELDA Project)
Complete office renovation works within FELDA premises for 5 states in 6 days (around
2013 Chinese New Year). These premises are Shah Alam (Selangor), Pasir Gudang (Johor),
Serting (Negeri Sembilan), Kuala Terengganu (Terengganu), Temerloh (Pahang).
Work scopes inclusive of office partition, electrical, phone cabling, aircond, supply of 2nd
hand forklift, wooden pallets, diesel tanks, wheel chokes, fire extinguishers, etc
8) 3 weeks of Project Analysis (9-Apr-2013 to 23-Apr-2013) in Shanghai China for a
international group through THE HIGHLAND GROUP (US).
Main responsibilities:
1. Complete improvement analysis works for SPX Xidu plant.
2. Work scopes inclusive of Processes, Layouts, Quality, Operations Management,
Productivity, etc

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9) Holding the contractor status as Main General Contractor for DHL Express (Subang
Gateway) between 15-Feb-2014 to 26-Feb-2014.
painting, etc.).
2. Mechanical & Electrical (lighting, power points, aircond, etc.).
10) Service contract with VINCTECH TECHNOLOGY during Jan-2011 to Sep-2013.
VINCTECH TECHNOLOGY is a local company that specialised in:
1. Design & Build for Measurement Instrument, e.g. Industrial Heating Chambers.
2. Design & Built for Electrical Controls
3. Design & Built for Metal Engineering.
Primary responsibilities of services are:
1. Perform technical work of setting up the instrument
2. Perform technical work of setting up the Electrical Controls.
Main accomplishments:
A)WESTERN DIGITAL (PJ, MALAYSIA)
B) WESTERN DIGITAL (THAILAND)
11) 4.5 months contract services with VIRTUALS SPACE SDN BHD during 12-Jan-2011 to
31-May-2011. VIRTUALS SPACE SDN BHD is a local company that specialised in:
1. Design Consultancy
2. Design & Built
3. Project Management.
Primary responsibilities are:
1. Project Handling & Management
2. Setting up Project Department.
A)PAC LEASE (Menara Haw Par)
 Setting up new office of approx 2500sqft within 1 week.
 Works inclusive of work stations, meeting area, pantry and cabinets, compactus, painting,
carpets, blinds, airconds, etc.
B) INNOVATIVE INTERNATIONAL COLLEGE (Menara Mutiara Majestic – 12th
F1oor)
 Setting up new corporate office and study areas of approx 6500sqft.
 Works inclusive of ceilings, partitions, work stations, meeting rooms, pantry and cabinets,
tables and chairs, painting, carpets, blinds, etc.
C)KONSORTIUM LOGISTIK BERHAD (Warehouse Office)
 Setting up new office of approx 1800sqft within 1 week.
 Works inclusive of ceilings, partitions, rooms, painting, carpets, etc.
D)KONSORTIUM LOGISTIK BERHAD (New Head Office)
 Demolition of both first floor and ground floor offices approx 25000sqft
 Partially setting up first floor new office of approx 12500sqft
 Works inclusive of ceilings, partitions, rooms, painting, flooring, etc.
12) Short term employment contract by AE TECHNOLOGY SDN BHD to do some
Productivity Improvement between 1-Sep2010 and 28-Nov2010.
AE Technology Sdn Bhd is fully owned by AMTEK Group. AMTEK Group operates in 11
countries, namely Singapore, Indonesia, Malaysia, Thailand, Vietnam, India, Japan, China,
Czech Republic, France and USA.

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AMTEK has extensive capabilities in metal, plastic and rubber. AMTEK specialise in Precision
Metal Stamping, Precision Machining, Precision Plastic Moulding, and having Turnkey
capabilities in Product Assemblies.
Working as Senior Corporate Manager – Industrial Engineering, reporting to AMTEK Group
Corporation in Singapore, however I am stationing in Malaysia Office for strategic reasons.
Primary responsibilities are:
2. Process / Productivity / Profitability Improvement
3. Bench Marking
4. Project Handling & Management
5. Operational Management.
A)AEKL
 5G6G Packing – Successfully convinced Improvement Team to change process flow, and
consistently saving 0.4 headcount per shift (5.3% improvement; 7.6 down to 7.2 headcount
per shift) that equivalent to MYR1,783/mth.
 Caulking & Packing (Phase 1) – Successfully lead Improvement Team to explore possibility
of tightening up Production Standards and Process Flow. Improve Caulking Productivity by
20.0% (245.57 improve to 294.68 pcs/hr/hd) and Packing headcount by 9.1% (2.2 down to
2.0 headcount) consistently, that equivalent to MYR7,530/mth.
 Caulking & Packing (Phase 2) – Successfully shown Improvement Team further headcount
reduction of 25.0% (4 down to 3 headcount) consistenly, that equivalent to MYR9,413/mth.
 Reduce Line Rejection – Successfully shown Improvement Team way forward in rejection
reduction through application of Pareto Principle (80/20 Rule). Simple realisation of 15.4%
in rejection (1.3% down to 1.1%) just by focusing on Top 2 Defect Catogories and Top 2
Product Catogories. Consistent savings equivalent to USD2,970/mth.
 Assisted Improvement Team in creating and execution of few more improvement projects.
B) AEPB
 Assisted Improvement Team in creating and execution of few improvement projects.
C)APT
D)AEB
13) Helping B-PEN PLASTIC SDN BHD to do some Operations Improvement, Company
Profile and Layout during end-Oct-2008 to Aug-2009.
Phase-1 main responsibilities (beginning end-Oct-2008):
1. Observe and analyse the strengths and weaknesses of current Operations.
2. Propose improvement program on productivity, standards, material utilization, etc.
3. Prapare a Company Profile for entry to bigger clients.
Phase-1 main accomplishments (completed by Mar-2009):
1. Successfully completed Operations Observation & Analysis with improvement opportunities
identified.
2. Proposed Improvement for Operations with estimated savings of 8% on labour, and 3% on
material savings.
3. Completed Company Profile.

