1. Directed a team of 5 personnels from HR, IT and Account departments to execute meal subsidy program to all employees in Apr 25.
2. Championed the resubmission CCC certificate and obtained approval in Aug 25 – Banting (F1).
3. Spearheaded plant capacity expansions initiatives estimated increasing production capacity.
 Negotiated and finalized lease agreement 10-acre factory (F2) & 4-acre factory (F3) to fulfil project expansion requirements.
 Engaged a Principal Submitting Person (PSP) (e.g., architect or engineer) to certify compliance with technical requirements and submit revised building plans for approval.
 Oversaw the installation works and commissioned the systems (Metal processing plant, Polishing plant, Powder Coating Plant and Spraying Plant) in Aug 25.
4. Secured manufacturing deals with Yeti, Starbucks, Owala, and Stanley by collaborating with the marketing team. A total of 25 million PCS sales deals were made in Sep 25.
5. Engaged with outsource contractor (FP Reel Plating) to increase electrolysis production capacity by 75% from 4000 to 7000 per day in May 25.
6. Developed new business partner for electrolysis and copper plating (METEK- Apr 25), Electrolysis process commenced in Jul 25 and expecting copper plating run in Oct 25.

1. Oversaw the production schedule and ensuring the availability of adequate raw materials to meet production demands.
2. Reorganised the warehouse management to improved inventory control and loss prevention. Besides, this has increased the container’s loading efficiency by 25%.
3. Achieved a total monthly output increment of 56% from 163,341kg to 254,876kg in 10 months’ time – Feb’24.
 Increased line daily output (L3 & L4) by 44% from 5000kg/day to 7200kg/day – Oct’24. And line L5 daily output by 57% from 1990kg/day to 3450kg/day – Feb’25.
4. Improved product strength by 40% from 25Mpa to 35Mpa at Line L5 in May’24.
5. Achieved 30.5% energy saving from 34.17 kWh/ton to 23.76 kWh/ton.
 Replaced the faulty capacity banks and ensure the PF performed at > 0.92.
 Optimized the temperature setting at extruder and ovens for each line.
 Removed 2 units of air compressor stop the leaks and 8 units of submersible pump.
6. Improved water-cooling system via rectified the pipelines design and regulates the flowrate.
 Modified the piping layout and regulated the flow capacity to optimum settings.
 Achieved cooling temperature at quenching tank at 30°C consistently.
7. The machine setup procedures were reviewed, and the engineers were trained on machine settings and working instructions. This was done to achieve a reduction in start-up time and a decrease in scrap generation by 3% compared to before.
8. Spearheaded plant expansion project (installed 1 production line – Dec’24)
9. Championed Safety and Health management initiatives to register the factory into MYKKP and obtained certifications for jib crane (PMA) and air receiver (PMT). Organised project of Noise Risk Assessment (Noise mapping). Appointment personal for training as certified Safety Coordinator.

1. Spearheaded the HODs in discussions with the objective of optimizing plant operation includes production schedule, plant maintenance, and on-time delivery.
 Reduced headcount from 9.1HC/mil pcs to 6.0 HC/mil pcs output for Factory A, C and D (Oct 22)
2. Saved 20% expenses on disposing schedule waste by reduced water content in the filter press stock from 56% to 26%.
3. Diverted Vacuum-packed production from external contractor to our in-house packing team. This change was implemented to achieve cost savings in handling expenses.
4. Championed the HRBP on business initiatives to implemented retrenchment program resulted total headcount reduction from 1,030 to 650 in Feb 23.
5. Led the team to obtain ISO 45001: 2018 certification in December 2022.

