LEE CHEE SAN

Trainer Lee CS

0

CREDENTIALS

Certificate, Mechanical Engineering, Polytechnic Ungku Omar

LANGUAGE

English
BM

INTRODUCTION

Have more than 30 years working in various maintenance and operation functions, with the last 20 years in leading plant various TPM pillar activities in Chemicals manufacturing. A member of the plant leadership team that do weekly, and monthly results coaching reviews. Was responsible for developing and deploying department’s Masterplan for all accountable results in business goals and measures. Passionate about team development and a keen advocate for doing “the right thing”.

Early involvement in TPM as a member of the plant TPM Kick-Off organising committee in 1996. Lead AM Pillar on 3 occasions during Kick off (1997-2000), HDL module phase 1 assessment (2010-2013) and Chemicals phase 2 assessment (2015-2016). Other TPM pillars roles included FI (2000-2003), Initiatives (2003-2006), E&T (2005-2008) and QM (2013-2015). As part of Leadership team was involved in Loss Analysis exercises, benchmarking process, organization performance modelling, develop company Critical Business Needs measures and subsequent Masterplan development /deployment of business strategy.

MY CAPABILITY, KNOWLEDGE AND EXPERIENCES ACQUIRED FROM TPM IMPLEMENTATION
Training and experiences in TPM has helped in developing successful work and development programs for employees complete with training and succession plan. Able to develop skill matrices for qualification of all plant roles, skill gaps analysis for training and succession plan development. Use Learn Do Teach and hands-on methodology for skill demonstration qualification.

Develop standard qualification process for plant and SME’s role. This can be used by HR for Organisation Performance Modelling and to fine tune the hiring process to have better fit, reducing attrition. Total Employee Involvement accelerated by Equipment Ownership program which requires the owner to demonstrate skill capability matches the role skill matrices. SME’s are identified and developed from these work processes.

Loss Analysis and benchmarking exercises can help create values exceeding 10% of company sales profit. New and improved standards can be validated /deployed saving time and efforts once defects/losses are eliminated.

Supply Network Loss mapping and prioritization process using RPN.

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