Nothing beats catching up with co-workers over a delicious lunch at @.jangsujan.atl 😋 We love seeing our engineering team come together to share quality time and tackle complex challenges over lunch!
Popmenu’s Post
More Relevant Posts
-
Unleash Companies Brilliance by Storytelling | Brand ing and Marketing | Event Management | Personal Assistant
Your goal, our mission. No deny that AI has make everything easier and convenient these days, but we also realized the downsides especially when it comes to quality, human touch and deep messages to audience. And these are our strongest area. #corporatevideo #videomarketing #malaysia #storytelling
CEO at Infinite Loop Media. Group Chief Marketing Officer of Ramssol Group Berhad. Interviewed and Featured in The Edge Publications. Golden Bull Award Winner. SME 100 MALAYSIA Award Winner.
ONE OF OUR LATEST CREATION : I am excited to share a glimpse of our latest project—a showcase video for the only Malaysian-made brand in the paint industry, and it's making its mark on Bursa Kuala Lumpur's IPO scene very soon ! Our showcase video production journey took us to their state-of-the-art manufacturing plant, where automation meets precision. We featured this remarkable company from the impressive control room operations to the vibrant hues inspired by Malaysia’s rich culture, every frame tells a story of excellence and pride. We also bring in the vivid colors of Malaysia to the deep reds of our heritage, the video captures the essence of Malaysian culture through the vibrant palette of their products. And here's a little surprise – this cutting-edge Multi Million Dollar facility is right in Batu Gajah, my very own hometown! Watch our creation here, and let me know if you think this is a good creation too ? Proudly produced by Infinite Loop Media. VIDEO : https://lnkd.in/ghEtE_4h
-
Revolutionizing Logistics | Founder @Vedang Polyflex LLP | Enabling e-commerce packaging for 30+ brands
Business is no joke….. But, if I only had 6 months to start Vedang Polyflex LLP again, here’s what I would do….. 1️⃣ I would divide my team in terms of technical proficiency and performance and utilize S.M.A.R.T. (Specific, Measurable, Achievable, Relevant, and Time-Bound.) goals to tackle the whole operation. 2️⃣ I would seek mentorship from an experienced professional with a strong background in both business and law to provide guidance and support. 3️⃣ I would control costs by investing in raw materials and regularly checking equipment to avoid last-minute disasters. 4️⃣ I would oversee delivery operations, handle multiple shipments, fix delivery issues, and improve customer delivery records. 5️⃣ I would test new technology before implementing the system upgrades. That’s why pilot tests are better for profits and ROIs, than hopping on to every single new tech that comes into the market. With a courier manufacturing plant like Vedang Polyflex LLP, I have already faced numerous obstacles and will continue to face them in the future. But, if you could start a new business tomorrow, what would it be?
-
-
On a tactical level, there’s friction in coordination. It takes a senior enough EM or engineer to be able to break work down, distribute it, and coordinate across those to carry one ball as a team. If you don’t have that “coach” who can do that tactical work, the result is usually giving each engineer a project. This results in high WIP (however many engineers you have), but you don’t have to do the work of splitting a project into parts but just sequence projects.
Curious to hear from engineering managers who figured out how to have their team focus on moving one ball forward instead of having “one project per engineer”. What was the unlock? How did you counter pushback? How did you counter promotion driven development?
-
Seasoned people manager and global ManEx/CI expert (ex.Maersk, ex.PG) @ Ontex
Direct to the point... this is how you exactly build your future leaders and how you should always validate your standards...
