Syed Maaz Ahmed’s Post

According to my nature test results, I am inherently collaborative. This means I am strongly motivated to foster connections among people to find optimal solutions collectively. My ability to actively listen, embrace new perspectives, and value each group member's input makes me a vital team player. These traits are highly valued at FrieslandCampina, where teamwork and cooperation are integral to achieving collective goals. My collaborative nature aligns with the company's ethos of working together to achieve success. Being inherently collaborative is highly beneficial in the field of mechanical engineering. This nature allows me to effectively work in multidisciplinary teams, ensuring that complex projects benefit from diverse expertise and innovative solutions. My ability to actively listen, incorporate different perspectives, and foster a cooperative environment leads to more efficient problem-solving and optimized design processes. In an industry setting, I can facilitate better communication between departments, enhance teamwork, and drive projects forward by leveraging the collective strengths of the team. This collaborative approach not only improves project outcomes but also contributes to a more harmonious and productive workplace. . . #teamworker #Teamwork #Collaboration #EngineeringExcellence #MechanicalEngineering #Innovation #Leadership #Success #ProfessionalDevelopment #CareerGrowth #Industry

Reflecting on My Journey as a Manufacturing Production Supervisor: Challenges Met, Lessons Learned As I look back on my time as a Production Supervisor at Tesla, I'm struck by the incredible challenges and invaluable lessons that have shaped my leadership approach. I'd like to share some key insights: Embracing Complexity: Managing a team of 50+ in a high-volume, cutting-edge manufacturing environment taught me the importance of systems thinking. Every decision ripples across the production line, affecting quality, efficiency, and team morale. Data-Driven Decision Making: Implementing lean principles led to a 15% increase in efficiency. The lesson? Always let data guide your strategy, but don't forget the human element behind the numbers. Safety First, Always: Reducing workplace incidents by 30% wasn't just about rules—it was about fostering a culture where every team member felt responsible for their colleagues' well-being. Continuous Learning is Non-Negotiable: In an industry evolving at breakneck speed, staying ahead meant constant adaptation. From new technologies to evolving safety standards, learning became a daily practice, not just a periodic event. Cross-Functional Collaboration is Key: Some of our biggest breakthroughs came from breaking down silos between engineering, QA, and production teams. Innovation thrives at these intersections. People Over Processes: While optimizing processes was crucial, I learned that investing in people—their skills, motivation, and growth—yielded the most sustainable improvements. Resilience in the Face of Setbacks: Not every initiative succeeded, but each setback was an opportunity to refine our approach. Resilience, I found, is as much about bouncing back as it is about moving forward strategically. These experiences have not only made me a more effective leader but have instilled a passion for driving excellence in manufacturing operations.

Introducing Daniel: Production Manager at Enimiro. We are excited to introduce Daniel, our Production Manager at Enimiro. As a young leader, he brings fresh perspectives and innovative strategies to our production team. With a strong educational background, Daniel tackles challenges with confidence, making a significant impact on our operations. Qualities: Dynamic Leader: Daniel’s energy and vision inspire collaboration and creativity within his team,fostering a culture of open communication. Fresh Mind with New Ideas: His innovative thinking encourages the exploration of new approaches,enhancing our production processes. Ambitious: Always striving for excellence, Daniel actively seeks opportunities for growth and improvement, motivating others to elevate their performance. Problem Solver: With a knack for critical thinking, he approaches challenges with a solution-oriented mindset, turning obstacles into opportunities. Team Player: Daniel values teamwork and inclusivity, believing that diverse perspectives lead to better outcomes. Results-Driven: Focused on achieving measurable results, he utilizes data-driven insights to optimize our processes and enhance productivity. In summary, Daniel embodies the qualities of a forward-thinking leader. His ambition, knowledge,and innovative approach, combined with his commitment to teamwork and problem-solving, make him an essential part of our success at Enimiro. We look forward to witnessing his continued contributions to our organization.

"A short Journey as a Process Engineer to Coach Production Operator Leader" I am collaborating closely with the Leader of the Operator team, as part of the Front-Line Leader (FLL) training program developed by AkzoNobel FLL is very specific to the manufacturing sites and the need for people in these roles within Operations to understand what the business expects of them in regard to Safety, Quality and Operational Excellence In my role as a Coach collaborating with a production leader team, our emphasis is on acquiring knowledge and mentoring the leader to enhance their ability to manage both themselves and their teams effectively. Here are the actions we implemented to achieve our learning goals: 1. Strategic Planning -Goal Alignment: Ensure that process improvement align with the overall site goals of safety, quality and operational excellence. -Develop a clear strategy for optimizing drying times and ensuring color standard adherence, considering the constraints of limited oven capacity and multiple production order. 2. Performance Management -Measurement and Monitoring: Implement metrics to track drying times, color standard deviations (dE specs), and production throughput. -Feedback mechanism: Continue gathering feedback from the team regarding specification checks and adjust processes based on performance data 3. Leading and managing culture and change -Leadership role: As a coach, working with leader in fostering a culture of continuous improvement and adherence to quality standards. -Change management: Help the team adapt to new procedures for drying process improvements by providing clear communication, training, and reinforcement of desired behaviors. 4. Managing Risks, Policies, and Procedures -Risk Assessment: Identify potential risks in the revised drying process and implement measures to mitigate them (e.g., dedicated alarms for each oven, clear segregation of positions). -Process Standarization: Ensure that procedures for drying are standardized across shifts to maintain consistency in drying times and quality outcomes.   By implementing these measures, we aimed to enhance the systematic approach to drying, ensuring consistency in product quality and adherence to specifications. These improvements align with AkzoNobel's emphasis on operational excellence and quality standards within manufacturing operations #ProcessEngineer #Leadership #Manufacturing #ContinuousImprovement

