Resume

ĐINH NGUYỄN DUY DŨNG

Gender: Male
Birthdate: 22/01/1979
Married

7.01, Lan Phuong Tower, 104 – Ho Van Tu
Street, Truong Tho Ward, Thu Duc District,
Ho Chi Minh City, Vietnam
Cell: 0963 845 563
Email: dnddung@gmail.com
General
Information

Career Goal

Work
Experience

Experience period: 18 years
English: Intermediate level
Excel: Good (KPI Dashboard& slider analysis vs. pivot-table, macro & VBA)
Major area of study: Industrial and Supply Chain Management
The current job: Project & Operation Management
The current company: Saturn Engineering System In Vietnam (Saturn VN)
The current position: Project & Operation Manager
The expected job: Plant/ Factory/ Operation/ QA& Improvement Manager

To become the Professional Supply chain Director or Chief Operation Officer in the next 5 years

Some records:
Improve the OEE ratio from 35% to 55%
Improve the production cost from 0.13 to 0.09 (usd/ liter of oil)
Improve the productivity from 90 to 205 (LPMH)
Reduce the headcount from 420 people to 390 people,
Improve the scrap rate from 1.4% to 0.9%,
Improve the change-over lead time from 150 to 90 (min/ time)
Improve the inventory accuracy ratio up to 99%
Improve the cost saving from 1 mil$ to 2 mil$ in Eng. Dept. per year
Setup the new Engineering, &Production system (New company),
Setup the new QA, Lab, supply chain &traceability system (New company),
Re-setup the production & warehouse process system (Old company),
&Re-setup the maintenance, process& engineering system (Factory moving),
Strong in demand forecasting, planning, safety inv. controlling& order placing,
Build & practice the project checklist from zero. (Readiness for mass production)

* Process engineering& improvement,
– Practice the factory layout based on the manufacturing process map and the priority material flow, & HSE compliance,
– Compute the capacity requirement plan (CRP): machine quantity, workstation, factory capacity, headcount according to the standard of cycle time and processing time, changeover time.
– Clear out the bottleneck stations by the line balancing method based on the processing time, machine or people quantity, work in progress & through-put
(Throughput = WIPs/ Cycle time),
– Plan the quantity of machines, space, headcounts, work in progress (WIPs) & working time scenarios related to each planning fence via the throughput design (or outsourcing),
– Practice to build the BOM structure, norm& waster%, measure the process routing for product costing calculation,
– Review the relative metrics & KPIs, which must be followed via the requirements of the SMART rule, and design, update the suitable Dash board to monitor the factory or department performance effective,

– Practice some tools of improvement in quality, speed, and complexity: 5S, TPM
(AM &PM), SMED, VSM/ CVSM, SIPOC, 7 statistic tools, FMEA (Both DFMEA &
PFMEA via R&D processes), 4M changes, Poka-yoke vs. safety risk assessment.

* Forecasting & planning,
– Build, run & forecast the demand via the practical models based on the product demand types (Smooth/ erratic/..,lumpy – level, trend, and& or season): Moving- average, Holt’s, Winter’s;
– Monitor the forecast performance via key metrics – CFE-Cumulative forecast error,
MSE-Mean squared error, MAD-Mean absolute deviation, MAPE-Mean absolute percent error, TS – Tracking signal, & order fill rate,
– Build & run an aggregate plan that satisfies the customer demand while maximizing profit (or, minimizing cost) based on the constraints: forecast demand, workforce, hiring, layoffs, inventory, subcontract, stock-out, overtime, material cost, & total production time,…& issue the master production schedule (MPS),
– Practice smoothly the placing orders according to the safety stock, cycle service level, order fill rate, replenished order policy, supplier lead time, demand during lead time, & the relative standard deviation lead times.
– Set up, consolidate& cascade the operating plan, include: KPIs, Action plan, OpEx,
CapEx, Headcount & Organization chart, Training & sharing,… to align the top management vision, mission,
– Map the supply chain process with detail constraints: lead time, work in progress, safety stock and headcount. And top down the relative sub-possesses to identify & improve the bottleneck & non-value add work stations vs. the improvement project list,

* Warehouse and inventory control,
– Set up the coding identification (ID) for all parts, components, tools, machines& equipment, suppliers and quality defect modes for effective management by excel or ERP system.
– Practice the coding and barcode scanning to manage the warehouse works: labeling, scanning, putting away, picking, tagging, docking & shipping with the central database in both inbound & outbound activities,
– Control the inventory of SKUs, batches, and locations via the warehouse layout
(Area/ line/ shelf/ bin,…) in both excel system file& actual shop floor,
– Practice the barcode scanning for all finished goods (FGWH), key parts & materials with level A (ABC category) of the raw material warehouse & the spare part warehouse,
– Compute & run, control the safety inventory (ss) and the order placing time for each family item (high/ low demand) via each suitable replenishment policy
(continuous review – ROP/ period review – OUL) based on the cycle service level
(CSL), Demand during lead time (DL), & the standard deviation of demand/ & of supplier lead time,
– Control effectively the warehouses via some metrics/ KPIs: inventory accuracy, inventory turn, aging stock, space utilization, 5S& HSE compliance,
– Calculate the warehouse capacity (space), lead-time & headcount standard vs. the relative improvement projects & benchmarking,
– Set up& apply the cycle counting for parts level A, B & stock counting for all part levels by period (WHs & WIPs), to make sure that the inventory accuracy is followed strictly,

