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1 TPM Best Practices TPM is an equipment based, using various management tools and improvement skills to launch a series of improvement activities, is an effective combination of management and technology, through interdepartmental cooperation to promote operational efficiency. Its purpose is to help enterprises to tap potential, eliminate the waste and reduce costs and then strengthen enterprise s foundation management, improve operation and enhance competitiveness. Shanghai, China 25 th - 26 th October 2012 Trainer: Bin Li He had been senior production executives, production centre part-time trainer, core team member of TPM activities and internal trainer in a wellknown multinational company. In early 2000, changed from production management to specialize in providing education and training to production operations related staff, the main job was to provide training to nationwide sub-companies, the core suppliers and other related enterprises; after that he worked as part-time trainer, training consultant in School of Management of a domestic enterprise. From July 2002, he worked as a professional trainer, cooperated with a number of management consultant companies engaged in management training nationwide, including internal training and public courses. As a project manager and core members, he worked with other project team members co-counselling enterprises including machinery, beer industries, etc., in which the TPM activities for a well-known enterprises in Tianjin achieved remarkable results: the downtime rate of the demonstration equipments reduced and stabilized at 1/20 of the original level, with an average increase of nearly 12% in production capacity and average savings of more than 1 million per month. Other production lines efficiency had also been improved, the demonstrated production line s OEE increased by nearly 15%. Mr. Li advocate training concept of "happy to learn and enjoy work", pursue of practical learning concepts of "learner-centred, easily understood, can remember, usable". Since engaged in professional training, more than 13,000 students attended his public courses, some typical clients include Bohai Shipyard of PetroChina, Dalian ITT Flygt Pump, ABB Shanghai, LG Chemical, LG Tongchuang, SGNEC, Tianjin Denso air-conditioning, Hisense mobile phone, Uni-President Enterprises Corp., SMC (China), Lenovo Computer, Gates Unitta, Chery Auto, Samsung, Siemens, Pepsi-Cola China, SONY Chemical, Timken, Sun Machinery, Liufeng Machinery, Sumitomo Electric, Flextronics, Suzhou Metrologic, Huiyuan Juice, Red Bull drinks, Qingdao Beer, 999 medicine, Lanbao pharmaceuticals, Shanghai Yongda elevator, Japanese state printing, Panasonic Communications, Daewoo Heavy Industries, Huaqiang Sanyo Dalian, Shenyang Astron chemical, Howden Weihai, etc.; Up to now has completed more than 230 in-house trainings for companies such as: Sany Heavy Industry, Shanghai Maglev, Dongfeng Honda Engine (Guangzhou), Dongfeng Honda Automobile Parts (Huiyang), Yutong Bus (Luoyang plant), Shandong aluminum plant of CHINALCO, Shanxi Aluminum Plant, anjiangkou aluminum of Hanjiang Group, Tradex Converting Co., Ltd., Wuxi Lihu Impeller, Asiatrak Tianjin, Qinhuangdao Dicastal Wheel, Yantai Timken, Yuasa Battery (YUASA), Punch Industry (Dalian), Philips Lighting, Makita China (Kunshan), Tianwei Baobian Group (Baoding), Tianjin Tianhai synchronizer, Suzhou Grande Electronics, hina-arab fertilizer, Weishen pharmaceuticals of CSPC, Zhongnuo pharmaceutical, Taishan beer, Swire Coca-Cola, Perfect China, Nanjing Phoenix Contact, Guangzhou Pusheng Speakers, Guangdong Jinsha Paints, Sate-Lite Foshan) Plastics, ECCO (Xiamen), Quanzhou Xinhuanghe Clothing etc. Who Should Attend? 1. Plant manager of manufacturing enterprises, production deputy director, production/manufacturing manager, equipment department manager, main member of TPM activities group; 2. Supervisors of manufacturing department, equipment maintenance and repairing engineer, supervisor and engineer of production department, main member of on-site improvement activities group; 3. Related supervisor and engineer of development department, quality department, and equipment procurement department, person who interested in TPM activities and enterprise's whole production operation efficiency promotion. What the Workshop Will Help You Achieve: 1. Participate in all the training, the goal is to train the delegates to become "enterprise s internal TPM coacher": Systematically learn main content and practical promotion method of TPM, master essence of TPM activities; Master specific methods to successfully introduce TPM, such as specific steps, methods, key points and possible problems, have the ability to improve OEE as target, develop TPM plan, plan TPM program and project proposal, can organize TPM project to promote TPM activities smoothly. 2. Selectively learn further part content according to the enterprise actual needs: To establish enterprise s data collection and analysis, strengthen the foundation management as the main purpose; Aims at Autonomous Maintenance, master purpose, methods and practical skills of Autonomous Maintenance activities, and how to deal with the existing problems; Aims at Professional Maintenance, understanding the whole maintenance system, establishing the equipment management indicator, master zero fault method, and how to deal with the existing problems; Other special needs of enterprise. Training Features: Learner-centred, pay attention to the participation of students; Combine practical case studies and well-designed games, advocate discovery learning; Good at interpretation of the complex and boring content simple and vivid. Martin Linking professional training Pre-Course Questionnaire In order to tailor this course precisely to your needs, the course leaders would value information on your knowledge, experience and requirements.

