Frank Valenta - Operations Management Consultant, Dragon & Hare doo

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Work Background

BIGL AsiaVice-President Operations Strategy

Jul. 2015 - Sep. 2019Singapore, SingaporeSGX listed USD 250 million supplier of hard disk drive assemblies to Seagate: Developed improvement roadmaps for Foam Packaging and Flow Control Device divisions; turn-around playbook for Hard Disk Drive Components division For foam Packaging Division: synchronised supply of bulky foam material to production schedule, freed up entire floor of factory for productive activities Developed and delivered hands-on LEAN and KATA training programs to top 100 executives; trained trainers who skilled 800 engineers in Thai & Mandarin Drove implementation of operational improvements by multifunctional teams across 6 plants in China and Thailand: reduced final assembly lead time to 1 day, cut inventory 30% per year three years running, raised productivity 50% by implementing LEAN cells, one-piece-flow and visual inventory controls

Deloitte Consulting Southeast AsiaExecutive Director

Jul. 2011 - Jun. 2015Singapore, SingaporeFor ST Kinetics: cut assembly hours per vehicle 20% and lead time by 50% by implementing low volume, high mix best practices after internal team claimed no further productivity gains were possible For Caterpillar APAC: analyzed outbound ocean freight logistics practices; identified USD 10M potential savings by applying holistic network design optimization

Selco Stand DesignOwner and President

Jul. 2006 - Jun. 2011Canada, MontréalAcquired and managed tradeshow service provider: implemented LEAN fabrication / assembly, POKAYOKE (mistake-proof) logistics, key account management, online customer asset management and booth configuration; grew revenues by 20% in two years by developing capability to design and build custom stands; provided global logistics services

ABB Power TransformersProject Manager

May. 2001 - Sep. 2002Canada, GuelphLed global multifunctional project team that developed best-of-breed power transformer design based on design-for-manufacturing principles, converted business from engineer-to-order to configure-to-order, enabling unprecedented levels of automation. Cut total cost 20%, lead time 65%, re-established leadership in losing market segment

Deloitte Consulting Southeast AsiaSenior Manager

Jan. 1999 - Apr. 2001Philippines, Makati CityCut Agilent Technologies Semiconductor global order fulfilment lead time from 15 to 3 days, increased productivity by 15% with LEAN cells and optimised logistics For disk drive manufacturer: cut lead time from 15 days to 1, inventory by USD 2.5M, improved yield 14%, utilisation 18%, doubled productivity, closed 2nd plant For Panasonic component plant: cut supply lead time by 97%, inventory 25% Reduced product design time 50%, improved engineering productivity 230% for Matsushita Air Conditioning Group, Malaysia, through simultaneous engineering

Coopers & Lybrand East Asia (became PwC)Principal

Jun. 1997 - Dec. 1998Philippines, Makati CityDefined global supply chain strategy for appliance OEM. Identified core competencies, optimal vertical integration, potential China production sites & contract manufacturers

STG‐Coopers & LybrandManager

Apr. 1992 - Apr. 1996Switzerland, GenèveFor manufacturer of vacuum pumps: implemented partnership with supplier of electric motors, eliminated Minimum Order Quantities; cut lead time 45 to 10 days, inventory 50% Led team of OEM design and supplier manufacturing engineers to apply Design for Manufacturing principles to range of welded steel tanks: cut part count by 10%, increased standard components to 80%, cut cost by 14% and lead time by 50% For manufacturer of switchgear: cut suppliers of molded plastic parts from 22 to 5, cut machine set-up times 75%, reserved capacity to cut lead time from 12 weeks to 2, implemented KANBAN based replenishment, cut annual supplier invoices from 220 to 24, eliminated 150 annual schedule changes; cut total cost by 10%

Laliberte Lanctot Coopers & LybrandSenior Consultant

Oct. 1988 - Apr. 1992Canada, MontréalFor Culinar Confiserie, reduced packaging line set-up times by 70-90%, optimised scheduling, reduced inventory 30% while maintaining 99% customer service level For Culinar Patisserie: implemented cooperative supply agreement with packaging supplier, reduced number of suppliers from 8 to 1, supply lead time from 10 days to 2, eliminated outside warehouse, reduced total cost of ownership by 18% Developed detailed activity based cost model to support Culinar strategic product portfolio make or buy decisions

Vestshell Inc.Development Engineer

Jun. 1986 - Sep. 1988Canada, MontréalCut sample lead time 50%, implemented inventory control and purchasing system, programmed new robot, initiated strategic planning at precision steel military and aerospace foundry