* Shop floor & scheduling,
– Practice the production sub-processes: Mixing& blending, filling, molding& lamination, fabrication (cutting, injection, welding, sand blasting), machining, cleaning& washing, painting, assembly, packing, printing, camera sorting, final inspection,
– Follow the HSE&S requirements via the programs of 5S & visual management, autonomous maintenance (AM), Poka Joke: Layout, One point lesson (OPL),

Cleaning Inspection & lubricant (CIL), standard WIPs pallets, carts, fixtures& jigs, …
– Map the top-down processes, and sub-processes via the document system (SOPs,
WIs, Forms, OPL), to make sure that the direct workers can understand & implement in the actual shop floor daily (pictures, visual signs…),
– Approach the International Position Evaluation (IPE) of MERCE to set up & assess the performance by period for all positions of production depart., can motivate all relative subordinates: the organization chart, the job descriptions, the responsible matrix, the personal KPIs, the incentive program, …
– Schedule the actual jobs to each worker based on the mold process time (job- shop environment), the machine, line time (flow shop environment) whether according to the due date, or the other constraints,
– Set up the statistic process control (SPC) for traceability: MO#, batch (lot) #, Line or machine#, &reference #s (Master plan, schedule, forms, OPLs… and to collect the relative datum for database & control charts. Then, we can operate& trace back any information that originates from the actual shop floor (to investigate the root causes & improvements, if any).
– Practice & control the machine, process performance via the key performance indicator, such as OEE – Overall Equipment Efficiency based on the structure of: the run time% * speed or productivity % * quality %,
– Practice the programs of the autonomous maintenance (AM), the single minute exchange of die (SMED), the multi-skills to control & improve the uptime of the machines or facilities,
– Follow the Quality Control Monitoring Schemes (QCMS), the norm of Bill of material (BOM) in order to control the relative metrics: IPQC checklist, incident quality in process, Out Of Spec, First passed yield, cost of poor quality,
– The KPIs must be monitored: Productivity, Loss material% (or FPY), OEE%,
Production schedule adherence %, incident quality in process, OpEx (vs. P/L statement),

* Engineering control (machines& facilities);
– Build & manage the warehouse of spare parts, & tools to control the inventory accuracy and order placing within budget & in time. (via the machine label ID, tool& part ID,… from the commissioning& hand-over period)
– Set up & maintain the log book of machines or facilities to manage the programs: the preventive maintenance (PM), & the repaired maintenance (RM).
– Build the form, check sheet to collect the data for database: the machine uptime, available time, downtime, and root cause analysis,
– Control the maintenance cost, the OpEx of each machine, facility vs. for the purposes of whether we continue using the current ones or to buy the new one for replacing, & or outsourcing,

* Quality assurance;
– Experience the quality systems: ISO 9001, ISO 14000, BSCI, FFSSC 22000,
SMETA,
– Set up & consolidate the system documents relative (SOPs) that required by each
& among these systems, but must comply the local law requirements priority,
– Set up all relative forms, inspection standards, work instructions& procedures, to serve the statistic process control (SPC): Incoming quality control group (IQC), In line quality control group (IPQC), New part& product evaluation group (FAI& LAB)&
Outgoing quality control group (OQC).
– Construct the relative charts to implement effectively the SPC program in real shop floor, such as (Shewhart control chart – for both variables/ attribute): – X chart, R chart, S chart, Pareto chart, p chart, c chart, u chart,…
– Build & monitor the process capability/ performance via the process capability ratios – Cp & Cpk. (SPC form/ chart for each machining machine)
– Build& practice the operating characteristic function (OC curve) to set up the sampling plans: Acceptance Quality level (AQL), Average run length (ARL), average time to signal (ATS), and Lot Tolerance Percent Defective (LTPD),..

