Every industrial engineer is a productivity manager.
Principles of Industrial Engineering, Proceedings of the 2017 Industrial and Systems Engineering Conference
K. Coperich, E. Cudney, H. Nembhard, eds., pp. 890-895.
Industrial Engineering Philosophy,
https://nraoiekc.blogspot.com/2021/04/industrial-engineering-philosophy.html
Role Model for Productivity Managers
Brian Hong
Group Director, Productivity Center of Excellence at The Coca-Cola Company
Greater Atlanta Area
About
Comprehensive Supply Chain, Operational Excellence, and Quality Leader with a history of developing and executing business strategies that enhance network capabilities while reducing total delivered costs. Specializing in addressing and resolving key business challenges such as; variability reduction, productivity improvements, strategic cost reductions, change management, growth through innovation, customer integration, and supplier collaboration.
10+ years of proven high level executive experience achieving and surpassing all expected corporate goals and delivering this in a deadline, cost driven environment. Group Director of Operational and Productivity Center of Excellence, Expertise as Lean Six Sigma Master Black Belt and Business Leader. Additional Core Competencies include:
Cost Reduction
Operations Management
Change Management
Business Roadmaps for Improvement
Cost & Benefit Analysis
Continuous Process Improvement
The Coca-Cola Company
Title Group Director, Productivity Center of Excellence
Since Mar 2016
Location Greater Atlanta Area
Accountable for developing and executing high-level strategies to deliver sustainable End to End Productivity, Technical Capability, Maintenance Strategy, PMO Governance, and Operational Excellence for The Coca Cola Company North America Supply Chain (CCNA).
Developed organizational Productivity Framework and Governance to deliver over $180 MM in sustainable productivity over the last three year horizon.
Strategic oversight for developing overarching Technical Capability and Operational Excellence Programs to enhance organizational capabilities.
Developed PMO governance model to support CCNA Supply Chain
Led CCNA Supply Chain engagement in the Business Transformation Office (BTO) to drive sustainable growth and cost management for Coca Cola North America.
Led the strategic turnaround of two network critical manufacturing locations in customer service and cost.
Led Maintenance Strategy implementation in Autonomous and Professional Maintenance
Group Director, Operational Excellence Center of Excellence
Apr 2013 – Mar 2016
Location Greater Atlanta Area
Responsible for delivering sustainable network productivity to support growth and cost reductions. Provide technical and leadership guidance within Coca Cola Refreshments and The Coca Cola Company to drive sustainable capability development in cost, quality and service.
Developed comprehensive Six Sigma DMAIC training and implementation strategy for CCR, The Coca-Cola Company and network. $20 million in value creation and/or cost reductions for The Coca-Cola Company.
Completed a strategic facility turnaround to support customer service improvements by 80%
Implemented Operational Excellence processes with a strategic customer resulting in increased Quality and Service leading to a 15 year contractual extension
Led initiatives valued at $6 million in productivity and/or increased sales while reducing consumer complaints by 80%
Director, Customer Solutions Walmart/Sam's
Dates Employed 2010 – Apr 2013
Location Portland, Oregon Area
Supply chain liaison between the sales organization of Coca Cola Refreshments (CCR) and Walmart/Sam’s. Increasing customer satisfaction and capabilities to reduce the total cost of ownership.
• Facilitated the development of an integrated collaborative customer process with Walmart. Developed an integrated pipeline of initiatives to support a 3 year strategic plan. Recognized as being the only DSD/Merchandising customer for the collaborative process with Walmart.
• Led the strategic prioritization and execution of the collaborative process to optimize the value chain between Walmart and The Coca Cola Company.
• Led process simulation between Walmart and The Coca Cola Company to investigate a $40 million opportunities
• Led CSI initiative to develop cost savings opportunities. Identified over $18 million in cost reductions for The Coca Cola Company
• Led the integrated approach on ASN optimization for Walmart. Integrated external suppliers such as MillerCoors, Dean Foods, Pepsico, Nabisco, Kraft, Kellogg, and Anheuser Busch.
