CAREER PROGRESSION
01 / Internship – Start-Up Leader
Oct 2018 – Jul 2019
Supported readiness checklists, engineering trials, dosing calibration, changeovers and operational handover.
02 / Material Utilization Process Engineer
Jul 2019 – Mar 2021
Built a material-utilization system linking inventory, SAP, dosing systems, scrap reuse and finished product accounting.
03 / Maintenance Department Manager
Mar 2021 – Jul 2022
Deployed precision alignment, belt tensioning, critical asset routines and hands-on troubleshooting for pumps, fans and conveyors.
04 / Technical Department Senior Manager
Jul 2022 – Sep 2023
Led technical loss elimination, maintenance master data, planning routines, MMIS and Progressive Maintenance capability development.
05 / Operations Department Senior Manager
Sep 2023 – Jul 2024
Led a 50+ person operation, improving reliability, quality, technician capability and daily execution across making and packing.
INDUSTRIAL SYSTEM OVERVIEW
My experience provided a complete view of a large-scale manufacturing system: raw material receiving, powder dosing, liquid additions, mixing, spray drying, recovery, conveying, packaging, quality control, SAP inventory tracking, maintenance execution and daily operations. The key lesson was that plant performance depends on connecting machine-level problems with process standards, people capability and business metrics.
Raw Materials → Dosing Systems → Mixing / Process → Spray Drying → Recovery & Scrap Reuse → Conveying → Packaging → Quality / SAP / Operations
01 / MATERIAL UTILIZATION
Building a Material Utilization System from Raw Materials to Finished Product
Problem: material losses were reviewed weekly, but the process did not clearly connect receiving, inventories, SAP movements, dosing accuracy, scrap reuse and finished output. Action: I mapped the material flow end to end, calibrated dosing systems and built practical Excel-based logs and reconciliation routines. Outcome: the work created a repeatable standard, enabled near-zero-loss weeks and delivered up to USD 800,000 in annual savings.
PROCESS MAPPING · SAP RECONCILIATION · DOSING TROUBLESHOOTING · ENGINEERING WORKFLOWS · TECHNICIAN CAPABILITY
02 / CRITICAL ASSET RELIABILITY
Eliminating Misalignment Failures in Critical Fan Transmission Systems
Problem: critical drying-tower fans experienced belt, coupling and motor-related failures under experience-based alignment and tensioning methods. Action: I introduced dedicated precision alignment and belt-tensioning tools, plus repeatable routines for mechanics and operators. Outcome: misalignment was eliminated as a breakdown root cause, contributing to a broader 50% breakdown reduction.
MECHANICAL TROUBLESHOOTING · V-BELT RELIABILITY · PROCESS FANS · PRECISION ALIGNMENT · FAILURE-MODE ELIMINATION
03 / PUMPING SYSTEMS
Improving Reliability of Low- and High-Pressure Pumping Systems
Problem: abrasive slurry systems faced wear, leakage, cavitation, pressure instability and component degradation. Action: I worked hands-on with booster and high-pressure pump maintenance, component inspection, valves, seals, crankshaft-related troubleshooting and routine definition. Outcome: piston leakage intervals improved from around 10 days to approximately 25 days, supporting more predictable maintenance.
HIGH-PRESSURE FLUID SYSTEMS · POSITIVE-DISPLACEMENT PUMPS · WEAR ANALYSIS · CAVITATION · MECHANICAL OWNERSHIP
04 / MAINTENANCE SYSTEMS
Deploying Progressive Maintenance, MMIS and Planning & Scheduling Standards
Problem: technical solutions were not enough without data, spare-parts governance, planning routines and technician capability. Action: I helped develop maintenance master data, spare-parts mapping, work-process standards and Progressive Maintenance training. Outcome: recurring problems reached zero repeated unplanned stops and planned downtime was reduced from 17% to 12%.
SAP MAINTENANCE · MMIS · PLANNING & SCHEDULING · PROGRESSIVE MAINTENANCE · BREAKDOWN ELIMINATION
05 / OPERATIONS LEADERSHIP
Digitalizing Daily Operations to Reduce Unplanned Downtime
Problem: recurring small losses, cleaning execution and task ownership were not visible early enough in the daily management system. Action: I led clearer technician roles, daily routines and a digital execution/evidence platform for the daily cleaning window. Outcome: making downtime reduced from 13% to 5%, packing downtime from 7% to 2%, and best-in-history quality performance was sustained with <0.5% unplanned holds for 16 consecutive months.
MATERIAL UTILIZATION FLOW
DOSING SYSTEMS
PUMP MAINTENANCE
ALIGNMENT TOOLS
MAINTENANCE SYSTEMS
OPERATIONS ROUTINES
Industrial hardware troubleshooting · Manufacturing-system thinking · Root-cause analysis · Maintenance strategy · High-pressure fluid systems · Powder dosing and material flow · SAP and maintenance master data · Progressive Maintenance and IWS · Technician training and capability building · Operations leadership at scale · Data-driven daily execution · Connecting machine-level problems to business results
From machines to systems
P&G taught me how to connect hands-on engineering with large-scale manufacturing performance. I learned to move from a failed pump, misaligned transmission or inaccurate dosing system to the operating standards, SAP data, maintenance routines, technician capability and leadership systems required to prevent the same problem from returning. That system-level perspective is now one of the strongest foundations of my engineering work.