– Set up the system to calculate & monitor the cost of poor quality (COPQ) for all quality issues (from Suppliers >> making >> Customers)
– The KPIs must be monitored, at least: Accident case, Incident case, Near miss,
SHE talk, Out Of Spec, Customer complaint, Cost of poor quality,

Mar’2021 – Aug-2022: Saturn Engineering System In Vietnam (Saturn VN)
Field of operation : Floor Jack
Title job
: Project & Operation Manager
(Include the Departments: Project, Supply & Demand planning, Warehouses& inventory, Maintenance& HSE, Engineering& sourcing, QA&LAB, Shop floor)

Jul’2018 – Oct’2019: InterPET(A member of NgocNghia group)
Field of operation : Preforms, Closures& Bottles
Title job
: Site Director
(Include the Departments: HR&GA, Supply & Demand planning, Warehouse, HSE&
ISO, Production, Maintenance& Engineering, QA&QC, IE Process & Customer service)

Sept. 2016–Jul’2018: Emsa Vietnam (A member of Groupe SEB)
Field of operation : Composite products for garden (Planters, fountains,.)
Title job
: Operation Manager
(Include – Planning, Warehouse, Process& HSE, Production & Maintenance)
Re-set up& manage all operation works in factory, including: Molding, Raw material warehouse, Mixing, Lamination, Grinding, Make-up, Washing, Painting, Final inspection, Packing, Finished goods warehouse & shipping sub-processes.
Key works: Maintenance (TPM program), Inventory vs. Forecast demand planning
(both raw materials & finished goods, spare parts), review all purchasing orders
(POs), Manpower planning (PE/ CS), Production scheduling vs. shipping scheduling, in-line QC, Production capacity (CRP), HSE& 5S, Consumptions, IE projects for improvement
(BOM,
Lead-time,
Quality,
Productivity,
Packing,..),& other requirements for low manufacturing cost (vs. P/L), factory moving works.

Jan. 2015 – Sept.2016:
Wanek Furniture Company Limited (Ashley group)
Field of operation : Furniture products (Components, Cut& Sew, and
Upholstery)
Title job
: Process Engineering Manager
(Re-set up the industrial engineering department – BOM, Sewing rate, Routing,
Packing, and Costing of products, product drawing, samples, parts layout, SOPs,
Line balancing, shop floor layout, factory capacity, WIPs& safety stock level based on the forecast demand)

Dec. 2010 – Jan-2015:
Vietnam Lubricants& Chemicals J/S Cop.(Vilube, a member of Motul)
Field of operation : Oil& Lubricant Products (Motul & Vilube Brand)
Title job
: Production Manager
(Set up& manage all works of production division, include: Raw material WH,
Blending, filling& Final inspection sub-processes vs. Manpower (PE/ CS), Production process, Production plan & schedule, Inline quality, factory capacity, HSE,
Consumptions, & other requirements to produce the product with low cost)

Aug.2003 – Dec-2010:
Midea Consumer Electric VN (Midea VN)
Field of operation: To manufacture the products relate to the Rice Cookers,
Induction& Water Cookers.
Title job : Assistant QC center manager/ Plastic WS manager

Education &
Qualifications

Other skills

Reference
(There are three period times for working in this company: 1- On-job training period; 2- Set up the QC department; 3- Set up the Plastic Injection workshop)
(Set up all relative forms, inspection standards, work instructions& rules for control the quality assurance system: Incoming quality control group (IQC), In line quality control group (LQC), New part& product evaluation group (LAB)& Outgoing quality control group (OQC). & Plastic injection work shop)

Fujitsu Computer Product of VN (FCV)
Field of operation : To manufacture the products relate PCBs, PCBAs
Title job : Incoming Quality Assurance Lead Engineer

Name of School : The Asian Institute Of Technology (AIT), Thailand
Time : 2015 – 2016
Field of Study : Master of Science in Industrial and Manufacturing
Engineering.
Area of specialization : Industrial and Supply Chain Management
Thesis graduation : PRODUCTION SEQUENCING AND SCHEDULING FOR VILUBE
COMPANY

Name of School : University Of Technology, Ho Chi Minh City, Vietnam
Time : 1998 – 2003
Field of Study : Bachelor Of Industrial Management
Thesis graduation : SET UP THE COMPANY’S QUALITY MANAGEMENT SYSTEM
ISO 9001: 2000

Main subjects:

– Production& operations management,
– Forecasting and aggregate planning models,
– Scheduling theories and practices,
– Inventory control,
– Maintenance management,
– Statistical quality management,
– Industrial packaging design technology,
– Supply chain management,
– Modeling & simulation of discrete event systems,
– Engineering economy,
– Human management,
– Project management,
– Financial accounting (are following the ACCA program),

Other certificates:
– Certificate of internal quality auditor,
– Advanced train the trainer,
– TPM theories & practices,

Skill and Qualification:
+ Leadership and interpersonal skills,
+ Meeting, communication& presentation Skills,
+ Conflict solving& engagement skills,
+ Theory of constraint skills,
+ Eager to learn with dirty finger nails (Go& see/ hand-on),
+ Integrity& responsible for working
+ Complete the assignment with minimum supervision (Self-management).

Saturn VN – Mr. YoungDung Nguyen – Managing Director – Cell phone: 0335151159
InterPET of NgocNghia Group – Mr. Russell Gray – COO– Cell phone: 0938665080
Emsa VN – Mr. Frank Nonnenmacher – General Director – Cell phone: 0933 738 358
Wanek – Mr. Andrew Lien – Senior Operation Manager – Cell phone:0937 132 029