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Phase-2 main responsibilities (Aug-2009):
1. Design the Optimum Operations Layout for new plant.
Phase-2 main accomplishments (completed by Aug-2009):
1. Successfully completed Layout for new plant.
14) Engaged by SAIYAKAYA (M) SDN BHD as Freelance Consultant (Oct-2008) to do some
Operations Improvement.
1. Observe and analyse the strengths and weaknesses of Operations.
2. Propose improvement program like productivity, standards, management system, etc.
3. Pre-liminary setting up ISO/TS16949 program as entry to Automotive industry.
1. Done pre-liminary ISO/TS16949 work on FMEA (Failure Mode Effect Analysis), Control
Plan and some other reporting formats.
2. Highlighted improvement opportunity for Operations.
3. Proposed product coding system.
15) Was engaged by TACTICS ASIA SDN BHD (25B-27B, Jalan 52/1, Merdeka Square,
46200 Petaling Jaya) as Freelance Consultant (16-Apr/08 – 15-Aug/08) in doing a
PETRONAS project.
1. Interviewing for understanding of the processes, strengths and weaknesses
2. Process Mapping for various departments.
Main accomplishments (PETRONAS):
1. Process mapping for Global Supply Chain Management
2. Document the overview of Global Supply Chain Management.
16) Was engaged by CDME SINGAPORE (0402l – Maxwell House, Singapore 208568) as
Business Development Manager (1-Mar/2008 – 4-Apr/2008) to servey and develop business
in Vietnam market (Ho Chih Min City).
1. Servey and develop the market for training packages under TACK brandname.
1. Brief survey and analysis done
2. Project dis-continued as CDME not ready to invest and develop in HCMC since the
economy outlook was not promising.
17) Was engaged by TACTICS ASIA SDN BHD (25B-27B, Jalan 52/1, Merdeka Square,
46200 Petaling Jaya) as Freelance Consultant (Sep/07 – Jan/08) in managing and handling
various projects.
1. Interviewing for understanding of the processes, strengths and weaknesses
2. Process Mapping for various departments and translation.

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Main accomplishments (CORRO-SHIELD SDN BHD):
1. Successfully done the Process Mapping for Human Resources Management
2. Successfully done the Process Mapping for Materials Management
3. Successfully done the Process Mapping for Operations Improvement
4. Successfully done the Process Mapping for Accounting
5. Successfully done the Translation of machine manual from Chinese to English.
18) Was engaged by INTEGRITAS SDN BHD (Suite E602, Jalan 16/11, Phileo Damansara I,
46350 Petaling Jaya) as Freelance Consultant (Jan-2006) in managing and handling a
project.
1. Observation and analysis of processes and work practices
2. Process Mapping and improvement.
Main accomplishments (GLENEAGLES INTAN MEDICAL CENTRE):
1. Successfully done the Observation and Analysis of work practices for Intensive Care Unit
2. Successfully done the Process Mapping for Intensive Care Unit.
19) Was engaged by DHL EXPRESS (M) SDN BHD as Freelance Consultant (21/04/04 –
30/06/07) in managing and handling various projects.
1. Capacity Planning – 3 to 10 years
2. Facility Sizing – Office and Warehouse
3. Property Searching
4. Facility Layouts – Office, Warehouse, Process, Equipment, Machinery, etc.
5. Facility Specifications & Requirements
6. Project Costing & Scheduling
7. Budget Applications
8. Negotiation, Agreement & Project Bidding
9. Project Handling & Management.
A) Proposed DHL Service Centre at KG. KASSIPILLAI (21/04/04 – 28/02/05)
 Successfully obtained Budgetary and Engineering approvals from DHL Regional
Office
 Successfully completed negotiations and agreement preparations with rental below
market rate (Rental rate of RM1.80/sqft/mth for to-build facility on sourced land;
savings of RM0.68/sqft/mth or 27.4% on rental rate)
 Project abandoned last minute as land owner changed mind on land conversion
 Successfully prevented potential court case by presenting well documented chronicles
of event on project to lawyers of both parties.
B) Proposed DHL Service Centre at JALAN IPOH (01/03/05 – 31/12/05)
 Successfully obtained Budgetary and Engineering approvals from DHL Regional
Office for 10 years project commitment of RM17.8m
 Successfully completed designs of all relevant layouts (Operations, Offices, Fit-up,
etc.) of few sites
 Successfully completed negotiations and agreement preparations with rental below
market rate (Rental rate of RM1.80/sqft/mth for to-build facility on sourced land;
savings of RM0.68/sqft/mth or 27.4% on rental rate)
 Agreements sealed. Pending approval of DBKL.

