Resume

Supply Chain Team Leader

Location:

Toronto, ON, Canada

Salary:

110000

Posted:

June 28, 2023

Contact this candidate

Resume:

Amir Seifi- M.Eng, CSSGB

Tel: 647-***-**** Milton, Ontario adxy9z@r.postjobfree.com

OBJECTIVE:

o To utilize my technical skills for achieving the target and developing the best performance in the organization. o I would like to implement my innovative ideas, skills, and creativity for accomplishing the projects. QUALIFICATIONS

o Over 10 years of experience in process optimization in manufacturing sector. o Proven leadership in process improvement projects and kaizen events, saved on average in over $150 K. o Degree in Industrial Engineer, Chemical Engineering and logistics and transportation. o Certified in ISO9001 - on experience on Quality Management System. o ASQ Certified Six Sigma Green Belt (CSSGB) & ASQ Six Sigma Black Belt (CSSBB) candidate. o Excellent computer skills (Office/Outlook), familiar with MSP, P3, SPSS, Minitab, Visio, CAD, Matlab, SAP, Agile, Oracle, data sweep, smart sheet, Tableau etc.

o Language: English and French.

EMPLOYMENT HISTORY

Fujifilm Canada 2018-Present

Senior Quality/CI Engineer

o Supporting development and continuous improvement of quality system procedures, and running Audits. o Reviewing complex complaints and complaint trends and assisting in failure investigations, CAPA, SCARs. o Identifying, planning, and participating in the implementation of process improvements. o Applying of Lean principles such as Value Stream Mapping, Standard Work, 5S, Kaizen, Quality Metrics. Achievement:

- Deduction 25% in the lead time of LAZR-X and be able to locate all units in the world map by applying smart map.

- Eliminate 20% of causes which created by 80% of NCRs in manufacturing lines.

- Running different projects: LAZR-X - UHR supply chain, LAZR-X V&V, PX COQ, QMSs gap analyses & DOE. Continuous Improvement Engineer 2016-2018

E-Cycle Solutions, Mississauga, Canada

o Streamlined the logistic processes by establishing performance measurement metrics for company’s fleet and 3rd party trucks based on SLAs and documenting all the process. o Gathered and collected data from the lines on the shop floor through various lean tools. o Coached continuous improvement projects in logistic, compliance, production, and office departments. o Wrote & updated standard operating procedures (SOPs) by understanding processes in different departments. o Proposed optimal layout to guarantee an effective workflow. o Performed data analysis to improve processes and identify problematic issues. o Developed value stream mapping, Pareto chart, root cause analysis and other lean six sigma techniques. o Involved with Corrective Action/Preventive Action procedure. Achievement:

- Conducted process improvement projects and kaizen events which resulted on average in over $60 K saving based on improved productivity.

Quality Team Lead 2015-2016

Mars - Staff Management Company, Bolton, Canada

o Monitored staff and ensured all quality and standards were met. o Supervised staff to follow all safety rules and regulations. o Implemented productivity goals, assigned breaks and shift rotations (developed a model). o Lead and successfully executed improvement projects in the plant. Process Improvement Counselor 2010-2015

Telavang Company, Iran/Canada

o Applied process improvement tools to optimize procedures and activities. o Benchmarked and researched new products, studied cost/benefit and the patent, provided the product development plans to extend the product life cycle and proposed business plans. o Involved in feasibility study, product life cycle and action plan which increased market share. o Conducted market research (outsourcing project) and accomplished data analysis and reports. o Promoted quality standards, inspection processes, test methodology, quality plans and updated SOP. o Proposed and monitored sustainable supply chain management project. 2

Amir Seifi- M.Eng, CSSGB

Tel: 647-***-**** Milton, Ontario adxy9z@r.postjobfree.com Achievements:

- Conducted feasibility study for new product, market research and analysis which growth company’s market share about 12.3%.