2 Training TPM Best Practices Training Outline (12hours/2 days): Session 1 TPM introduction (about 2 hours) (1) Why enterprises need TPM activities? Core meaning of TPM to enterprises in a competitive environment TPM practice and enterprise competitiveness improvement (2) What is TPM? TPM's meaning and its evolution process TPM activities and its association with equipment maintenance TPM's main contents and their intrinsic logic relationship (3) Skills and necessary preparations to successful practice TPM activities within the company Organization guarantee: internal organization structure to implement TPM and effective operation skills Practice guarantee: cross-functional communication and cooperation Personnel guarantee: intention preparation, methods preparation, ability preparation Practical skills: combined with enterprise s actual situation, selectively implement TPM activities Key points of TPM activities: support from high level executives (4) Data foundation of TPM - OEE analysis and other indicators Basic indicators of TPM activities Common indicators and data analysis of equipments Calculation and analysis of MTBF, MTTR Calculation and analysis of Overall Equipment Efficiency (OEE) OEE's real meaning Understanding three constitute factors of OEE: usable levels, running level, quality level Calculation factors and example of OEE: select units and calculate and analyze OEE according to the real data of equipment maintenance Skills to utilize OEE to identify equipment LOSS (LOSS) Observe the waste and improvement potential through OEE How to establish equipment management monitor based on OEE Workshop Schedule Day One & Two 0830 Registration and Coffee 0900 Workshop Commences 1045 Morning Refreshments 1115 Workshop Re-commences 1200 Luncheon 1300 Workshop Commences 1500 Afternoon Refreshments 1530 Workshop Re-commences 1730 Workshop Concludes Case study Analysis and discussion: analysis and review of practical data Two critical points about data analysis (5) Error analysis to practice TPM Session 2 Practical operation method of Autonomous Maintenance TPM activities (4 hours) (1) Basic concept system of production Autonomous Maintenance Why should implement TPM Autonomous Maintenance Role of production units to equipment zero fault Significance of on-site Autonomous Maintenance and Kaizen activities Benefit of Autonomous Maintenance to improve operators competition capacity Three basic requirements of excellent operators (2) Practical methods to realize Autonomous Maintenance How to select demonstration unit Four necessary principles to select demonstration machines Seven steps to practice Autonomous Maintenance activities Step1 initial Shine Purpose, function and standard of equipment Shine Practical operation points Step2 Pollution source and countermeasures to difficulties Independent improvement consciousness Support and cooperation of equipment department Basic purpose and principles of Kaizen Step3 Develop Autonomous Maintenance temporary benchmark book For Autonomous Maintenance: benchmark book - check table - daily execution Why do point inspection? How to do point inspection? Education training and on-site supervision Carry out autonomous Shine, point