"Sharing My Expertise in Process Management With a strong educational background in Mechanical and Chemical Engineering, I've developed a unique blend of technical knowledge and practical skills. Throughout my career in production, I've honed my expertise in: - Production planning and scheduling - Process optimization and improvement - Quality control and assurance - Team leadership and supervision - Safety management and compliance My achievements include: - Increasing production capacity by 12% - Reducing downtime by 20% - Improving product quality by 25% - Leading high-performing teams to achieve production targets I'm excited to connect with like-minded professionals and explore opportunities to enhance efficiency, productivity, and quality in production processes. Let's discuss how my expertise can drive success in your organization! #processmanagement #productionefficiency #productivity #qualitymatters #leadership"

You are plant operator. R&D team lacks key qualities for success. What you do As a plant operator, if I notice that the R&D team lacks key qualities for success, I would take a strategic and supportive approach to address the issue. Here’s how I would handle it: 1. Assess the Situation -Identify Specific Issues: Determine the exact qualities or skills that are lacking within the R&D team. These could include technical skills, communication, teamwork, innovation, or problem-solving abilities. - Gather Data 2. Communicate with R&D Leadership - Schedule a Meeting: Arrange a meeting with the R&D team leaders to discuss the observations. Ensure that the conversation is constructive and focused on improvement. - Present Findings: 3. Develop a Plan for Improvement - Collaborate on Solutions: Work with the R&D leaders to develop a comprehensive plan to address the skill gaps. This could include training programs, mentorship, and cross-functional projects. -Set Clear Objectives: Establish clear, measurable objectives for the improvement plan, and ensure that everyone involved understands their roles and responsibilities. 4. Implement Training and Development Programs - Technical Training: Arrange for technical training sessions to enhance the team's skills in areas such as research methodologies, data analysis, and advanced technologies relevant to their work. - Soft Skills Development: 5. Foster Cross-Functional Collaboration - Encourage Teamwork: Promote cross-functional projects where R&D team members can work with other departments. This will help them gain new perspectives and learn from other areas of the organization. - Mentorship Programs: Pair R&D team members with experienced mentors from within or outside the department to guide them in developing the necessary skills and knowledge. 6. Monitor Progress and Provide Feedback - Regular Check-Ins: - Celebrate Successes: Recognize and celebrate the achievements and progress made by the R&D team to boost morale and motivation. 7. Address Structural Issues - Evaluate Team Structure: Assess whether the current team structure supports or hinders success. Consider restructuring the team to better align with project goals and individual strengths. - Resource Allocation: 8. Lead by Example - Demonstrate Commitment: Show your commitment to the team's success by being actively involved in the improvement process. Offer your support and guidance whenever needed. - Create a Positive Environment: Foster a culture of continuous learning, innovation, and collaboration within the plant to encourage the R&D team to thrive. By taking a proactive and supportive approach, I can help the R&D team develop the key qualities needed for success, ultimately benefiting the entire plant operation.

The quality syndrome of Mechanical Engineering Manager 1. leader with a vision,a great engineering manager is a leader, Coach and mentor for his engineering team. infact shoulder checking shows the luck of covalue of good leader of your department. 2. put people First, when you're in a leadership role. your team is your most important asset. avoid seifish motive of put yourself first even if it's patterning to your team motivation. 3. able to create an awesome onboard experience and support for the new hire. Avoid nepotism and allow transparent experience hiring for a satisfactory of the team. 4. able to understand the strength and weaknesses of existing teammates and identify who could be a great complement to the team. 5. preventive maintenance isn't satisfied if there isn't housekeeping.

The Impact of Personalized Coaching 👉When I was appointed to the planning section, I noticed our assembly supervisors spent a lot of time running between departments to arrange machined components and bought-out items for assembling machines. This took away from their core responsibilities: supervising the assembly process and ensuring the quality. 📌To address this, I took the responsibility upon myself to streamline this process. After discussing my observations and proposed solution with management, I received the green light to take two assistants for this function. 🤝Through collaboration with internal teams, I choose two individuals whom I thought had potential for this job. 💡I realized that training them was prime importance, but I also knew that the theoretical or classroom approach would not be engaging for them. So I designed a little more practical, hands-on training method. ✅Here's how we made it work: 👀Role Identification: Through observation and regular conversations, I identified who was best suited for handling components and who for bought-out items. 🗣️On-the-Go Meetings: I held many informal meetings to explain the importance of their roles and the positive impact they could made on our production process. 📊Effective Tools: I created an Excel file that served as master list of components and bought-out items for our frequently ordered machines and I demonstrated how to use this list effectively 🏅Lead by Example: I personally showed them how to organize the items and hand over them to assembly supervisors in an orderly manner. 🚀Over time, my team became skilled in their roles, allowing assembly supervisors to focus on their core tasks without distractions. This initiative not only improved our workflow but also significantly enhanced the quality of our machines. 🌟This experience reinforced my belief in the value of practical training and the importance of teamwork with collaboration and leadership. #Leadership #TeamManagement #Operations #Manufacturing #ProcessOptimization #EffectiveLeadership #TeamEmpowerment #QualityAssurance

I'm thrilled to share that I've achieved certification to facilitate 5 Behaviors content. As Lencioni wrote, building an effective, cohesive, and high-performing team is incredibly challenging. But it is also very simple, it boils down to courage and persistence. I can't wait to share this content with my colleagues at Mitsubishi Chemical! #leadershipdevelopment #teamwork #highperformingorganizations