- Directed and supported multiple process improvement projects using Lean, VSM, Six Sigma that improved service level, reduced cost, and increased quality, working capital and process reliability saved about $40 k. Industrial Engineer 2005-2010

Poshkar Company, Iran

o Conducted overall master schedule integrating work breakdown structure to ease process. o Measured, controlled & improved the delivery schedules using MSP software to be on time and on budget. o Analyzed gaps between planned and actual progress and highlighted the areas of concern to prevent delays. o Worked on capacity measurement and implemented production planning and production control. o Utilized Material Requirement Planning (MRP) and Material Control to reduce errors. o Designed & performed a performance measurement, line balancing & merit project that increased productivity. o Chaired and supervised some six sigma projects.

o Performed a Supply Chain Management (SCM) and Periodic Vehicle Routing Problems (PVRP) project:

- Analyzed the distribution system including receiving orders, inventory management, loading trucks, dispatching, fleet management, routing.

- Conducted SCOR model; performed scheduling, inventory analysis, TL & LTL, delivery time optimization and minimized the total route cost.

o Designed, executed, and documented methods for process control, process improvement, equipment validation, testing, and inspection to codify quality manual.

o Wrote inspection reports and prepared all paperwork, then provided correction action to eliminate faults. o Accomplished the documentation, implementation, and maintenance of ISO 9001. o Inspected production lines, methods of handling and transport, the storage building, and pest control to provide information and prepare action plan for any nonconformity. Achievements:

- Generated a coding system to track product from farm to table which became a national law for all producers.

- Optimized shipping/receiving performance and decreased about 12% the fleet size by applying SCM & PVRP approach which resulted about $80 k.

PUBLICATIONS

- A HURISTIC APPROACH FOR PERIODIC VEHICLE ROUTING PROBLEM: A CASE STUDY- IJLSM- Volume 8, Issue 4, 2011.

- RELIABILITY ANALYSIS OF HYBRID ENERGY SYSTEM - Int. J. Rel. Qual. Saf. Eng. - Volume 21, Issue 03, June 2014.

- RELIABILITY ANALYSIS OF HYBRID ENERGY SYSTEM- 19th I88AT International Conference on Reliability

& Quality in Design- August 5-7, 2013 Honolulu, Hawaii, U.S.A. CERTIFICATIONS

- ISO 13485:2016 lead auditor – BSI

- HLLQP – Autorité des marchés financiers

- HLLQP – Financial Services Regulatory Authority (FSRA) 2021

2020

2018

- ASQ Certified Six Sigma Green Belt (CSSGB). 2016

- Supervisor Health & Safety Awareness (5 steps), Ontario Ministry of Labour. 2015

- P3 & MSP (Sharif University of Technology). 2008

- ISO 9001 (RWTUV). 2005

EDUCATION

Degree in Continuing Education

Concordia University

Attestation of Collegial Studies in Transportation Logistics 2014

2011

Lasalle Collège, Montréal, QC

Degree in Industrial Engineering -Productivity and Management System-evaluated as Canadian equivalent 2006 Sharif University of Technology, Iran

Degree in Chemical Engineering - evaluated as Canadian equivalent University of Mohaghegh Ardabili, Iran

Toyota 8 step A3

1. 1.

2. 2.

3. 3.

4. 4.

Is:

Countermeasure Impact on target

Addressed at section 4, data history analyses

has done to find the real average lead time.

8. Standardise & Share Success

2. Breakdown the problem

Swim lane diagram:This diagram helped to find out who does what, then a questionnaire sent out to understand how long each task consumed in a specific departmenT. PERT estimation – tasks: Here to have a rough idea regarding each task, from receiving an actual order to install the system at client site all tasks time calculated by PERT estimation approach. Pert Estimate = (Optimistic + (4 X Most Likely) + Pessimistic)/6 Data history analysis:By applying DHR & AHR tools, it figured out the deviation in between order date and installation date for each individual LAZR-X., the average order fulfilment is about 108 days more than nominal 90 days, by applying the data history analysis & PERT estimation it was figured it out in both cases in the good case scenario lead time is higher than nominal 90 days, then it was decided to apply VSM to identify non-value added tasks and attempt by eliminate them decrease the 108 days lead time. Reduction the real Lead time to standrard of nominal 90 days or less 5. Develop Countermeasures

Problem statement:

Is not:

One of the crucial step in this competitive market is gaining client satisfaction and increasing productivity by meeting the order fulfilment.