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C) Rebranding of DHL Bikes (Apr-Jul 2006)
 Successfully obtained approval of DHL Regional on rebranding and design of bike fleet
 Successfully obtained approval on Budget Application
 Pending DHL on implementation.
D) Right Sizing of DHL KUL Gateway (May-Aug 2006)
 Successfully managed and handled the project within short time frame of 3 months
 Successfully obtained approval on Asset Disposal
 Mobilised all re-useable assets to other facilities and disposed all unwanted scrapts.
E) Management of Facility Defects for new DHL XPJ Service Centre at GLENMARIE
(Sep-06 to Jun-07)
 Successfully managed the developer QUILL in rectifying building defects from 200+
items down to 9 items at the point of hand-over back to DHL team
 Proposed and improved on some layouts of this facility.
F) Helping DHL to Source and Negotiate on Re-construction and Renovation for XPN
PENANG Service Centre
 Successfully help DHL to save ~RM1.2m (26.7%) in cost.
1.2 01/04/00  20/04/04 DHL EXPRESS (M) SDN BHD (23332-X)
Level 26 Menara TM, Off Jalan Pantai Baharu,
50672 Kuala Lumpur (03-22418544).
DHL EXPRESS is a world leader in the international express market. DHL provides the fastest,
most reliable and secure global door to door express pick-up, transport and delivery services. DHL
has international offices spread over 228 countries and territories worldwide, having more than
63,500 dedicated personnel, a fleet of 252 aircraft and over 18,500 vehicles operating in more than
3,000 service centres around the world. In Malaysia, there are 12 service centres, 13 agents, 2
airport facilities, a Country Office and an Information Hub.
Worked as Operations Program Manager (01/09/2002 – 20/04/2004) with primary
responsibilities on Operations Programs, Planning & Engineering, Budgeting & Cost Control,
Facilities, Projects, Application Systems, Operations Training, etc.
A) OPERATIONS PROGRAMS
1. Successfully implemented ROAM (Route Optimisation And Management) and WOAM
(Warehouse Optimisation And Management) for Kuala Lumpur Service Centre with
forecasted savings of Euro42k/year. Same program was successfully implemented for
remaining centres of Klang Valley, i.e. Petaling Jaya, Port Klang and Seremban.
B) BUDGETING & COST CONTROL
1. Successfully obtained approval from DHL Regional office for relocation to new Seremban
Service Centre (Euro827k).
2. Successfully managed OCPM (Operations Cost Per Move) below target.
C) PROJECTS
1. Successfully rolled out WMX (Pharmaceutical Product). Main tasks were facilities
preparation, training, communications, etc. This project was targeting to attract customers
from pharmaceutical industries.
2. Rebranding – a) Managed to get near perfect colour match for signages to DHL’s
“YELLOW”. b) Successfully rebranded all DHL facilities namely Country Office, Service

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Centres, Gateways and Global Information System. c) Managed to get near perfect colour
match for vehicles to DHL’s “YELLOW”. Painted all DHL vehicles in new DHL colour.
3. Successfully negotiated down rental of proposed new Seremban Service Centre by 50%.
Successfully relocated to new Seremban Service Centre.
D) APPLICATION SYSTEMS
1. Completed UAT (User Assessment Test) and Life Testing on GCA Scanners.
Subsequently completed full deployment to whole DHL Malaysia.
2. Completed UAT (User Assessment Test) and Life Testing on 2 Ways Communications.
E) OPERATIONS TRAINING
1. Main trainings done were WMX, SMART (Globalised Reporting System), GCA Scanner,
DGR (Dangerous Goods & Response), SAFE, 2 Ways Communications, Robbery
Response, Service Incident, etc.
Previously worked as Planning & Engineering Manager (01/04/2000 – 31/08/2002) with primary
purpose of contributing to DHL’s growth and market leadership through structured facility planning
and development, process improvement, industrial engineering with the objective of improving
productivity, efficiency and business performance.
A) PLANNING and ENGINEERING
1. Develop strategic plans for the development of business facilities like express centres,
service centres and gateways (airport facility) throughout Malaysia
2. Capital budgeting and application for facility investment and capital expenditures
3. Negotiate and formalize contractual agreements for facilities with Government, Public and
Corporate entities
4. Complete and open new facilities on time, to requirements and to budget to ensure Return
on Investment (ROI)
5. Ensure that all facilities, vehicles and equipment conform to DHL Corporate Policies,
Standards and Guidelines
6. Managing and upgarding the capacity of service centers, fleet, machinery, equipment, etc.
7. Security and safety requirement of services centers and offices
8. Ad hoc supervision on Maintenance functions.
B) PERFORMANCE IMPROVEMENT and CHANGE MANAGEMENT
1. Identify, plan and manage change projects related to the improvement of productivity,
efficiency and processes across the company
2. Benchmark and standardize processes to network requirements
3. Standardization of process, layout, machinery, systems, etc.
4. Selection and appointment of vendors on facility projects
5. Productivity improvement programs.
C) SPECIAL PROJECTS
1. To participate or project manage, company-wide and cross-functional projects as required
by the Country Management and the Network to ensure delivery against objectives,
schedule, cost and quality.

