ChongSian Nah

• Placed in strategic suppliers' sites and domestic plants for crisis management and to drive sustainable improvement.
• Set up Rolls-Royce production system within a domestic plant, resulting in a ~30% increase in output through their constraint operation.
• Engaged with a Red-Flag supplier and drove down arrears by 75%, increased the yield of a problematic part by 60%, reduced the queue time of a constraint operation by 80%, and built a sustainment plan between the supplier and the supplier management team.
• Part of Rolls-Royce intervention team in the worst-performing integrator, managing end-to-end raw material from the mill house to machining suppliers. Coached the supplier management team to build up supplier management capability.
• Implemented new processes through the supply chain, eliminated all build-stop risk regarding the particular raw material, and reduced build-stop and critical parts by 50% for their largest supplier.

• Lead two teams (Hot Forming Cell and Die Shop) of 35 members and optimizing the capability and capacity of the the cell by developing a flexible team. Successfully developed two manufacturing engineers, two assistant engineers, one work team leader and a shift production leader.
• Drive towards a culture of Zero Harm and achieved zero TRI YoY. Appointed and certified as Site Incident Commander (SIC) and Responsible Person (RP) for Legionella, gas furnaces, and lifting.
• Lead and direct a cross functional technical team towards Zero Defect to achieve operational & process excellence achieving 40% reduction in Defect per Unit (DPU) and 60% reduction in scrap.
• Cost centre owner accountable to identify and drive cost improvements projects resulting in a 20% YoY reduction of operating cost.
• SIOP Supply Planning (Man, Machine, and Material) using load and capacity tools to meet customers' demand (100% adherence to manufacturing plan) and productivity targets (20% improvement) while keeping inventory to budget
• Collaborated with capability acquisition team and external vendors to achieve cost savings of GBP$3m through pioneering of Rolls-Royce Advanced Fan Blade Manufacturing in two departmental processes.

In-contract Buyer, Supplier Management Team, Japan.

• Managed a spend portfolio of US$60m and collaborated with overseas suppliers to create price governance for all in-contract parts, thus facilitating 100% accuracy during the annual budgeting and forecasting process.
• Conducted cost audits and detected an overcharge of US$1m, whilst revamping the in-contract Bill of Materials spreadsheet. Resolved the commercial differences amicably by working closely with the global commodity team and the supplier's general management.

Network Controller (NC), Assembly and Test Unit, Singapore.

• Generated the materials requirements and ensured their timely availability to support the production schedule.
• Enhanced visibility and communications with freight forwarders through organisation of information systems, increasing the quality of customer service during engine dispatch.
• Collaborated with the quality team to streamline the Q-bond turnaround process, increasing overall efficiency by 50%.

Manufacturing Service Engineer (MSE), Fan Blade, Singapore.

• Led and pioneered the Rolls-Royce Production System as part of Lean Six Sigma (Green Belt) certification.
• Developed Equipment Failure Mode and Effect Analysis (EFMEA) for all critical machines within the plant.

• Supported the Health, Safety, and Environment Manager to pioneer and establish the plant's Safe System of Work (SSoW).
• Participated in investigations, conducted root cause analysis, and reported on corrective actions for work safety issues.