This project involved in LAZR-X supply chain one of the most critical Fujifilm (VSI) product which has been being facing many conflicts, barriers & failures since its release in 2016, but aside all mentioned challenge was to deliver the order (product) to the client site on time and on shape, and based on nominated number (90 days) most of the time company ran out of the time in this tournament, then needed to push on supplier, shipping & installer team to meet the deadline.

To make this project happen it was planned to figure it out:

-The real lead time - average (LAZR-X) versus the nomination one (90 days). By meeting this principle, company would be able to have some side gains likewise:

-Increase customer satisfaction. /-Firm planning/scheduling./-Decrease shipping cost-overnight/express and … . Current VSM (Different scenarios):

LAZR-X supply chain have some scenario ahead, due to LAZR-X characteristic (Low Volume & High Value):

The future state map assumes that all

the issues in the problematic areas

completely resolved, however in

practice the entire problems may

not be set.

3. Set the Target

6. Implement Countermeasure

A3 No. and Name

1. Clarify the problem

2-Objectives

Reduction the Total Lead time.

3-Applied Methodology

A case study on LAZR-X product, by applying Swim Lane, PERT estimation, Value Stream Map (VMS) concepts. 4-Literature Review: Value stream mapping is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product or service to a consumer. A value stream map is typically created as a one-page flow chart depicting the current production path or design path of a product from the customer's request to delivery. In lean production, value can be thought of as anything the customer is willing to pay for. Processes that do not provide value are called waste. Value stream maps document the current state of the value stream as well as the future state of the value stream and defines any gaps between the two. 5- Current State Map

1-Apply Swim Lane diagram to add an extra level of clarity about who does what in LAZR-X supply chain. 2-Apply PERT estimation approach to calculate the lead time. (1st approach) 3- Calculate the real average lead time – based on historical data. (2nd approach) 4- Run VSM for current process.

5- Recognize NVA & VA tasks, figure it out total processing time, and lead time and PCE (Process Cycle Efficiency) %.

6- Strive to improve the present PCE with the proper adoption of lean tools such as VSM, Pareto analysis, 5S, JIT/VMI; to eliminate NVA, reduce lead time & achieving higher PCE%. 7- Increase customer satisfaction & fulfilment rate. There are three types of operation that are undertaken in a manufacturing system according to Rother et al (2003).

• Non-value adding (NVA);

• Necessary but non-value adding (NNVA);

• Value-adding (VA).

Team members (name & role)

LAZR-X Supply Chain

Team Leader (name & 'phone ext)

Amir Seifi

7. Monitor Results & Process

Department

4. Analyse the Root Cause

Stakeholders (role & department) Company objective Start date & planned duration

Quality Having more market share

www.LeanIreland.ie

Toyota 8 step A3

1. 1.

2. 2.

3. 3.

4. 4.

Is:

Problem statement:

Countermeasure Impact on target

8. Standardise & Share Success

2. Breakdown the problem

Find out LAZR-X AS vs. LAZR-X v1 reliability

5. Develop Countermeasures

Is not:

The purpose of the validation procedure is to assess the laser design intended to enhance the stability

(mechanical and thermally), improve the energy readings monitoring capabilities, and reduce the number of failure. This evolution started from 0-1 version to AS version and the point of this evaluation is to demonstrate the new validation & verification is more Reliable, Accurate and Comprehensive compare to old one.

"Longitudinal Energy Measurement" (2015) and "Long-term Stress Test" (2018) are similar but done in different manners.

"Shock test & other factors" (2015) and "Vibration Test" (2018) are similar but done in different manners.

"Imaging Input" (2018) has a similar counterpart, it’s more subjective (i.e. does the image look good). Only "Shipping & Installation Test" (2018) are done now, not final evaluation. Evaluation

To go forward some attributes consider for this evaluation (AHP) like: Reliability, Accuracy, Number of test, Number of sample & report comprehensively.

The output of 2nd & 3rd tables shows the rank of these elements are as below:

• Reliability

• Accuracy (Confidence)

• Number of sample

• Number of Test

• Report Comprehensibility

3.1 Table 2- Analytical Hierarchy Process Matrix Calculation: Each attribute compare to the other one individually and rated.