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A) PLANNING and ENGINEERING
1. Successfully completed SIDP (South-East-Asia Infrastructure Development Plan) for
DHL Malaysia. This was a 5 years business plan for relocating facilities to strategic
locations of prime business areas, well developed infrastructures, etc. The whole project
involves identifying and quantifying business volume by locations, future investment of
market from various companies by locations, trend and movement direction of business,
impact on services, logistic concerns, prioritization of facilities to be developed, etc
2. Successfully set up world class DHL airport facility in Penang International Airport within
extremely short timeline (1 month). The strategically planned and designed security
systems of this facility had obtained the certification of TAPA (Technology Asset
Protection Agency) Audit, making this the third DHL facilities certified on this stringent
audit worldwide.
3. Setting up a new service center in Sungai Petani within extremely short timeline (1.5
months) within budget limit.
4. Successfully negotiated/concluded tenancy agreement for DHL facility of Penang Airport
5. Successfully negotiated/concluded nation-wide vehicle Servicing Contract with TAN
CHONG
6. Planned/implemented fire fighting system (Smoke Detectors) for PJ Service Center.
B) PERFORMANCE IMPROVEMENT and CHANGE MANAGEMENT
1. Analysed and identified the financial mistake on payment scheme for contractors (payment
scheme vary to contract). This resulted in potential savings of ~RM1.4m/year.
2. Identified the problem of business distribution between DHL and contractors throughout
the whole Malaysia. There on plan and manage the change towards better volume mix to
secure DHL’s control on business.
C) SPECIAL PROJECTS
1. Successfully implemented THP (Transportation Harmonization Programme) at Kuala
Lumpur Service Center. This was to ensure all DHL facilities worldwide are standardized
in process, flow, layout and equipment across the world.
2. Successfully implemented ROAM (Route Optimization and Management) for service
centers at Petaling Jaya, Kuala Lumpur, Port Klang, Johor Bahru, Seremban, Sungai
Petani, Penang and Prai. This project had contributed to massive cost (~15%) and
manpower (~20%) savings hence boosted up the productivity.
3. Successfully implemented OCPM (Operation Costs per Move) project for all service
centers. This project was to track and monitor unit cost of the service. Also developed an
MS-Excel template to track and monitor cost performance by showing the indicator with
various formats for different compliances and non-compliances.
4. Successfully implemented Wave 2 Fleet project for whole Malaysia. This project was to
standardize all fleet vehicles according to Corporate Standards.
5. Completed X1 project for whole Malaysia. This project was to collect data and
information of our operations across whole world to identify the best business practices.
These best practices will then be taken as benchmark for the rest of DHL facilities.
6. Successfully facilitated the development and implementation of NET@WORK for DHL
Malaysia. This NET@WORK (new business process that similar to WORKOUT of
GENERAL ELECTRIC) was a process tool to resolve any business issues by utilizing the
developed tools/processes to realize cost savings and productivity/process improvement.
1.3 18/08/97  20/11/98 ASIA CONTROL SYSTEMS IMPAC (M) SDN BHD
Suite 10-1, 10th
Floor, The Weld Tower,
76 Jalan Raja Chulan, 50200 Kuala Lumpur. (03-2022989)
ASIA CONTROL SYSTEMS IMPAC (M) SDN BHD was a US management consultancy that
specializes in productivity/profitability improvement, unit cost reduction and management training

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by using “IMPAC” program. “IMPAC” was a total translation of management culture into system,
which produces results through increased awareness and productivity, in turn this produces higher
management moral and greater profits. “IMPAC” guaranteed result! Normally a 250% R.O.I. will
be realized within the first year after completion of the project.
The major clients were MARDEC, TDK, SUNGAI WAY QUARRY INDUSTRIES SDN BHD,
MATTEL, NESTLE, TENAGA NASIONAL BHD, ALVIS RENT-A-CAR, FUJITSU,
MATSUSHITA-PANASONIC, ZEROX and BALLY SHOES FACTORIES.
Worked as a Productivity Specialist (RM340+/day) that designs, develops and implements
management systems, which have been agreed upon with the client. I also deal with the
perpetuation, upgrading and sustention of the systems installed.
1. Analyze/study the organizational behavior and operational capability of clients.
2. Custom designs, develops and installs the management systems. Then, perpetuates and follow-
up on those installed systems. Areas responsible are planning, production, maintenance, energy
and overtime. Also partially involve in quality system and control, sales system and control.
3. Procedure development and writing.
4. Teaches/coaches the front line supervisors and middle management to be more effective in the
work place. Also co-train supervisors and middle management on management and productivity
awareness.
5. Replace entrenched systems and counterproductive methods with better solutions.
6. Designs, develops and installs Capacity Planning System that gives control of labor hours,
materials and equipment at the point of execution.
Projects involved and accomplishments:
1) MARDEC PROJECTS (16th
-Aug-97 to 17th
-Mar-98)
MPP (Mardec Precision Products SDN BHD)
Top manufacturer of industrial and commercial rubber products such as automotive parts,
rubber washers, bottles, rubber tubes, etc.
PLAAT
Top manufacturer of commercial rubber products such as swimfins, bottles, bathmats, etc.
Improved profitability by:
 Successfully enforced the established Standard Time hence achieving higher productivity at
lower labor hours. Productivity improvement estimated to be 7-15%.
 Successfully achieved better quality by promoting quality awareness at work area. This was
due to strict compliance of Work Instruction and cleanliness of work area.
 Successfully developed and programmed a Capacity Planning System. It automatically
computes resources (manpower, machines, materials and work hours) required to produce
an order. The end result was lower material inventory, less wastage and lower overtime cost.
 Working as External Auditor to audit on the compliance of systems installed.
2) HSIN CHU BANK, TAIWAN (24th
-Mar-98 to 9th
-May-98)
Taiwanese banking group that consists of 72 branches.
Accomplishments:
 Established Work Instruction and Standard Time.
3) TDK (M) SDN BHD (29th
-Jun-98 to 7th
-Nov-98)
Japanese’ electronics giant that manufactures transformers, capacitors, inductors, etc.

