BSC.CORPLAN.TQM

Sidney T. Angsanto

Management Consultant (COR - BIR)

 

GENERAL MANAGER & CHIEF OPERATING OFFICER | M. Consultant

For Commissary | Manufacturing, Restaurants, Convenience Stores, and related Industries

 

An Organization Management Executive driven to making Internal Operations more effective and productive that will result to Increase Profits and Revenue Growth. In his latest work, was able to move RKI’s Manufacturing process up many notches towards an Industrial Level of Quality Assurance and Control including Products Recall System. Increased Production Capacity from 50 kilos to 200 kilos per shift by Setting Up an Economical Process Flow Lay-Out, adding an assembly operator to a Production Line, each ones’ proper working posture and movement to have Quality Yields with Volume Mileage over usages of Time, Inventories and Utilities that prevented the multiple handling, waiting time and loss of momentum. Also, strictly implemented a Lot - Batches Production at least 3 to 4 working hours to minimize preparatory and post production shared costs. This increase in Capacity brought about having met the Client’s Volume Requirements per Shipment Weekly and therefore, Revenue Growth and Profits. Moreover, gave room to serve more clients and develop Products for Commercial Category or Industry.

 

Skilled in CORPORATE PLANNING with TOTAL QUALITY MANAGEMENT using KEY PERFORMANNCE INDICATORS – SMART BALANCE SCORECARD STRATEGIC PLANNING AND MANAGEMENT SYSTEM in (4) Interconnected, Inter-related and Integrated Perspectives: Customers, Finance, Internal Business Processes and Organizational Capacity. These are Essential for an Effective, Efficient and Smooth Flow of the Company’s Business, as well as its growth development. Key Qualifications include:

 

• Organizing, Orchestrating & Overseeing Cycle base on Balance Scorecard KPI-SMART

• Applies the Concept of Six Sigma’s DMAIC (Define, Measure, Analyze, Improve and Control) in the BSC KPI

• Critical Path Analysis – Gantt Chart > Time & Motion parameter base on proper working posture and movements, process flow, etc.

• Cost Reduction | Containment & Profit Optimization

• Transaction Count Analysis Per Hour (Manufacturing, Head Office, Distributors, Retailers)

• Process Improvement and Policies | Optimization & Turnaround Management

• Supply Chain Management – EOQ (Economical Ordering Quantity) base on Lead Time & daily average demand. 

• Strategic Planning & Budgeting: Revenue; COGS; Operating (Fixed & Variable) & Capital; Profit, ROI

• GMP | HACCP Set-Up (pre-certification)

• Quality Assurance (PPS-QIP) & Quality Control

• On the Job Training the Trainers | Leadership (different levels of management) for Organizational Capacity

• Compliance | Operations Audit and Management

• Set-Up a Pre-Certification for ISO 9001

 

CORE MANAGEMENT FRAMEWORK https://stangsanto.wixsite.com/kpi-smart/frameworks

 

PSI – Philippines | Basic Leadership Graduate Batch 270

Skilled in Apple and Windows, Microsoft Office, Visio, Publisher, OneNote, Omnigraffle, Pages, Keynote, Team Viewer, Face Time, Skype and Messenger. Also in Viber and Kakao Talk.

A graduate of PSI Basic Batch 270 - http://www.psileadership.org

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PROFESSIONAL EXPERIENCES:

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RADICAL KITCHEN INC. – An Artisan Commissary

President & General Manager – Co Owner | April 16, 2017 – September 15, 2017 

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• Was able to move RKI’s Manufacturing process up many notches towards an Industrial Level of Quality Assurance and Control including Products Recall System.

 

• Increased Production Capacity from 50 kilos to 200 kilos per shift by Setting Up an Economical Process Flow Lay-Out, adding an Assembly Operator to a Production Line, each ones’ proper working posture and movement to have Quality Yields with Volume Mileage over usages of Time, Inventories and Utilities that prevented the multiple handling, waiting time and loss of momentum. Also, strictly implemented a Lot (Batches) Production at least 3 to 4 working hours to minimize preparatory and post production shared costs. This increase in Capacity brought about having met the Client’s Volume Requirements per Shipment Weekly and therefore, Revenue Growth. Moreover, gave room to serve more clients and develop Products for Commercial Category or Industry.