3.2Table 3- Percent Ratio Scale of Priority: Each attribute given the normalized score, to figure it out their weight in between (0 to 10).

3.3 Table 4- Prioritization Matrix: The rate achieved in previous step apply in this matrix, then for each individual attribute a weight given for 0-1 version vs. New version in between (0 to 10) and the version with higher number is the best one in current situation. 3.4 Table 5- Spearman's Rank Correlation Coefficient Rs: The output of Table-4 fed to Table-5 and it shows the Strength of a link or relationship between two sets of data here. 3.5 Table 6- Pareto Analysis: Then the output of Table-5 entered to Table-6 to make Pareto analysis to figure out which attribute has more room to be improved. 3.6 Figure 1- Pareto Analysis Chart: This figure shows the Report comprehensibility & Number of test have more room for improvement.

3. Set the Target

6. Implement Countermeasure

Coclusion & Recommendations:

The Prioritization Matrix 3rd table, shows the

new V&V test has a higher rank compare the old

version, but still has a room for improvement to

achieve greater weight.

Also, the AHP Example the Pareto Chart Drawn

(Figure -1) indicates that Report

Comprehensibility & Number of test have room

and more priority to be improved for this V&V

procedure

A3 No. and Name

1. Clarify the problem

Project Action

To do that, the following steps were taken:

1-Study on validation procedure.

2-Search to find some historical data for comparison with current one. 3-Try to apply some statistical analysis like: ANOVA, ROC curve, T-student or Bland–Altman plot. 4-Due to lack of data none of above techniques were applied, decided to apply Analytic Hierarchy Process (AHP) which provides a structure on decision-making processes where there are a limited numbers of choices but each has a number of attributes, to give priority on the attributes. 5-Then after, applying Prioritization Matrix to figure it out which version has higher score and is more Reliable, Accurate and Comprehensive.

Team members (name & role)

Team Leader (name & 'phone ext)

Amir Seifi

Validation & Verification Evaluation

AS version VS. - 01 version (Two LAZR-X)

7. Monitor Results & Process

Department

4. Analyse the Root Cause

Stakeholders (role & department) p

Start date & planned duration

Quality

www.LeanIreland.ie

Toyota 8 step A3

1. 1.

2. 2.

3. 3.

4. 4.

Is:

Countermeasure Impact on target

7. Monitor Results & Process

Department

4. Analyse the Root Cause

Stakeholders (role & department) Company objective Start date & planned duration

Quality Having more market share

A3 No. and Name

1. Clarify the problem

2-Objectives

Reduction the Total Lead time.

3-Applied Methodology

5- Recognize NVA & VA tasks, figure it out total processing time, and lead time and PCE (Process Cycle Efficiency) %.

• Non-value adding (NVA);

• Necessary but non-value adding (NNVA);

• Value-adding (VA).

Team members (name & role)

LAZR-X Supply Chain

Team Leader (name & 'phone ext)

Amir Seifi

Addressed at section 4, data history analyses

has done to find the real average lead time.

8. Standardise & Share Success

2. Breakdown the problem

Problem statement:

Is not:

One of the crucial step in this competitive market is gaining client satisfaction and increasing productivity by meeting the order fulfilment.

To make this project happen it was planned to figure it out:

-The real lead time - average (LAZR-X) versus the nomination one (90 days). By meeting this principle, company would be able to have some side gains likewise:

-Increase customer satisfaction. /-Firm planning/scheduling./-Decrease shipping cost-overnight/express and … . Current VSM (Different scenarios):

LAZR-X supply chain have some scenario ahead, due to LAZR-X characteristic (Low Volume & High Value):

The future state map assumes that all

the issues in the problematic areas

completely resolved, however in

practice the entire problems may

not be set.

3. Set the Target

6. Implement Countermeasure

www.LeanIreland.ie

Toyota 8 step A3

1. 1.

2. 2.

3. 3.

4. 4.