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Improved profitability by:
 Successfully established and implemented Standard Time. Thereafter driving and coaching
supervisors in enforcement of the standards. This increased productivity from 16000
coils/machine to 18500 coils/machine (15.6% up).
 From established Standard Time, successfully developed the break-even matrices of product
versus manufacturing system. Estimated gain of 15-25% extra capacity.
 Improved productivity awareness and moral of front line supervisors by coaching and
training on lost time, production system, quality awareness, etc.
 Successfully developed and programmed Master Schedule (in MS-Excel file). It
automatically computes manpower and labor hours required in producing an order.
1.4 14/08/95  15/08/97 READ-RITE (M) SDN BHD
2580 Tingkat Perusahaan 4B, Zon Perdagangan Bebas Perai Dua,
13600 Perai, Penang. (04-3852254)
READ-RITE was a US diskdrive MNC that manufactures HGA (Head-Gimbal Assembly) and HAS
(Head-Stack Assembly; reading/writing mechanism in computer harddisk) of high performance.
Major customers were SEAGATE, WESTERN DIGITAL, IOMEGA, MAXTOR and QUANTUM.
1.4.1 14/08/95  30/06/96 Industrial Engineering/Capital Budgeting/Packaging
Worked as Section Head (RM3650-3914+/mth) with major responsibility of setting-up
Industrial Engineering Department. After 4 months of proven records, was then given
additional job functions on Capital Budgeting and Packaging.
Main responsibilities and accomplishments:
A) INDUSTRIAL ENGINEERING
1. Successfully standardized process, layout, machinery, equipment, systems, etc.
2. Successfully developed and established Time Study and/or Work Measurement
Techniques into the manufacturing system.
3. Trained subordinate to become methods conscious, and performing Time Study and
Work Measurement. Successfully guided subordinate on time study using stopwatch.
4. Developed, established and managed Time Formulae and Standard Data such as
process time, UPH, capacity, process yield, etc.
5. Successfully developed and established the manufacturing time of new products.
6. Performed Work/Method Study on Non-Value-Added Work (NVA) for elimination
and process simplification.
7. Successfully standardized process, layout, machinery, equipment, systems, etc.
8. Successfully developed and established Time Study and/or Work Measurement
Techniques into the manufacturing system.
9. Trained subordinate to become methods conscious, and performing Time Study and
Work Measurement. Successfully guided subordinate on time study using stopwatch.
10.Developed, established and managed Time Formulae and Standard Data such as
process time, UPH, capacity, process yield, etc.
11.Successfully developed and established the manufacturing time of new products.
12.Performed Work/Method Study on Non-Value-Added Work (NVA) for elimination
and process simplification.
13.Successfully done few Process improvements and line balancings.
14.Layout designing, planning and improvement. By relocating the old
facility/production cell, the production capacity was increased by ~18%.
15.Successfully developed the Capacity Planning System (in MS-Excel file) that links to
volume demand, production space, equipment status, tester status, etc.

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B) CAPITAL BUDGETING
1. Successfully developed the Capital Budgeting System (in MS-Excel file) that links
to approved budget, purchase request, purchase status, budget balance, etc.
2. Supported Planning and Manufacturing Departments in capital planning, request,
control and management.
3. Successfully planned, managed and controlled the Capital Budget.
4. Cost reduction through resources/information sharing among corporate companies of
Thailand, Philippine and Malaysia plants.
C) PACKAGING
1. Successfully developed, established, managed and controlled all Packaging Methods,
Specifications, Procedures, etc.
2. Cost reduction through implementing recycle program, methods improvement,
continuous improvement, standardization, etc.
3. Significantly improved product identification by applying labels with color
combination.
4. Product handling and packaging. Inclusive of ESD (Electro-Static Discharge)
Protection, tray recycle-ability and charge conductivity.
1.4.2 01/07/96  15/08/97 Manufacturing Systems & Services
Having successfully developed and operated IE/Capital Budgeting/Packaging Department,
was transferred to Manufacturing Systems & Services Department under job-rotation
programs. As Section Head (RM4317+/mth), main responsibility was Capacity
Management whilst secondary roles were Systems and Organizational Set-up cum Project
Management.
1. By tightening process standard time and equipment utilization, had increased plant
capacity from 2.8 million HSAs/quarter to 3.5 million HSAs/quarter (25% up).
2. Successfully reduced equipment requirement by ~15-25% after revising methodology of
equipment allocation.
3. Successfully developed the Capacity Management Section and brought it up to pro-
active level, where it was responsible for necessary advice and action plan in meeting
customer demand. This includes software system (in MS-Excel file) that flexible
towards change of shift configuration, line configuration, process time, process yields,
etc. It also provides some Programmed Decisions.
4. Successfully planned, managed and controlled plant capacity to meet forecasted volume
demand as well as unforeseen fluctuation of material supply. This includes management
on tooling, equipment, floor space requirement, equipment utilization, etc.
5. By linearising volume loading and set-up activities, has minimized Overtime Cost.
6. Successfully planned, prepared and managed Capital Budget for capacity related items.
Also monitored and followed-up on purchase of capacity equipment, tooling, etc.
7. Liaison with US, Thailand and Philippine counterparts on sharing of resources and
information especially capital equipment and knowledges on capacity management.
8. Regularly worked as Weekend Manager to represent Operation Director on matters or
issues that require decision and attention.
9. Successfully prepared Capital Budget (Capacity Items) for fiscal year 1997.