check, lubrication and tighten activities Example of operators daily use of point inspection benchmark book Optimization of daily point inspection benchmark book Step4 Total point inspection Total point inspection is the delivery and transfer of ability Total point inspection and education / training Preparation and execution of OPL (One Point Lesson) Case study Step5 Autonomous point inspection Step6 Standardize engineering quality Step7 Complete autonomous management Points to carry out Autonomous Maintenance in practice Case sharing Conclusion: practical points of TPM Autonomous Maintenance Martin Linking reserves the right to change the venue of, or speakers at the conference should circumstances require. Martin Linking

3 Training TPM Best Practices Session 3 TPM Planned Maintenance activities in practice (3.5 hours) (1) Basic concept system of Professional Maintenance Establish and perfect the equipment maintenance system Bathtub curve analysis and maintenance of equipment failure Correctly handle relationship between equipment Professional Maintenance and daily maintenance Basic concept system of Professional Maintenance Basic concept of equipment zero fault Forced degradation and natural degradation analysis of equipments (2) Practical method to pursue equipment zero fault How to select demonstration unit Prepare fault figure of demonstration machine Step1 Variance analysis of conditions of use Step2 Countermeasure of problems Step3 Develop Planned Maintenance temporary benchmark book Step4 Natural degradation countermeasures Step5 Make Point Check efficient Step6 M - Q (Maintenance - Quality) relationship analysis Step7 Make Point Check predictable Statistics and analysis of fault data Analysis of the causes and countermeasures of equipment failure Preparation and optimization of Professional Maintenance benchmark book Form of daily maintenance and point check Case analysis (3) Help and support of Autonomous Maintenance from professional departments (4) Daily equipment maintenance history data and maintenance cost management About Martin Linking Martin Linking Business Consulting plans to produce more than 80 trainings and conferences and works with senior executives from the majority of the world's top 1000 companies to improve their business strategy and match their learning and training needs in one year. And we continue to grow. We also invite the leading business practitioners, industry decision makers and innovators to share insights, best business practice, and new technology at our forums. We are dedicated to give attendees cutting edge information they can use immediately. We constantly research and listen to all industry sectors to ensure that the business intelligence we provide is timely and cutting-edge. Daily equipment maintenance history management Electronize equipment maintenance information Analysis and management of maintenance cost (5) Analysis and management of equipment spare parts Conclusion: practice points of TPM Planned Maintenance activities Session 4 TPM individual improvement activities and practice points (1.5 hours) Why need to carry out improvement activities? Financial effect of TPM improvement Continuous improvement and cost down Analysis of 