Is:

Problem statement:

Countermeasure Impact on target

8. Standardise & Share Success

2. Breakdown the problem

Is not:

5. Develop Countermeasures & 6. Implement Countermeasure There is a possibility to achieve 75 k to 80 k

a year by applying 300 rate in MS & CW

To reach 300 Processing Rate in MS:

- LCD dismantling process time should be about 263.4 s (3.99 min), with 10% waste time (cycle time = 4.38 min) and dismantle about 14 LCD/hr.

3. Set the Target

A3 No. and Name

1. Clarify the problem

Team members (name & role)

Current and target processing rate

Team Leader (name & 'phone ext)

Amir Seifi

7. Monitor Results & Process

Department Organisation objective

Start date & planned duration

4. Analyse the Root Cause

Stakeholders (name & role)

Toyota 8 step A3

1. Amir Seifi 1. Dr.Alireza Akbari 1. Procurement

2. Distribution department teams 2. Mehdi Masoumi- Telavang co.'s CEO 2. Manufacturing 3. 3. 3. Selling

4. 4. 4. CI

Is:

Problem statement:

Countermeasure Impact on target

2. Breakdown the problem

Is not:

5. Develop Countermeasures & 6. Implement Countermeasure Determine the scheduling and routing policies of the vehicles. Minimise the fleet size.

There are currently about 27,000 supermarkets in Tehran. These supermarkets are distributed in 22 regional municipalities and are the target of the company’s distribution system. The company has a central depot with about 13 vehicles to cover all 22 regions of Tehran. Each vehicle has to visit some customers based on a daily schedule. Each region is divided into a number of portions and each portion is assigned to a vehicle. Thus, supermarkets get service by vehicles without a certain routing and scheduling plan, service level and customer satisfaction considerations. For this reason, the company currently covers only one-third of the total potential demand of the market. As mentioned earlier, the distribution centre is committed to visit each supermarket at least once a week to satisfy the potential demand.For reducing the complexity of the problem, we only consider Region No. 1 of Tehran including 365 supermarkets.

To provide the routes map of Region No. 1, all main crosses and intersection points in this region are extracted from a GIS map using AutoCAD software package. These points are considered as virtual customers with zero demand.

For reducing the size of the problem, the nodes that were very close to each other (i.e., their distance from each other was less than 500 m) have been aggregated by the P-median algorithm. After aggregating phase, about 1700 virtual customers (with zero demand) and 165 real customers have been found.

Three stages of the proposed heuristic:

1- Nodes clustering

2- Routes creation

3- Routes assignment

Maximise the selling benefits.

3. Set the Target

A3 No. and Name

1. Clarify the problem

Team members (name & role)

PERIODIC VEHICLE ROUTING PROBLEM

Team Leader (name & 'phone ext)

Nima Safaei

Published: A HURISTIC APPROACH FOR PERIODIC VEHICLE ROUTING PROBLEM: A CASE STUDY- IJLSMVolume 8, Issue 4, 2011. 7. Monitor Results & Process

Department Organisation objective

Increase market shareholding

Start date & planned duration

4. Analyse the Root Cause

Stakeholders (name & role)

8. Standardise & Share Success

Toyota 8 step A3

1. Amir Seifi 1. eCycle 1. Prodction

2. Samplers - Day & Night shifts 2. JX Japan 2. Maintenance 3. Maintenance team 3. 3. CI

4. 4. 4.

Is:

Problem statement:

Countermeasure Impact on target

Team Leader (name & 'phone ext)

Amir Seifi

7. Monitor Results & Process

Department Organisation objective

Decrease Impurities in the final product

Start date & planned duration

4. Analyse the Root Cause

Stakeholders (name & role)

3. Set the Target

A3 No. and Name

1. Clarify the problem

Team members (name & role)

Pure Plastic percentage in Metal Concentrate

Cleaning schedule (recommended)

Fast Cleaning: during longer break.

Moderate cleaning: at the beginning of each shift. Full cleaning: each day.

Note: Screens must be clean at the beginning of

each shift.

8. Standardise & Share Success

2. Breakdown the problem

Is not:

5. Develop Countermeasures & 6. Implement Countermeasure Keep the PP% below 10%

Impurities in the final product (Metal Concentrate) and VOC from JX Japan. Assumptions: potential effective factors:

• Cleanliness

• Position

• Volumetric flow

Contact this candidate