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1.5 03/04/95  31/07/95 JEAN (M) SDN BHD
Lot 2 Subang Hi-tech Industrial Park, Batu Tiga,
40000 Shah Alam, Selangor Darul Ehsan. (03-7316876)
Worked as Assistant Industrial Engineering Manager (RM3400+/mth). JEAN was a Taiwanese
company that manufactures color monitors. These monitors were mainly for oversea markets like
Europe, Holland, US, Taiwan, etc.
1. Successfully formed IE department and managed its daily operation.
2. Successfully developed and designed assembly processes for color monitor of model JD144C,
JD144H, IBM and Philips/Apple monitor. This inclusive of Manual-Insertion, Chassis Assembly
and Casing.
3. Developed some standard time, standard data, work instruction and manufacturing system. For
instance, both hands reaching to bins (30cm away) needs 1.2sec whilst inserting a 2legs
polarity capacitor onto PCB takes 1.5sec.
4. Conducted some method and work study, hence introducing system improvement. For instance
by performing time study onto Casing line, 3 operators were reduced out of 35 which gives
8.57% reduction in headcount.
5. Successfully developed system and procedure of IE department for ISO 9000 creditation.
6. Project handling and coordination. For instance, by enforcing the line supervision and
productivity improvement on Manual-Insertion lines, it had increased output by ~20%.
1.6 03/01/95  21/03/95 TAIWAN LITON ELECTRONIC (M) SDN BHD
Plot 150 Phase 1, Bayan Lepas FTZ, 11900 Penang. (04-6448505).
Worked as Senior Industrial Engineer (RM3200+/mth) but reporting directly to the Managing
Director. LITON was a Taiwanese company that manufactures computer peripherals like switching
power supply, adapter, etc. Major customers were COMPAQ, DELL, APPLE DIGITAL, etc.
1. Production and system improvement. Successfully reduced change-over time (Manual-Insertion
area) by ~67.4% with the implementation of parallel change-over and advance material
preparation onto trolley.
2. Jig/fixture design and work study. Designed better fixture for holding work instruction with
shorter change-over time.
3. Project handling and coordination.
1.7 01/11/92  22/09/93 TRU-TECH ELECTRONICS (M) SDN BHD
79 Jalan Langkasuka, Larkin Industrial Estate,
80350 Johor Bahru. (07-2361888)
Worked as Industrial Engineer (RM2200-2503) in the Corporate Engineering Department that
responsible for 4 plants. TRU-TECH was a contract manufacturer that manufactures walkmans,
cassette players, remote controls, answerig machines, hi-fi and electronic toys. TRU-TECH
performed surface mounting, auto-insertion, manual-insertion, chassis assembly and casing
operations. Main customers were AIWA, SONY, KENWOOD, NIKKO, etc.
1. Plant Layout, Workstation Jig/Fixture Design, Line Balancing and production support.
2. Project coordination cum liaison with both vendors and contractors. Major vendors were
KAWASHIO CORPORATION, UNIVERSAL INSTRUMENT, CKD CORPORATION, etc.

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3. Project handling on the preparation and installation of manufacturing facilities such as surface
mounting equipment, automatic component inserters, conveyor systems, compressed air piping,
electrical supply, etc. Handled the installation of ~10 SMT lines complete with facility hook-up.
4. Methods and process improvement. Designed and improved the system of transporting products
from production floor to finish good store.
1.8 30/12/91  31/10/92 SPHERETECH ENGINEERING SDN BHD
Plot 17 Jalan Gangsa, Pasir Gudang Industrial Estate,
81700 Pasir Gudang, Johor. (07-511860)
Worked as Assistant Project Engineer (RM1400-1650+/mth). SPHERETECH fabricates pressure
vessels, storage tanks, heat exchangers and petrol-chemical process piping.
1. Successfully coordinated, planned, supervised cum monitored the fabrication and erection of
process piping (worth RM3m). This project made profit of ~RM1.3m and completed way
ahead of schedule.
2. Successfully coordinated, planned cum supervised the fabrication and erection of 4 storage
tanks each of 100m3
capacity.
3. Project coordination cum liaison with both customers and contractors.
1.9 15/06/90  31/08/91 SHINCA SDN BHD
Bayan Lepas FTZ, 11900 Penang. (04-844919)
Worked as Industrial Engineer (RM1250-1355/mth). SHINCA manufactured electronic products
such as walkmans, radios, televisions, cassette players, etc. The PCB Assembly operation consisted
of Manual-Insertion, Chassis Assembly and Casing. Major customers were SONY, SANYO,
ROBERT BOSCH, GRUNDIG, THOMSON, etc.
1. Installation of Standard Time, Methods and Process Improvement/Development. Successfully
developed the assembly process and prepared work instructions for GRUNDIG’s CB20.
2. Plant Layout, Workstation Jig/Fixture Design, Line Balancing and production support.
3. Project Coordination cum liaison with both customers and vendors. Successfully coordinated on
product transfer of GRUNDIG’s SC465, BOSCH’s Bristol CC21 and THOMSON’s GE4612A.

