RUI QI NEO

• Provide comprehensive critical care to patients recovering from complex surgical procedures, including cardiovascular, neuro, and trauma cases.
• Monitor and interpret hemodynamic parameters and adjust treatment plans accordingly.
• Analyzing blood gas results and arranging for actions such as replacement of electrolytes
• Perform advanced nursing procedures, including central line care, arterial line monitoring, and endotracheal suctioning.
• Assist and prepare for procedures such as bronchoscopy, line insertion, intubation and extubation, etc.
• Collaborate with surgeons, anesthesiologists, and other healthcare providers to optimize patient care and recovery.
• Educate patients and families about treatment plans, medications, and discharge instructions. Providing post operative care monitoring for complications, pain and wound care.
• Critically analyzing patient's condition, recognizing the problem, diagnose and utilize problem solving skills to execute plans of actions timely

• Provided specialized care to patients with thermal, chemical, and electrical burns in an acute burn unit.

• Delivered post-operative and wound care services, including debridement and dressing changes, patient-centered pain management strategies and monitored responses to interventions.

• Conducted thorough patient assessments, including burn depth and percentage using the Rule of Nines.

• Collaborated with the healthcare team to create individualized care plans for burn rehabilitation and recovery.

• Educated patients and families about pre- and post-operative patient education for skin grafting and reconstructive surgery cases, wound care, dietary requirements, and psychological adjustments post-injury.

• Contributed to multidisciplinary care teams to support long-term rehabilitation needs.

• Maintained sterile environments to prevent infection in patients with open wounds or compromised skin integrity.

• Administered medications and closely monitored vitals to identify complications early.

• Provided pre- and post-operative care for patients undergoing plastic and reconstructive surgeries, ensuring optimal recovery and patient satisfaction.
• Educated patients on surgical preparation, recovery protocols, and wound management to improve outcomes and reduce complications.
• Monitored patient vitals and administered medications to ensure comfort and stability post procedures.
• Collaborated with wound nurses and doctors on optimal wound care management for the patients through daily nursing of wounds and updates.

• Supervised a team of local work value analyst to conduct time and motion studies across Dairy Farm retail sites
• Studies were done based on understanding the tasks performed in stores and application of work measurements techniques
• Guided the team in capturing, analyzing and measuring tasks accurately
• Within a year, the team had covered measurements for Health and Beauty and Food business across Singapore, Malaysia and Hongkong
• Strong relationships were also forged with stakeholders and confidence were gained that the studies were done fairly
• Owned the process of building Central Labour Management Model by developing, planning, documenting and validating a consistent approach across all countries
• Labour models were built to derive store specific target hours across all stores
• Over 450 stores in the food business have their labour models built with store specific target hours based on store profiles
• Supported data logic and measurements changes to model for designated regions, including budget and forecast overlay process to ensure business attain labour budget with targets derived from model
• Created roster tool and weekly report for stores as part of labour management
• Key features include customer demand, actual and target costs to provide guidance on rostering by demand and managing labour on a weekly basis
• This allow stores to have ample time for action planning before month or year end finance review on labour costs
• Advised potential labour costs incurred with new business initiatives by liaising with stakeholders to work out forecast labour costs and additional work effort needed for the stores to implement new initiatives
• Labour model will be updated based on additional work effort needed with new target hours and costs
• Developed a consistent way of working across multiple formats and geographic locations imbedding a standardized approach for in-store operation model aligned to the broader Dairy Farm operation model and values
• Ensured any local format variances are captured and built into the standardized process aligned to Dairy Farm operation model and one way of working
• Captured in store processes that are non value adding (or inefficient) and propose recommendations to stop/amend such activities
• Developed and captured future productivity opportunities and work with relevant stakeholders to consider plans for these opportunities
• Engage, influence and coach key stakeholders for major transformation program of work area and with Central Operations to deliver a consistent and efficient way of working for instore operation

• Managed the store's sales profit, budget and shrinkage for the fresh department through - Controlled inventory levels to ensure no Out of stock situation/Over stock situation and low shrinkage
• Development of new product grouping and mix to fit customer profile
• Planogram was set up for the fruits and vegetables chiller focusing on right range, quantity and display
• Out of Stock situation was improved and shrinkage reduced by 2%
• Liaised with stakeholders (supplier and buyers) to get new opportunities for the store
• Alison Pantry was brought in to target the office crowd at Giant Suntec City
• Within a month, fruits sales have increased from negative to positive margin against last year, contributing to $550 average daily sales and 17k per month
• Forged close relationships with customers, gained their feedbacks and trust
• Consistent documentation and analysis of sales, profit and shrinkage with follow up on action plans
• Fresh department in total has contributed to 6 million sales annually earning 500k per month and contributing to 2030% of store's total sales
• Shrinkage has been reduced from 3.8% to 2.9% in the month of July 2018
• Key member of the store's audit
• Actively involved in championing the store for the annual NSF (National Sanitation Foundation) audit that covers food safety and food processors
• Coached the store's 50 team members on the various roles and prepared them for the audit
• Addtionally, 'Quickwins' was developed to allow team members to prioritize and be focused on main audit checklist
• Team achieved a score of 90% which was an improvement from their past audit score of 85%
• Oversaw the whole fresh team in a Hyperstore with 5 different departments and over 20 team members
• Ensuring all team members play a committed role and comply to the company's standards in terms of customers service, merchandising and housekeeping
• Moreover, team members were engaged and influenced to learn new things and be versatile in various job scopes
• Currently, all the department managers are able to cross function and provide new ideas for other departments

• Performed in differing retail formats (merchandising, operations, audit) and across banners (giant and marketplace)
• Executed the various roles on the job and able to understand the entire store's processes and tasks across all departments in both Giant and Marketplace
• Generated new ideas to improve the job efficiency in store with upper management
• A movable bag holder was designed and engineered to improve cashier efficiency
• The trail test was launched and cashiers were able to improve their scan rates per transaction by 5%

• Analyzed and generated statistics for QA's Corrective Action and Preventive Action (CAPA) metrics geared towards solving past plant events, bringing the team to tackle outstanding CAPA to be resolved
• Team reached near 100% hit rate of having zero overdue CAPA over the next 5 months
• Investigated and reduced non-conformance of human related events through reviewing past events and interviewing conducting personnel of respective events
• Identified new ways to ensure minimal occurrences of similar events and introduced engineered solutions to the upper management (e.g
• Revising SOP)
• Carried out and monitored implemented action plans, led to a drop in human related events from decrease in CAPA
• Raised awareness regarding past events through innovation of posters, conveyed to all departments
• Survey displayed positive feedback, with over 90% of employees being aware of the poster and understood its purpose
• Volunteered to represent QA team in organizing Family Day event whilst juggling with other delegated projects
• Liaised with external vendors and facilitated brainstorming sessions with team to consolidate ideas for design of publicity materials, promoted event through posters and emails
• Successfully invited targeted participation of 800