I still recall an incident from my early days in South Korea when I approached the Department Manager, asking her to implement a standard operating procedure I had created for finding and fixing defects in the Machines. Since I was new, my rapport with the operators wasn’t well established yet. To my surprise, I soon found my name on the grievance notice board, with complaints about the procedure I had tried to deploy. Steve Skovgard , the next Plant manager I ever had, was looking for me, and I knew it had to be about this issue. "Let’s grab a coffee and stand outside—the weather’s great," he said when he found me. We got coffee from the vending machine and went out. A short window of summer weather is a luxury in Korea, so we made the most of it. As we sipped our coffee, Steve asked me something that completely shocked me. "Do you know how to operate these lines?" "No, not really," I admitted. "All right then," he said with a knowing smile. "For the next three months, you’ll be attached to one of the line teams. Go eat with them, change your uniform with them, and just be with them. Follow the instructions of your team leader. You don’t need to worry about any tasks assigned to you as a manufacturing excellence leader—I’ll manage those until you’re back." I didn’t like a bit of what he said. I was an expat manager, and he expected me to run the line. Ridiculous !!! But reluctantly, I agreed. I attached myself to one team, and the team leader immediately asked me to execute the very process I had asked the Department Manager to deploy—finding and fixing defects. It was then that I realized the process I had designed was flawed and nearly impossible to execute on the floor. That’s when it hit me why Steve wanted me to spend time on the floor and learn to operate first. Those three months taught me invaluable lessons about enabling and empowering people. They also taught me the importance of role-modeling behavior before setting expectations. Above all, my rapport with the operators strengthened, fostering mutual camaraderie and trust. My technical competence also grew, and by the end of those three months, I could operate any part of the machine, assist with changeovers, and troubleshoot effectively. This experience stayed with me throughout my career, enabling me to redefine operational and manufacturing excellence techniques using TPM, Lean Management, and Six Sigma methodologies more efficiently, while eliminating unnecessary elements. I can never stop thanking Steve for what he did for me. Excerpt from; the upcoming book. BEYOND EFFICIENCY The Human-Centric Approach to Create a Competitive Edge in Manufacturing Excellence Coauthored by. Madhav Rao and Gerardo Orta
-
Watch now: https://lnkd.in/gjPCcJdK Join us for an exclusive interview with Arihant Mehta, President of Pinnacle Industries Limited, as we explore the latest innovations and insights from Busworld Southeast Asia 2024 in Jakarta. Discover how Pinnacle Industries is pioneering advancements in automotive components and bus manufacturing, setting new standards for quality and sustainability. In this enlightening conversation, Arihant Mehta discusses Pinnacle Industries' vision for revolutionizing the bus manufacturing sector, emphasizing innovations in chassis manufacturing, body fabrication, and assembly line efficiency. Learn about their commitment to integrating smart technologies, enhancing safety features, and meeting global standards of excellence. Gain valuable perspectives on the future of mobility solutions as Arihant Mehta shares his insights into market trends, regulatory challenges, and the company's strategic initiatives for sustainable growth. Don't miss this exclusive interview to gain insights into the innovations driving efficiency and innovation in the bus manufacturing industry. Subscribe now to catch this engaging discussion and stay updated on the groundbreaking developments from Busworld Southeast Asia 2024! #BusworldSEA2024 #PinnacleIndustries #AutomotiveInnovation #BusManufacturing
-
-
🚀 Revolutionizing Manufacturing 🚀 Explore the future of manufacturing with Kunshan Aoyi. Our new production line features advanced automation and optimized workflows for top-notch quality and efficiency. Watch the video and connect with us! #Manufacturing #Innovation #Quality #KunshanAoyi
-
JIDOKA is a Lean method that is widely adopted in manufacturing and product development. Also known as autonomation, it is a simple way of protecting your company from delivering products of low quality or defects to your customers while trying to keep up your takt time. Jidoka relies on 4 simple principles to ensure that a company would deliver defect-free products: 1. Discover an abnormality 2. Stop the process 3. Fix the immediate problem 4. Investigate and solve the root cause
-
Helping manufacturing directors accelerate profits, increase productivity and empower teams to create high performing factories | Transforming processes & systems | Process & Continuous Improvement Specialist
It is Friday and time for our next installment of our A-Z of Process Improvement and this week it is Y for Yokoten. Yokoten is a powerful principle in Lean manufacturing, promoting knowledge sharing and continuous improvement. Here's why it matters: ✔ Knowledge Sharing: Transferring successful practices from one area to another to replicate success. ✔ Cross-Functional Collaboration: Fostering teamwork and collaboration across departments. ✔ Standardisation: Establishing best practices as standard procedures for consistent performance. ✔ Scalability: Scaling successful initiatives across the organization for widespread impact. ✔ Continuous Improvement: Driving ongoing enhancement through shared learning and adaptation. In manufacturing, embracing Yokoten leads to a culture of innovation, efficiency, and excellence. www.fluere.co.uk - helping manufacturing directors create high performing factories by accelerating profits, increasing productivity and empowering teams.
-
-
Food Technologist to be | Intern at PSQCA | Intern at Pepsico | xIntern at Hussain Lakhani Hospital l QA l QC l HACCP | JUW
What is the 5's Methadology? The "5 S" methodology is a workplace organization technique that originated in Japan. It stands for: 1. Seiri (Sort): Sorting through and separating necessary and unnecessary items, removing clutter. 2. Seiton (Set in Order): Organizing and arranging necessary items in a neat and efficient manner, ensuring easy access and retrieval. 3. Seiso (Shine): Cleaning and inspecting the workspace to maintain cleanliness and identify and address any issues or defects. 4. Seiketsu (Standardize): Establishing standardized procedures and practices to sustain the improvements made through sorting, organizing, and cleaning. 5. Shitsuke (Sustain): Maintaining discipline and adherence to the established standards over time through continuous training, monitoring, and improvement efforts. Implementing 5S leads to improved efficiency, safety, and quality in industrial settings by reducing waste, enhancing organization, and promoting a culture of continuous improvement. #5'sMethadology #Safety #QualityAssurance #FoodScience
-