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2 QUALIFICATIONS OF SPECIAL SKILLS AND KNOWLEDGES
2.1 Methods-Time Measurement Techniques (for measuring Standard/Process Time)
Principal applications:
1. Developing/improving work method
2. Establish/estimate time standard
3. Guiding product, tool and equipment design and selection, etc.
8th
-19th
Jul 91 MTM-1 (Grade-A; Certificate no. M8958)
22nd
-26th
Jul 91 MTM-2
29th
Jul - 2nd
Aug 91 MTM CORE DATA
28th
Feb - 1st
Mar 91 MTM-4M (Computerized MTM-1)
2.2 Quality Documentation (gained at University Of Warwick, UK)
5th
-9th
Sep 94 ISO 9000 Lead Assessor
2.3 The Engineering Council Examination (UK)
1987 - 1994 Part-1, Part-2A and Part-2B
2.4 Self Improvement & Development Courses
7th
-8th
Aug 1995 Systematic Problem Solving Processes
5th
Apr 1996 Continuous Improvement Techniques & Tools
17th
-18th
May 1996 Advanced Interview Skills
8th
Aug 1996 Challenge Excellence
8th
Oct 1996 Computer Simulation -- Hands-on (WITNESS)
9th
Dec 1996 Situational Leadership
17th
-18th
Dec 1996 JIT on Production Shopfloor -- Kanban based system
20th
Dec 1996 Presentation Skills
Feb 1997 MRP
8th
-9th
May 1997 WITNESS Simulation (Basic)
12th
-14th
Jun 1997 WITNESS Simulation (Advance)
18th
-19th
Sep 2002 Six Sigma Customer Service
23rd
-24th
Oct 2002 SMART Operations Training
15th
-16th
Jul 2003 Understanding & Documenting An ISO 9001:2000
Quality Management System
17th
Jul 2003 Business Process Development
18th
Jul 2003 Quality Manual Development Training
22nd
-24th
Jul 2003 Finance for Decision Makers
23rd
-28th
Feb 2004 Service Centre Management Leadership in Action (Distinction)

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3 ACADEMIC RECORDS
3.1 Sep 1993  Sep 1994 UNIVERSITY OF WARWICK (Warwick Manufacturing Group)
Coventry CV4 7AL, UK.
Qualifications achieved:
1. MSc in Manufacturing Systems Engineering
2. The Engineering Council Examination Part-2B
Subjects major in:
1. Manufacturing Systems
2. Production Planning & Control
4. Manufacturing Strategy & Implementation
5. Quality & Reliability
Individual project work:
 Production Improvement Through Methods-Time Measurement
Group project work:
 Machining Of Advanced Engineering Composite Materials
3.2 1987  1990 TUNKU ABDUL RAHMAN COLLEGE
Jalan Genting, 53000 Setapak, Kuala Lumpur.
1. Diploma in Mechanical & Manufacturing Engineering
2. The Engineering Council Examination Part-1 & Part-2A
Individual project work:
 Alignment Jig/Fixture For Power Transmission
Activities:
 Business Manager of the “14th
Mechanical & Automotive Engineering Society Night”
 Member of First Aid Unit
3.3 1983  1986 SEKOLAH TINGGI PORT DICKSON
Batu 2 Jalan Pantai, 71000 Port Dickson.
1. Sijil Tinggi Persekolahan Malaysia (STPM)
2. Sijil Pelajaran Malaysia (SPM)
Activities:
 Represented school in M.S.S.D., P.D. Cross Country
 Class representative
 Member of Electronic Club and Interact Club

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3.4 1979  1983 SEKOLAH MENENGAH CHUNG HUA
71000 Port Dickson.
1. Sijil Rendah Pelajaran (SRP)
2. Sijil Peperiksaan Bersama Sekolah-sekolah Menengah Bersendirian Cina Di Malaysia
Activities:
3.5 1973  1978 SEKOLAH RENDAH JENIS KEBANGSAAN CHUNG HUA
71000 Port Dickson.
Activities:
 Member of Boy Scout
4 LANGUAGE, COMPUTER LITERACY AND REFERALS
4.1 Language
Written Spoken
English Good Good
Bahasa Malaysia Fair Fair
Chinese Excellent Excellent
4.2 Computer Literacy
Skill Level
MS Excel Excellent
MS Word Excellent
MS PowerPoint Excellent
MS Project Good
AutoCAD Fair
5 NETWORK OF COMPANIES ASSOCIATED WITH
5.1 Network of companies associated with
Closely associated network consists of:
1)Operational Management Systems (OMS; since 10-Feb-1999)
2)World Tech Engineering (since 18-Oct-2000)
3)OMSG Engineering Sdn Bhd
4)LB Brothers Construction Sdn Bhd
5)Alumiglass Decoreno Sdn Bhd
6)KL Construction Decoreno Sdn Bhd
7)BEX Engineering Sdn Bhd
8)T-OK Engineering Sdn Bhd
9)JT Advertising
10) Galaxy Signcrafts

