Engineer Manager

Hazem Katabi

**** ********** ***. ***** **** TX *7479

(H) 713-***-**** (C) 480-***-**** Email: *******@*****.***

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Plant management

Leadership / Operation / Production ________________________________________Accomplished, strong team leadership, result driven and dedicated. Track record devising, evaluating, and implementing continuous process improvement to minimize waste and reduce cost while maximizing yield and output. Excellent communicator. Success building cohesive team focused on Safety Quality and production goals

Technical skills include: lean manufacturing, financial analysis, plant start-up, P&L Accountability, SAP, TPS, TPM, capital project management, planning, recruiting staffing and training, and regulatory compliance.

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Professional Experience

04/10-1/12 Plant Manager Coca-Cola Refreshment Houston TX

Responsible for delivering key business goals for a 37MM case manufacturing distribution facility and local route sales for the 7th largest volume plant in North America. Total P&L operating budget $18.3MM. Managed 6 Department Managers and 128 employees.

• Change Management Led management team through dynamic business changes to include new package launches, challenge status quos and new business operating frame work

• Leadership Led a cross functional team from managers, supervisors and planner to implement to optimize production run based Run Rules that results in 7% productivity improvement and 12% in yield improvement.

• Strategic planning Developed and implemented yearly strategic plan for the plant based on expected sales and equipment capability. Monitored and tracked progress toward goals on monthly basis through tactical review board

• Lean manufacturing Implemented lean techniques and 5s to improve pallets and raw material storage areas. Improved traffic layout and storage capacity by 18% to match daily production increases.

10/06- 03/10 Plant Manager NSC, Sugar refinery (JV with Cargill International) Homs, Syria

Plant manager at national Sugar Company (Joint Venture with Cargill Corporation) Responsible for refinery start up, commissioning and daily operations. Managed 6 Department Managers and 232 employees

• Leadership. Set up company culture inside the refinery through the development of code of conduct and the daily operation behaviors inside the organization. Emphasized the importance of these behaviors through yearly review process.

• Project management Developed and implemented equipment commissioning plan. Monitored factory construction and equipment installation progress. Set up procedures to test and validate equipment setup and performance.

• Recruiting and Staffing Developed and implemented a Strategy to recruit managers and workers for new refinery. Created pay scale, grade levels, benefit plan and bonus system for the new hires

• Lean manufacturing. Applied lean methodologies and 5 S to improve loading packaging and stacking operation by 23 % to match Production requirement, Delivery Schedules and safety Req.

• Budgeting Developed and monitored budgeting activities and variance review relative to direct and indirect materials, transportation, consumables, headcount, resulting in budget guardianship of over $39.2 million annually.

7/05-10/06 Site Staffing Analyst INTEL Corporation Chandler AZ.

Staffing and Labor Analyst supporting 3 Intel multi-billion semiconductors manufacturing facilities in Arizona. Responsible for the development and execution of both strategic and tactical plans with respect to manpower plan and labor placements.

• Leadership Led cross functional team of shift managers, area mangers and engineering group leader to develop and implement a placement process for direct employee into Intel new factory while maintain the needed skill set in existing factories.

• Recruiting Developed and implemented a recruiting plan to staff new factory with a diverse workforce while meeting cost affordability targets. Set up hiring events and recruiting channels with national universities and staffing agencies. Conducted phone screens, and interviews.

• Business Process Development Developed a business process for hiring temporary workforce into intel Fabs to support training and up-skilling of current Intel blue badge technicians

4/03-7/05 Operation Shift Manager INTEL Corporation Chandler AZ.

Managed 10 supervisors and 180 manufacturing technician. Responsible for training, Skills development, policy enforcement, Manufacturing Budget, and meeting key production metrics.

• Leadership Led a cross functional team from engineers technicians and supervisors to improve in three key bottleneck areas in the Fab by 20% over 3 months period

• Training Taught 23 classes to new hires and current engineers and technician. Topics were on leadership, Team work, project management, 7 step problem solving, empowerment, business Ethics, and managing at intel

• Budgeting Developed and monitored budgeting activities and variance review relative to headcount, direct and indirect materials, consumables and monitor wafers, resulting in budget guardianship of over $44.8 million annually.

• Process improvement Led the Etch Lean team on all shifts to reduce Preventive Maintenance duration by 43% and reduced mean time between failure on all Etch tool set by 21% and achieve Cost reduction of 150K/ Quarter

02/01-04/03 Sr. Industrial Engineer INTEL Corporation Chandler AZ.

Senior Industrial Engineer in Intel’s flagship manufacturing facility, focused on the areas of strategic and tactical capacity planning, cost reduction, efficiency, productivity, and labor.

• Productivity Improvement Directed drove and implemented $14M in capital equipment reductions strategy in four months utilizing lean manufacturing principles. Coordinated pilot yielding significant availability enhancements that increased capacity reducing tools required for production. Developed loading sequence enabling higher tool productivity resulting in capital avoidance.

• Labor savings Devised and actualized $5.5M labor reduction strategy. Successfully enabled factory to exceed existing labor goals aligning with annual affordability metrics.

• Lean manufacturing Drove the development of the concept scope and direction of factory level implementation with over all lean structure.

08/96-02/01 Sr. Manufacturing Engineer HAWORTH Kent, WA

Sr Manufacturing Engineer in Haworth executive offices furniture facility focused on the area of product introduction, tactical capacity planning, cost reduction, efficiency and productivity

• Lean manufacturing Introduced and directed factory level Lean Manufacturing initiative. Drove $400k in annual savings while increasing factory output by 21 %. Packaged strategic solutions and standards then taught North American counterparts.

• Leadership Led the successful integration of the new product line into the Kent facility. Drove and directed full product lifecycle while exceeding duration, cost, and quality goals set by the Haworth Finance Group..

10/93-07/96 Manufacturing Engineer ASC Vancouver, WA

06/91-10/93 Industrial Engineer ASC Columbus, OH

EDUCATION Arizona state University Tempe, AZ May 2006

Masters of Arts, Business Administration (MBA)

The Ohio State University Columbus, OH June 1991

Bachelor of Science, Industrial & System Engineering.

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