16 factory losses System improvement activities - steps and methods Define loss - data collection & analysis - financial data conversion - determine improvement theme Improvement group and method - process tracking - financial effect evaluation - standardization and put into management process TPM improvement activities and combination with other improvement tools Improvement incentive - reflect "improvement is creative process" Avoid "made vain promises Standardize to form management system, stimulate employees potential wisdom into enterprise s financial performance Promote PDCA cycle of improvement activities Successful enterprise case study of TPM activities Discussion: individual TPM improvement activities in practice Session 5 Introduction of other TPM activities (1 hour) Practice TPM development and management activities Practice TPM maintenance to quality activities Education: TPM training system Safety and health improvement activities Department efficiency improvement activities Practical questions discussion and answer (Q&A) In-House Training Solutions If you have a number of delegates with similar training needs, then you may wish to consider having an In-House Training solution delivered locally on-site. Course can be tailored to specific requirements. Please contact Whitney Shen on or whitney.shen@martinlinking.net to discuss further possibilities. Martin Linking reserves the right to change the venue of, or speakers at the conference should circumstances require. Martin Linking

4 TPM 最佳实践 TPM 是一种以设备为基础利用各种管理工具与改善手法展开的一系列改善活动, 是管理与技术的有效结合, 强跨部门合作提升生产运作效率 ; 其目的是帮助企业挖掘潜力消除浪费降低成本, 从而夯实企业基础管理, 改善运营体质, 提升竞争力上海, 中国 2012 年 10 月 25 日至 26 日培训师 : 李斌曾经担任著名跨国企业高级生产主管, 生产中心兼职培训师, TPM 活动小组核心成员, 内部培训师 2000 年初, 从生产管理转向专门对生产运作相关员工进行教育训练, 主要工作是在全国范围内相关兄弟公司核心供应商及其他关联企业实施培训 ; 后在国内企业管理学院担任兼职培训师培训顾问 2002 年 7 月始作为职业培训师, 与多家管理顾问公司合作, 全国范围内从事管理培训工作, 包括内部培训和公开课培训作为项目经理和核心成员, 与项目组成员共同辅导的企业包括机械啤酒等, 其中天津某著名企业的 TPM 活动, 取得显著效果 : 示范设备故障停机率降低并稳定在原来的 1/20, 平均产能提升接近 12%, 月平均节约 100 多万元, 其他生产线效率也得到改善, 示范生产线的 OEE 水平提高近 15% 李老师倡导快乐学习享受工作的培训理念, 追求以学员为中心听得懂记得住用得上的实用学习理念从事职业培训工作以来, 公开课学员累计已超过人, 部分代表性客户如中石油渤海修船厂大连 ITT 飞力泵业上海 ABB LG 化学 LG 同创北京首钢日电天津电装空调海信手机统一工业 SMC ( 中国 ) 联想电脑盖茨优霓塔奇瑞汽车三星电子西门子百事可乐中国索尼凯美高铁姆肯太阳机械六丰机械住友电工伟创力电子苏州码捷汇源果汁红牛饮料青岛啤酒三九药业蓝宝制药上海永大电梯日邦印刷松下通信大宇重工大连华强三洋沈阳阿斯创化工威海豪顿华工程等 ; 截止目前入厂内部培训企业已完成 230 多家, 服务的部分代表性客户如 : 三一重工上海磁悬浮东风本田发动机 ( 广州 ) 东风本田汽车零部件 ( 惠阳 ) 宇通客车 ( 洛阳工厂 ) 中国铝业集团山东铝厂山西铝厂汉江集团丹江口铝业特瑞胶黏配件有限公司无锡蠡湖叶轮制造亚实履带天津公司秦皇岛戴卡轮毂烟台铁姆肯汤浅蓄电池 ( YUASA ) 大连盘起工业飞利浦照明牧田中国 ( 昆山 ) 天威保变集团 ( 保定 ) 天津天海同步器苏州群鑫电子中国 - 阿拉伯化肥石药集团维生制药中诺制药泰山啤酒太古可口可乐完美中国南京菲尼克斯电气广州普笙音箱广东鲸鲨制漆顺德赛特莱特塑胶制品厦门 ECCO( 丹麦 ) 鞋业泉州新黄河服装等培训对象 : 1. 制造企业厂长生产副总生产 / 制造部经理设备部经理, TPM 活动小组主要成员参加 ; 2. 制造部门各级主管设备保养及维修工程师生产技术部主管及工程师现场改善活动小组主要成员参加 ; 3. 开发部质量部设备采购等相关主管与工程师, 对 TPM 活动及提升企业整体生产运营效率感兴趣者参加该培训将帮助您达到什么目标 : 1 参加全部内容培训, 基本目标是学员成为企业内部的 TPM 督导师 : 系统学习 TPM 的主要内容和推广的实务方法, 掌握 TPM 活动的思想精髓 ; 详细掌握如何成功导入 TPM 的具体方法, 如具体步骤方法和关键点和可能的问题点, 有能力以提高 OEE 为目标, 制订 TPM 的计划, 策划 TPM 的程序和项目计划书, 并能组织 TPM 项目, 以促进 TPM 活动顺利开展 2 根据企业实际需要有选择地深入学习部分内容: 以建立企业数据收集与分析, 强化基础管理为主要目的 ; 以生产自主保全为主要目的, 掌握自主保全活动的目的方法和实务技巧, 以及如何处理可能存在的问题 ; 以专业保全为主要目的, 了解完整的保养体系建立设备管理指标掌握零故障方法, 以及如何处理可能存在的问题 ; 企业其他特殊需要的培训特点 : 以学员为中心, 注重学员的参与 ; 实务案例分析与精心设计的游戏相结合, 倡导启发式学习 ; 培训中听得懂培训后记得住, 这样才能学得会 ---- 擅长把枯燥复杂演绎得生动简单马汀令可专业培训课前问卷调查为了使这一课程真正适合您的需求, 培训师将会评估你现有的知识, 经验和需求