Regional Operational Excellence Director - West
Feb 2007 – 2010
Location Vancouver, WA
Co-developed, directed and administered the company’s continuous improvement approach across multiple business units, twenty manufacturing plants and multiple support functions
Facilitated the development and implementation of CCNA’s manufacturing productivity programs that generated $32.5MM in productivity
Delivered 17% improvement in productivity without capital expenditures for CCNA’s thermal platform
Worked collaboratively with Coca-Cola North America and a strategic supplier to identify root causes of a quality defect. Developed and executed analytics that enabled Supplier Quality to negotiate the recovery of $745K
Instituted an integrated approach to optimize the production to delivery process, to increase customer satisfaction. Integrated approach utilized a new warehouse layout and production scheduling focused on product flow. Became “best in class performance” for warehouse deliveries as recognized by the Coca Cola Company
Title QA Manager II
2004 – Feb 2007
Portland, Oregon Area
Led the Quality Function at the Portland manufacturing plant. Managed and developed hourly and salaried personnel to enhance quality systems and processes, which included the integration of Six Sigma methodologies.
• Developed and executed a competency model to enhance employee engagement and development which is now being utilized by The Coca-Cola Company – Operational Quality.
• Critical team member in identifying and executing on $1.7 million savings opportunity through transportation optimization.
RR Donnelley
Title Quality Assurance Manager
1999 – 2002
Employment Duration 3 yrs
Managed and developed a 24/7 organization encompassing 6 Process Engineers that were Certified Six Sigma Black Belt, 4 salaried process technicians, and quality inspectors. Led the Quality and Process Improvement functions within a manufacturing environment that generated over $95 million in annual sales.
Increased customer satisfaction by 20% by aligning customer commitments/expectations with manufacturing performance and capabilities.
Led cross functional teams to increase raw material utilization - annualized return of $1.4 million.
Trained and mentored Six Sigma Greenbelts - Annualized savings of $150,000
Implemented 24/7 inspection process that resulted in $250K in cost avoidance in S&W
https://www.linkedin.com/in/brian-hong-37753ab/
Coca-Cola’s Productivity Management Journey
Industrial engineers and productivity managers can study Coca-Cola’s journey to learn from its experience the successful implementation of system level total productivity management.
"A case study of total productivity management" BY K.V.S.S. NARAYANA RAO, Industrial Management, March/April 2021 pp. 10 to 15.
https://www.iise.org/Details.aspx?id=652
Coca-Cola - Productivity Targets and Achievements
Coca-Cola (KO) Q2 2020 Earnings Call Transcript for the period ending June 30, 2020.
Using our productivity mindset, we are continuing to uncover cost-saving opportunities across the supply chain and operating expenses.
2019
Plan to realize cumulative savings of $4.3 billion in 2019.
21 October 2014
Coca Coal is expanding its current successful productivity program by targeting annualized savings of $3 billion per year by 2019.
15 October 2013
As a combined productivity and reinvestment program, the company anticipates generating annualized savings of $550M-$650M which will be phased in over time. Coke said it expects to begin fully realizing the annual benefits of these savings in 2015, the final year of the program.
https://nraoiekc.blogspot.com/2019/10/productivity-success-story-coca-cola.html
Toyota Productivity Improvement Reporting
2018-19 Annual Report Presentation
TPS/Cost Reduction
Cost Reduction Efforts: +80
Decrease in Expenses: -165
https://nraoiekc.blogspot.com/2020/04/toyota-industrial-engineering.html
Ed van den Heever
🌍 AFRICA EXCELLENCE FORUM
Johannesburg Metropolitan Area
https://www.linkedin.com/in/ed-van-den-heever-11124210/
Hemant Patil
https://www.linkedin.com/in/hemant-patil-industrial-engineer/
STUDIES ON INFLUENCE OF ROLLER DIAMETER AND
ROLLER SPEEDON PROCESS PARAMETERS IN HOT
ROLLING PROCESS USING MANUFACTURING SIMULATION
Dr P.L. Srinivasa Murthy1, HemantPatil2, Dr B.N. Sarada3 1Associate Professor, 2 M.Tech. Scholar,
Department of Mechanical Engineering, M.S. Ramaiah Institute of Technology, Bengaluru
3Assistant Professor,
Department of Mechanical Engineering, B.M.S. College of Engineering, Bengaluru
INTERNATIONAL JOURNAL OF CURRENT ENGINEERING AND SCIENTIFIC RESEARCH (IJCESR),
ISSN (PRINT): 2393-8374, (ONLINE): 2394-0697, VOLUME-3, ISSUE-5, 2016
Article on Machine Utililization
NORRIS HERRING
Senior Supply Chain Consultant
Atlanta Metropolitan Area
https://www.linkedin.com/in/norrisherring/
Ud 6.5.2022
Pub 9.4.2021
Nice blog! Thanks for sharing on CMQ/OE
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