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11) MPS Coating Sdn Bhd
12) JK Joon Kit Advance Tech Sdn Bhd (since 2002)
13) R&B Global Networks Resources
14) Yixing Industrial Equipment Installation Co. Ltd. (since 1976; China)
15) Kejuruteraan Emaskon (M) Sdn Bhd
16) Multi-level Storage Systems Sdn Bhd
17) PC Installation & Contracting Sdn Bhd (since Jun-1992)
18) Systematic Electrical Engineering Sdn Bhd (since 18-Aug-1989)
19) Tri-Jed Builders Sdn Bhd
20) Teakway Industrial Sdn Bhd (since 1987)
21) Vinctech Technology (since 2004)
22) MTechnic Marketing (since Jun-2000)
23) Thong Painting Specialist (since 1980)
24) Sunway Geotechnic Sdn Bhd
25) Janateguh Sdn Bhd
26) Modul Waja Sdn Bhd
27) Kumpulan Protection Sdn Bhd
28) Angsana Tunas Industries Sdn Bhd
29) B-Pen Plastic Sdn Bhd (since Apr-2004)
30) Globaline Trading (since 18-Dec-1998)
31) Globaline Enterprise (since 11-Jul-2011).

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6 PHOTOS/IMAGES OF SOME MAJOR CONSULTING WORKS DONE
Roles & Responsibility Matrix (partial version)
Good matrix shall inclusive of:
 Complete link between roles, responsibilities, positions, etc.
 Hierarchy and communication link, etc.
Skill Matrix (partial version)
Good matrix shall inclusive of:
 Roles and skill requirement, level, etc.
 Compliance, development need, etc.

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Process & Skill Level Assessment Template (partial version)
Good template shall inclusive of:
 Detail processes, procedures, skill requirement, level, etc.
 Parameters of assessment for various processes, procedures, etc.
 Compliance, development need, etc.
Shift Report (partial version)
Good report shall inclusive of:
 Detail plan target, actual, variance, etc.
 Action required, etc.

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Shift Handover Log (partial version)
Good log shall inclusive of:
 Detail handover remarks, etc.
 Action required, etc.
Action Log (partial version)
 Detail description and status, action required, etc.
 Roles and responsibilities to fix concerns, etc.
Action Log Control (partial version)
 Detail description and status, tracking outcome, etc.
 Roles and responsibilities to fix further concerns, etc.
 Nest cause of action, etc.

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PENANG Airport warehouse facility
Turn-key project of expanding client facility from approx 40,000sqft to 80,000sqft, this inclusive:
 Project Management of the whole project inclusive layouts, authority approvals, managing all
contractors and authorities, delivery schedules, meetings and discussions, confrontations,
implementations, etc.
 Physical demolition of steel reinforced Safe Wall (40.0mL x 12.0mH x 0.3mT),
 Physical installation of 143 pieces of LED highbay lights,
 Physical mechanical and electrical works,
 Physical civil and office partition works,
 Physical Fire Fighting System,
 Physical installation of Safe cages,
 Physical Testing & Commissioning, etc.

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PENANG Airport warehouse - lighting LUX simulation
Simulation of LUX level for LED Highbay lights:
 Various heights from 8.0m-11.0m were simulated for best lighting effect
 Various quantity of lights from 120-160 pieces were simulated for best lighting effect.
PENANG Airport warehouse - lighting layout
Layout for 143 pieces of LED highbay lights:
 Lights are evenly distributed on both X-axis and Y-axis for best lighting effect.

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Proposed layout for Aerospace industry warehouse - Ground floor
The whole Operation requirement nicely fit into an existing floor:
 Sufficient van bays
 Sufficient truck bays
 Sufficient car bays
 Sufficient production/assembly lines for various parts
 Sufficient temporary storages for various parts.

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Proposed layout for Aerospace industry warehouse - First floor
The whole Operation requirement nicely fit into an existing floor:
 Sufficient sub-production/sub-assembly lines for various parts
 Sufficient storages for various parts and raw materials.

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Proposed Design & Build facility for Client (KL – Vehicle Flow)
The whole Operation requirement nicely fit into a green site with:
 Sufficient amount of necessary processing areas for Ground Operations
 Effectively designed Process Flow
 Effectively designed Traffic Flow for vehicles
 Sufficient offices, pantry, toilets, etc.

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Proposed Design & Build facility for Client (KL – Ground & First floor)
The whole Operation requirement nicely fit into both Ground and First floor with:
 Sufficient amount of necessary processing areas for both Ground and Mezzanine Operations
 Sufficient offices, meeting areas, pantry, toilets, etc.

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Proposed Design & Build facility for Client (KL – Warehouse & Office)
The whole Operation requirement nicely fit into a green site with:
 Sufficient amount of necessary processing areas for Ground Operations
 Effectively designed Process Flow
 Effectively designed Traffic Flow for vehicles
 Sufficient offices, pantry, toilets, etc.

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Line Balancing (Headcount 6 down to 5)
1 operator operates 2 m/c instead of 1 operator to 1 m/c

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Headcount 6 down to 5 for 2 lines
Reducing rejects by focusing on Top 3 Root causes

CS Tan Detail Resume (28032016)

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