5 培训 TPM 最佳实践培训大纲 (12 小时 /2 天 ): 第一部分 TPM 概论 ( 约 2 小时 ) (1) 为什么企业需要 TPM 活动? TPM 在竞争环境下对企业的核心意义 TPM 实践与企业竞争力提升 (2)TPM 是什么? TPM 的含义及其演进过程 TPM 活动与设备保养的关联 TPM 的主要内容和其内在逻辑关联 (3) 企业内部成功实践 TPM 活动的技巧与必要准备组织保证 : 内部推行 TPM 的组织架构及其有效运行技巧实践保证 : 跨部门沟通与合作人员保证 : 意愿准备, 方法准备, 能力准备实践技巧 : 与企业实际相结合, 有选择性地实施 TPM 活动 TPM 活动的关键点 : 高阶主管支持 (4)TPM 的数据基础 OEE 分析与其他衡量指标 TPM 活动的基本衡量指标一般衡量指标及围绕设备的数据分析 MTTR MTBF 计算与分析设备综合效率 OEE 计算与分析 OEE 的实质意义认识 OEE 的三个构成因素 : 可用水平, 运行水平, 质量水平 OEE 计算要素与实例 : 根据设备维护的真实数据, 选定单元, 计算分析 OEE 如何利用 OEE 识别设备损失 (LOSS) 的技巧通过 OEE 看企业的浪费与改善潜力如何建立基于 OEE 的设备管理监控案例学习分析与讨论 : 实务数据分析与检讨关于数据分析的两个关键点培训时间表第一天和第二天 0830 签到及早茶 (5) 实践 TPM 的误区分析第二部分 TPM 自主保全活动实务操作方法 (4 小时 ) (1) 生产自主保全的基本观念体系为什么要推行 TPM 自主保全生产单位对于设备零故障的作用现场自主保全改善活动意义自主保全对提高操作工的竞争能力有何益处优秀操作工的三点基本要求 (2) 实现设备自主保全的方法实践如何选定示范单元选定示范机台必需的 4 项原则企业实践自主保全活动 7 步骤 Step1 初期清扫对设备清扫的目的作用标准实务操作要点 Step2 污染源及困难处所对策自主改善的意识设备部门的支持与合作改善的基本目的和原则 Step3 制定自主保养临时基准书自主保全用 : 基准书查检表日常执行为什么点检? 如何点检? 教育训练与现场督导自主清扫点检润滑紧固活动的开展操作工用日常点检基准书范例日常点检基准书的优化 Step4 总点检总点检是能力的转移与传递总点检与教育训练 OPL(ONE POINT LESSON ) 的编写与执行案例学习 Step5 自主点检 Step6 工程品质标准化 Step7 彻底的自主管理在实务中开展自主保全的要点案例分享总结 :TPM 自主保全活动实务要点 0900 培训开始 1045 上午休息 1115 培训继续 1200 午餐 1300 培训开始 1500 下午休息 1530 培训继续 1730 培训总结马汀令可保留在必要的情况下更换培训地点和培训师的权利马汀令可

6 培训 TPM 最佳实践第三部分 TPM 计划保全活动实务操作方法 (3.5 小时 ) (1) 专业保全的基本观念体系建立健全设备保养体系设备故障的浴缸曲线分析与保养正确处理设备专业保养与日常保全的关联专业保养的基本观念体系设备零故障的基本观念设备的强制劣化与自然劣化分析 (2) 追求设备零故障的方法实践如何选定示范单元示范机台故障图准备 Step1 使用条件差异分析 Step2 问题点对策 Step3 制定计划保养临时基准书 Step4 自然劣化对策 Step5 点检效率化 Step6 M-Q( 设备 - 质量 ) 关联分析 Step7 点检预知化故障数据的统计和分析设备故障原因分析与对策专业保养用保全基准书的编写与优化日常保养点检表格表单实例分析 (3) 专业部门对自主保全活动的帮助与支援 (4) 设备日常维修履历资料与保养费用管理设备日常维修履历管理设备保养信息 e 化保养费用分析与管理 (5) 设备备件分析与管理第四部分 TPM 个别改善活动与实务要点 (1.5 小时 ) 为什么要开展改善活动? TPM 改善的财务效果持续改善与成本降低 (Cost down) 工厂 16 种损失 (Loss) 分析系统的改善活动步骤与方法定义损失数据收集分析财务数据转化改善主题确定改善小组与方法过程跟踪财务效果评估标准化进入管理流程 TPM 改善活动与其他改善工具的结合改善激励体现改善是创造性劳动过程避免口惠而实不至标准化形成管理制度, 激发员工的潜在智慧变成企业财务成果推动改善活动的 PDCA 循环 TPM 活动企业成功案例学习讨论 :TPM 个别改善活动推进方法实务第五部分 TPM 其他活动简介 (1 小时 ) TPM 开发管理活动实务展开 TPM 品质保全活动实务展开教育训练 :TPM 教育训练体系安全与卫生改善活动事务部门效率化改善活动学员实务问题讨论与解答 (Q&A) 总结 :TPM 计划保全活动实务要点关于马汀令可马汀令可商务咨询计划每年组织超过 80 场的培训和会议, 与全球 1000 强公司的高层经理一起提高他们的商务战略, 满足他们的学习和培训需求并且我们在不断成长我们邀请领先企业的管理者, 决策者和创新者在我们的活动中分享他们的思想观念, 最佳商业实践和新技术我们致力于为我们的客户提供即刻可用的前沿信息我们不断地研究和聆听所有行业的声音来保证我们提供商业信息的及时性和前沿性内训方案如果公司有许多人有类似的培训需要, 那么你不妨考虑内部培训的解决方案培训将在贵公司现场举行并且培训可以根据您具体的要求来进行请联系 Whitney Shen 来讨论合作的可能 : 电话 : 电邮 :whitney.shen@martinlinking.net 马汀令可保留在必要的情况下更换培训地点和培训师的权利马汀令可

TPM Best Practices SH20121025-2-Sales Contract-Please Complete in Capital Letters and Black Ink Sales Contract Please complete this form immediately and fax back to Nanjing Office Fax No: +86 25 8485

7 TPM Best Practices SH Sales Contract-Please Complete in Capital Letters and Black Ink Sales Contract Please complete this form immediately and fax back to Nanjing Office Fax No: Fee Per Delegate Two Day Training Fee RMB 5995 per person All the registered delegates are entitled for a set of documentation free of charge DOCUMENTATION RMB 500 If you are unable to attend the conference/training but wish to receive copies of the conference/training documentation, please complete the sales contract, tick this box and return the contract with payment details. Register Now Contact Martin