 

• Set up an economical physical U-Formation lay-out for the entire factory plant from Quality Inspection Program base on Product Preservation Standard Parameters to receiving, queueing with standard piling per SKU for easy counting without touching and tagging (SKU Code, Product Name, Shelf Life, total quantity, piled by with date and time), FIFO Rotation and Replenishment, FIFO Racking standard per SKU | Shelves (Frozen, Chilled, Dry), Preparation for issuance area to proper transfer. The Set-Up in Pre-Certification of GMP, HACCP, and ISO 9001.

 

• Inventory Stocking Position of ABC Packaging per Item Policy. Pack A for Mother Box while B for the next smaller Pack (Quantity of Pack B in an A) and C for loose ones (Quantity per B). Each Packaging has proper piling and tag for ease of counting (accountability).

 

• Developed PPS (Product Preservation Standard) Per SKU and its Quality Inspection Program for Quality Assurance and Control.

 

• Established a Balance Command Accountability Chain and Cross Functional Management cascading to Micro Units Personnel for the entire Company with each ones’ KRAs (Key Results Area, Key Functions and KPI-SMART performance parameters and metrics. Since Transaction Counts Mileage per Staff depending on the Job may not exceed 3 to 4 hours, they are designated with more than one job.

 

• Created and Built the 3Is (Interconnected, Inter-Related and Integrated) Organizational Accountability Processes such as Process Flow Chart with Standard Forms Templates, sequence of attachments (cover IAS, inventory flow report, tally sheets, checklists, diagrams, illustrations, others), signatories (reported by, checked and validated, approved and so on… with date and time) and with cut-off time. Proper Filing Protocols for Trace-Ability | Documentation Trail. Included the IT solutions using Excel Link Files from Raw Data Encoding to MIS (Management Information System). An accurate and real-time information particularly Metrics for effective decision making. Trained the different levels Heads accordingly per Division, Department and Cross Functionally. Hands-On the Job Management Training includes how they will train | coach | mentor their immediate subordinates. Created an Operating Manual for guidance and training.

 

• Implemented an Interconnected, Inter-related and Integrated Documentation (hard and soft) Protocol with check and balance | tally with Tangible items for Finance, Accounting, Operations and Compliance Audits, Purchasing, Admin, HRD, and Other Departments.

 

Reference: President | Co-Owner - Ms. Gina S. Yambot | +63 917 865 1212 

 

 

EON PETROLEUM CORPORATION (Main) |

ZIPPY CONVENIENCE STORE (Sta. Margarita, Samar)

President | January 01, 2016 to April 15, 2016

 

• Initiated the use of Excel Link Files for MIS (Management Information System) in Region 8 (Samar) particularly for Transparency and Overseeing, Check and Balancing, and for Crucial Decision Making.

 

• Facilitated Franchising Business Systems

 

• Zippy Convenience Store

 

• Standardization of SKUs (Stock Keeping Units) Piling Lay-Out Per Gondola (Display Selling) Shelve Levels of a Rack base on best sellers per Category (Food) in terms of Fast Moving with Volume to less from eye level down to bottom shelves. These SKUs in Front Gondola Rack that is nearest the Entrance Door. Each SKU Pile Standard Lay-Out per Column Quantity for easy counting without moving the items intended for Shift Proper Turn-Over between Out-Going and In-Coming Staff Protocol, the Tally Form and so on. The checked and balanced Quantity per SKU will be tallied with the POS (Excel Linked Files) Shift Ending Balance for Variance. POS Sold SKUs to Cash from Sales Report and so on. This System is also implemented in the Store’s Warehouse Racking and Shelving Positioning with Strict consideration to FIFO Rotation and Replenishments.

