Zhiyang Yao (Ph.D.)

703-***-**** **** Concert Ct Vienna, VA 22181 acr0gr@r.postjobfree.com

education

Georgetown University, McDonough School of Business Washington, DC, USA

Master of Business Administration, GMAT 730; Top 10% of MBA Core Classes May 2014

University Of Maryland College Park, MD, USA

Doctor of Philosophy, Mechanical Engineering, GPA 4.0/4.0 August 2002

Tsinghua University Beijing, China

Master of Science, Mechanical Engineering July 1998

Bachelor of Science, Mechanical Engineering, Outstanding Graduate Award, GPA 3.7/4.0 July 1995

experience

Johnson Electric Group Hong Kong

Engineering Manager August 2007 – September 2011

Strategy Development and Execution

Developed and implemented automation and lean manufacturing strategies; initiated and implemented modular design, platform design, manufacturing resource planning, information management, Six Sigma, and mass customization; shortened product design lead time by 50%; reduced labor costs by 60% in assembly lines.

Product and Process Development

Set up and managed a research and development center, oversaw and finished more than 40 projects yearly, 25% of them focused on new product development, including customer segmentation, mapping customer requirements to design specifications, design and validation, and product launch and program governance.

Manufacturing Process Improvements:

Led cross function teams to optimize, standardize and introduce new material, machining process, and systems to improve manufacturing operations. Some representative achievements are 1) worked with supply chain team to optimize and localize plastic mold and metal die material to achieve 10% annual cost saving; 2) For CNC machining, conducted Design of Experiments to optimize parameters such as spindle speed, feed rate, and depth of cut for a combination of cutter, machine, raw material, and surface finish to improve NC machining efficiency by 5%; 3)introduced laser welding in motor lamination stamping process to atomize stacking process in mold; 4) standardized and optimized EDM electrodes machining process to embed quality control and inventory control.

Internal Technology and Management Consulting

Provided technology improvement and change management consulting to 6 departments; led teams to integrate ERP and MRP II systems, initiated and implemented internal quality control system and lean production, achieved 20-30% productivity improvement for each department.

Provided consulting to China Auto (a subsidy of the Johnson Electric Group) on management and technology improvements; implemented TQM and Kanban Kaizen system, improved the productivity by 10%.

Cross-Functional Team Management and Project Management

Set up and managed a new department, recruited and supervised 50 staff members, managed more than 40 projects yearly with an annual cost savings of $5M by leading cross-functional teams to implement new technologies, improve processes, and optimize material utilization.

Initiated and led the Center of Excellence (COE) system, which generated $2M in cost savings yearly; built the Master Talent Pool system to retain and develop 20 junior talents annually, led bi-weekly trainings to junior talents on both hard skills such as analytical skills and soft skills such as public presentations.

Eaton Corporation Pittsburgh, PA, USA

MBA Summer Intern May 2013 – August 2013

Lean Activities

Created current and future Value Stream Maps of the iron foundry in Eaton’s Syracuse plant.

Identified $3M synergy saving opportunities, initiated and planned 20 Kaizen and capital investment projects.

Acquisition Integration

Worked in the Acquisition Integration Team, which is responsible for the identification and delivery of synergies associated with the acquisition of Cooper Industries, a $13 billion acquisition.

Assessed financial viability of 10 integration projects, including auditing project finance model, checking variations in balance sheet and income statement.

Provided key input and analysis in the development of global manufacturing and supply chain strategies with the integration of Cooper Industries.

Supported facilitations of acquisition integration project, including proposal preparation and project planning.

PWC Washington DC, USA

Senior Associate, Management Consulting Sept. 2014 – Aug. 2015

Commercial and Operational Due Diligence

Conducted both commercial and operational due diligence analysis for a multibillion trucking company, which has leasing, rental, and 3PL businesses. For each business segment, analyzed the market and its current state, identified key matrices and benchmarks, evaluated historical performances, and provided top and bottom line forecasts.

Outside-In Analysis and Strategy Development

Conducted outside in analysis for three multibillion companies to 1) analysis current top and bottom line performances in the market, 2) identify gaps by market analysis and benchmarking, and 3) outline 5 year transformation strategy and specify transformation action plans to drive growth and profitability.

Transformation Initiatives

Worked with a global firm to 1) define the requirements for the future state operating model; 2) evaluate the key business processes (e.g. S&OP, Order to Cash, Pricing Strategy) and functional areas (e.g. supply chain, manufacturing, logistics, engineering, G&A), identify gaps and required changes; 3) benchmark key competitors in the West and Asia; 4) define and quantify the transformation initiatives to create the firm’s 5 year plan; and 5) locate potential footprint sites in both China and East European, and optimize global footprint.

Post-Acquisition Integration

Supported technology integration of two multinational oil field services companies by 1) communicating with the project team and the client, 2) collecting segmented data, and constructing detailed baseline data of more than 200 labs to include lab capabilities and assets. For 120 major labs, detailed profiles were built to support first wave integration.

Indirect Material Management

Supported indirect material management improvement for one of the world largest auto makers. Identified major inventory items by building a new structure to categorize major indirect material inventory by product family and by manufacture. Worked on spend analysis to identify inventory turns and volatilities for different material groups, and proposed a systematic method to optimize re-order point and maximum inventory level to further reduce inventory. A pilot project will be run in a selected plant targeting for a $2M saving in indirect material spend.

Chinese University Of Hong Kong Hong Kong

Assistant Professor of Engineering, School of Engineering August 2003 – July 2007

Conducted research projects on design, manufacturing, operation, process improvement, CAD, CAM, CAE, ERP, MRP, and robotics

Secured 4M in Hong Kong dollar research grants and published 32 papers.

Delivered 12 courses, and received the “Exemplary Teaching Award” in 2005.

distinctions

Analytical Skills: Strong analytical skills with extensive quantitative analysis experiences

Strategic Skills: Proven record in both strategy development and strategy execution

Global Mindset: Fluent in Mandarin, Cantonese and English; worked in China, Hong Kong and the U.S.

Leadership: Held various supervisory roles at the Johnson Electric and the Chinese University of Hong Kong

Technical Skills: Proficiency with visualization, analytic, and statistical software programs such as, MiniTab, Excel and Excel Solver, Word, PowerPoint, and Visio; experienced with database and programming such as Java, Visual Basic, and SQL; experienced with CAD/CAM/CAE tools such as AutoCAD, SolidWorks, Pro/ENGINEER, and Ansys

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