Linking Nanjing Office Tel: Fax: whitney.shen@martinlinking.net Business Opportunities An exhibition space is available at the conference. Sponsorship opportunities covering lunch, evening receptions and advertising in documentation packs are also available. Please contact Ms. Whitney Shen at Payment Method Our payment terms are 5 working days on receipt of invoice and full payments can be made by bank transfer. Full Payment is required within 5 working days Authorization (Signatory must be authorized to sign on behalf of contracting organization.) This booking is invalid without a signature. Terms & Conditions: 1. Fees are inclusive of program materials and refreshments. 2. Payment Terms - Following completion and return of the registration form, full payment is required within five (5) working days upon the issuance of invoice. Payment must be received prior to the conference/ training date. A receipt will be issued on payment. Due to limited conference/training seats, we advise early registration to avoid disappointment. We reserve the right to refuse admission if payment is not received on time. 3. Client s Cancellation/substitution - Provided the total fee has been paid, client s cancellation must be received in writing by MAIL or FAX four (4) weeks prior to the event in order to obtain an 85% credit to attend for any future Martin Linking Events. Under such circumstances, Martin Linking will retain the other 15% service fee to cover expenses for prior cost that has already been incurred upon the acceptance of registration.all bookings carry a 50% cancellation liability immediately after a signed sales contract has been received by Martin Linking. 4. If, for any unexpected circumstances or reasons that Martin Linking decides to postpone this event, the client hereby indemnifies and holds Martin Linking harmless from any cost incurred in by the client. The event fee will not be refunded, but can be credited to future Martin Linking s events. Martin Linking reserves the right to change the content without notice. 5. Copyright etc. - All Intellectual Property rights in all materials produced or distributed BY Martin Linking in connection with this event is expressly reserved and any unauthorized duplication,publication or distribution is strictly prohibited. 6. Important note: In the event that Martin Linking permanently cancels the event for any reason whatsoever, (Including, but not limited to any force majeure occurrence) and provided that the event is not postponed to a later date nor is merged with another event, the client shall receive a refund for the amount that the Client has paid to such permanently cancelled event. Martin Linking Business Consulting Company Limited

Seminar Improving Overall Equipment Effectiveness (OEE) Practices Seminar Outline (1 day): Question lead in: (1) Efficiency indicators of equipment in

Seminar Improving Overall Equipment Effectiveness (OEE) Practices Seminar Outline (1 day): Question lead in: (1) Efficiency indicators of equipment in Improving Overall Equipment Effectiveness (OEE) Practices Shanghai, China 29th August 2014 Consultant: Bin Li He had been senior production executives, production centre part-time trainer, core team member