 

• Also developed its Internal Business Processes with Organizational Capacity On The Job Training

 

• Virtual Chief Operating Officer for Sister Companies – Shogun Ships Co. Corp. | Portavaga Ship Management Inc.

 

• Weekly Cut-Off ManCom (Management Committee) for a Smooth Flow of the Business Operations and Preventive Management with the President, and Division | Department Key Officers from Sales, Operations, Technical, Marine Management, Purchasing, Warehouse, Finance, Amin and HRD (IT when needed)

 

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EON PETROLEUM CORPORATION

Management Consultant | 2015 October – 2015 December

 

References:

      Chairman | Owner – Mr. Vic Cordero

      VP for Finance and Admin – Mr. Vince Cordero | +63 925 852 2222

 

 

JYT (TGP Franchisee)

Management Consultant | 2014

 

• Developed per Gondola (Display Selling) Rack Shelving SKUs PILING & COLUMN LAY-OUT STANDARD in ABC Packaging for Proper Accountability Turn-Over Tally Reporting and for variance with the POS Ending Balance Report.

• Set-up Excel Linked Files for each Store’s Financial and Accounting from the Cashier’s POS Report including Inventory Ending and Cash from Sales Variance. Also for Bank Reconciliation weekly. Strategic Planning, Budgeting and Cash Flow Control Management.

 

 

MARZAN HEALTH CARE CENTER – QC

Management Consultant for Front Line Operations Set-Up | 2015 

 

• Arranged the Floor Lay-out based on Process Flow for an Organized Processes to avoid Criss-Cross among the Customers

• Created the Organizational Processes such as Manual from Process Flow Charts, Crucial Forms Templates with Authorized Specimen Signatories and Cut-Off Time Reporting, attachments, and others vis-à-vis IT Soft Program using Excel Link Files for Sales and Cash (from Sales) check and balance. Including Petty Cash. Trained based on Process Roll-Out Plan. Set as Franchise-able.

 

 

IFLICK, INC.

Management Consultant for Franchise Business System | 2011

Reference: Manager | Owner - Ana Rito | +63 927 154 4417

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SUGARLEAF at Wilson Street, San Juan - now Healthy Eats in Makati

General Manager - Co-Owner (former) | 2011

 

• Set-up the Internal Business Processes and the Organizational Capacity Hand-On On The Job Training for a Café Restaurant with Mini-Mart Combination or Mix Concept.

 

Reference: Former President | Co-Owner – Ms. Gina S. Yambot

 

 

CHOCOLATE DE BATIROL (franchisee) at Serendra, Fort Bonifacio, Taguig to ArAma Café

Management Consultant | 2006

 

• Hands-On Facilitation of Re-Conceptualization, Set-up to Commissioning

 

Reference: Manager | Co-Owner – Ms. Gina S. Yambot

 

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DINER'S DREEMHAUS

General Manager | 2008

Management Consultant | 2006

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MSTI

Managing Consultant – Acting Chief Operating Officer | General Manager | 2003

 

• Were able to have a monthly average cash surplus of 20% from a deficit of 20% before we went in.

• Cost efficiency after the Economical U-Formation Commissary lay-out, and others related. Took less than 2 working days with 1 shift per day to produce Products Ordered from the 11 Retail Stores Chain weekly. Previously 5 working days.

 

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PLASTIC CITY INDUSTRIAL CORPORATION

Chief Operating Officer | General Manager – 2001 January to 2001 November

 

• We were able to triple the revenues and collections per month for some months. Strict implementation of Credit Terms and Lines before Goods Allocation in Warehouse. Improved the Cash flow. Profits from cost efficiency in Production.

 

Executive Assistant to the CEO | President – 2000 October to 2000 December

 

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LIWAYWAY MARKETING CORPORATION

Plant Manager for Flexible Packaging Division | 1996 to 1999

 

• Oversee the factory plant set-up from bare to foundational installation (floor mounted) of Various Sensitive Machines (aligned footings) by in-house Engineers together with the Commissioning Koreans (Technical Experts).

 

• Developed Organizational Processes with Control Parameters, as well as Performance Metrics and Staffs Capacity Development. 

