Tayzar Khine (Tyler) Soe

Focused operational excellence manager with over 9 years experiences in adept at planning, directing and maintaining continuous operations in various departments. Experienced in directing manufacturing employees and keeping efficient production in accordance with quality standards. Applying creative and analytical approach to operations for continuous process improvement. Skilled at identifying or anticipating problems and providing solutions. Excels through mentoring, training and empowering team to excel in performance.

Lean Six Sigma Certification (Green Belt)

Implement PICK-TO-SHIP process path Phase(I) in the period of Singapore circuit breaker lockdown period. Reduce from 60 mins to 30 mins of process time.

• Introduced ship in own container processing and reduced 50% of packing box usages.
• Operation cost saved estimated $1500 daily and $500k yearly.

Reduced Traditional Non-Sort (Bulky item/Heavy item) process time and improved TPH from 11.6 to 18 within 3 months by changing efficient process area layout, implementing separated throughput and SOPs.

• Implemented continuous process improvement, increasing TPH from 13.2 to 15, saving an estimated $150k per year in operation costs.
• Finalized project increased TPH to 21 by implementing the Pick by Pallet process for high demand items and increased the operation cost saving from an estimated $150 to $250k per year.

The Sorting process for the outbound department was optimized and capacity was increased by 130 percent.

• Overall process performance increased 21.45% for 100 units per hour to 121 units per hour.

Collaboration with the safety team and launching a safety saves champions program for associates across the operation departments in Singapore.

• Total of 689 safety saves were reported from associates within 3 months.
• FC Outbound department was awarded for highest safety saves.

Developed integrated dashboard with live data to calculate total pallet count requirement for shipments by shifts and daily.

● Reduced hourly manual calculation to find scheduled vs actual difference truck requirement.

● Added an alarm system to the dashboard which alerts the leadership team by email once it has hit the risk threshold.

● Escalation time taken for requesting extra trucks to the logistic team reduced to 5 minutes from 20 minutes before the dashboard.

Built and maintained close relationships with internal and external stakeholders for fulfillment center Removals process (Reverse Logistics), implemented SOPs, tracking process quality, and process improvement.

• Liquidation return money increased to 150% in 2021 compared to the year 2019 and 2020. Estimated yearly $1.5M and previously was $800k.

Redesign the outbound process flow system ( Lean Productions) to control by flow process assistance with worldwide flow team to make a new system which is more compatible with Singapore fulfillment center.

• User-friendly UI with simpler steps to creating the better labor deployment across the department process as require numbers of associates for hourly.
• Overall shift performance previously was 86% - 92% and effective and efficient new system reduced lost hours from labor movement and increased shift performance to 96% - 112%
• Created more accurate hourly output based on shift volume and recommended the number of labors to move across departments as needed.
• Max output was increased 25% per 10 hours per shift.

Total of 33 major and minor process improvement projects were led and contributed to the department.

Overall outbound department TPH improvement from 7.7 to 30.5 within 2.5 years.