General Manager, Project (Jan 2016 – May 2022)
1. Achieved timely on the factory setup in Malaysia (2017) and Indonesia (2019). The NPK fertilizer manufacturing facility was constructed on two hectares of land and has a designed production capacity of 180,000 metric tons per year.
2. Up-graded palettizing process in the packing plant via deployed robotic arm at the conveyor. Total 9 sets at 4 factories in Malaysia and Indonesia being installed (2020).
3. Managed plant revamping projects for 3 factories namely NKF, ABF and tmkay. Project scopes included demolishment, deployed PLC system, replacement of batching plant, coating plant, sieve drum, auto-weighing packing system, bucket elevator, rotary drum and drag chain.
4. Spearheaded the team to setup facilities for product development project. Integrated heating element system, weighing scales and dosing facility into Coating plant. Conducted 3 types of studies, which are coating ability, caking tendency and cost analysis.
Plant Manager (Jan 2010 – Dec 2015) & Asst. Plant Manager (May 2007 – Dec 2009)
1. Promoted as Factory officer and responsible for the factory operation at Bintulu Sarawak (ABF-2007).
2. A team of 30 people was recruited in Feb 2007. A two-month on-the-job training program was arranged in TMK. The training includes the production, maintenance, laboratory, delivery, and warehousing. The ABF is succeeding commissioning in Jun 2007.
3. Championed the team to achieve SNI 02-2803-2000 certification on 21 Nov 2007 and QMS ISO9001:2000 on 17 Jun 2008.
4. Spearheaded production team and maintenance team work as team to improve plant performance.
 Achieved production of 60,000mt compound fertilizers for first 6 months.
 Improved granulation efficiency to achieved production throughput from 17tph to 22tph.
 Improved product quality by increasing the D50 product size range from 2.0-3.4 mm to 3.5-3.8 mm, achieving a better physical appearance and uniformity.
 Improved on uneven coating by redesigned the drum profile to promoted the agitation motion and prolong the detention time.
 Improved durability of inclined screw conveyor by changing the speed rpm, and replaced the fabrication material for auger and it housing. The wear rate has been improved and the effective capacity increased from 30,000kg to 40,000kg then 70,000kg.
 Rectified feeding screw SC-13 downtime due to its gearbox failure. Replaced the gearbox to 2 stages type with a higher ratio gearbox and safety factor. No breakdowns for 3 years.
 Improved 40% of packing efficiency. Installed additional holding bins, lengthen the conveyer and synchronised the speed of packing system.
 Double the shelf lifespan of the sieving screen by inserting steel trips on it.
5. Managed the operation of shipments, delivery, warehousing and invoicing.
 Standardized reporting format for daily report such as incoming, production and delivery.
 Coached the team and established a stock list with critical levels. The team will monitor, plan and order resources as required such as raw materials, packaging materials, machinery components and consumable items.
 Imposed mandatory internal stock take to ensure stock accuracy and availability at all time
 Managed and monitored the implementation of SAP-ERP for delivery, invoicing, production, and inventory. Prepared management reports by exported data from SAP-ERP for further action plans.
 Reduced the invoicing cycle time from 2 weeks to 3 working days upon delivery.
 Cost saving by eliminated temporary storage charges at wharf and external warehouses.
6. Managed and maintained the functionality of laboratory equipment.

Engineer (Oct 2005 – May 2007)
1. Prepared production schedules.
2. Prepared monthly incentive report.
3. Monitored plant performance and prepared downtime data for analysis.
4. Prepared shutdown schedule for production department.
5. Organized inhouse training for belt weigher calibration and trouble shoot.
6. Plant Improvement:
 Rectified downtime in packing plant by increased holding capacity on saddle conveyor.
 Output increased by 20% after synchronized the belt speed with the sewing machine.
7. Involved in plant design (ABF). Calculate the equipment capacity and power requirement.

1. Maintenance department setup and up keep the mill performance.
 Established and execution on the preventive maintenance program.
 Inspection on mills equipment, repairs and troubleshooting on the breakdown.
2. Collaborated with production department and prepared the production schedule and bagging schedule.
3. Spearheaded engineers to commissioned 10kg paper bag packing line for KFC.
4. Collaborated with HODs to achieved the HACCP certifications in 2004.
5. Conducted process studies to increase yield by extracted the flour at the end stream and further
crushing and sieve prior channel to pollard storage bin. Yield increased by 1.2% in 2004
6. Championed a team to setup 2 pneumatic conveying lines at customer factory Julie’s Manufacturing Sdn. Bhd.
7. In 2005, spearheaded the MAXTRACT project was initiated at the HQ Prai flour mill which the project's impact was a significant increase in revenue estimated 1.2 million annually.
8. Oversaw the project budget and incurred expenses that remained below the authorized budget by 6%.

Mechanical and Manufacturing Systems Engineering

The journey officially began