 

Materials Asset Manager | 1990 to 1996

 

• Ensures All Raw Materials and Supplies’ Requirements are Requested on or less than a week before the Ordering Point (Number of Days Supply) based on Suppliers and Internal Resources Processing Lead Time. May have Additional Lead Time if Imported for Customs Custody. Ordering Quantity is based on Suppliers’ Lead Time. Same with Engineering Dept.

• Monthly Variance Control Analysis from Operations Auditor. A comprehensive | meticulous check and balance from Raw Materials to Work-In-Process to Finish Goods.

• Sees to it that All Warehouses comply with the FIFO Systems. Conducts Spot Audit

• Oversee delivered items specifically the very expensive ones such as Parts or Machine if installed within the week and its working condition

• Managed the In-House Dormitories for regular employees living very far (particularly from Visayas and Mindanao)

 

Purchasing Officer | 1989 to 1990

• For Factory Plant’s Raw Materials and Supplies, and the Engineering Department

 

• Daily close coordination with both Department Heads particularly on the Regular Items for

• Purchase

• Follow-Up with the Suppliers

• For more product information

• Complaints and or Returns due to defects after receiving

• Others

 

• Sourcing of Reliable Suppliers for Accreditation

 

• Spot Audits at Site

• Raw Materials and Supplies for quality of the Packaging, PPS (Product Preservation Standard) Parameters Results

• Engineering Parts and Supplies for quality, if installed, used, and development.

 

• Key Responsibilities

 

• Regular Items

• Closely monitors the Inventory Flow Reports for number of days supplies of each items based on Accredited Suppliers’ and Internal Resources’ Lead Time from average per day consumptions or rounded off to the maximum

 

• New Items

• Ensures all information are correct particularly in terms of Technical Specifications before sourcing of Suppliers for demo if possible, warranty, terms and credit lines, and after sales service agreements

 

 

Treasury Officer | 1987 to 1989

 

• Daily turn-over of Due for Collection Envelops to Collectors base on Route including Over Due Accounts. Including for Counter Receipting. Close coordination with Sales Staffs particularly those with overdue accounts.

• Cash Flow Schedules Update Report to Finance Directress

• Sort all received cheques from Collectors | In-house Cashier and file in the date box

• Get dated cheques for deposit by the Bank Liaison Officer

• Payroll Pay Slips Total Amount if tally to Summary Total Report. Coordinates with Bank Liaison Officer for Cash Withdrawals. Prepare payroll Slips and turn-over to issuing Staff.

• Other Cash and Cheques handling related

 

 

Chan C. Brothers Hong Kong Limited (Sister Company of Liwayway Marketing Corporation)

• Expat for 3 Months Only

 

• An Import, Repack and Export of Luxury Cars’ Parts

 

 

Sales Supervisor for GMA Supermarkets | 1985 to 1987

Managed a Team of more than 30 Promo-Merchandisers

 

• Ensures all Promo-Merchandizers are in their assigned Supermarket’s Gondola per schedule through Spot Audit Visits. Also,

 

• Check their updated Inventory Flow Report and Physical Inventories in both Direct Display Selling Areas, as well as in the Warehouse.

 

• See to it that they comply with all the Protocols such as

• In Proper Uniform and related presentation

• Gondolas are

• Fully Utilized

• Products Packaging are Clean and Good Print Presentation, properly Price Tagged or marked, Properly Piled | Lay-Outed, Expiration Dates are within the accepted Parameter Shelf Life, Contents by feel or weight (spot) with air and no leak, etc.

• Warehouse Stocking

• FiFO Compliance

• BO are separated and analysis

• Rejects are separated and analysis

• Expiration Dates are within the allowed Shelf Life

• Others

  

• Pick-up of Purchase Orders and others related

 

• Close Coordination withPromo-Merchandisers for

• Purchase Orders, and Delivery Schedules

• Others related tasks

• Treasury Officer for Collection Development

 

• Make Monthly Promo Merchandisers Schedules with weekly day-off for both Stationary and Roving.