Salwa Ousama Mohamed

• Spearheaded global standardization project for finance activities across AP Moller Maersk terminals.
• Standardized 90% of 'Purchase to Pay' processes, ensuring legal compliance across countries.
• Implemented ERP system to enhance collaboration among Finance, Inventory, and IT departments.
• Developed standard operating procedures that significantly improved operational efficiency.
• Established cross-functional teams to promote collaborative efforts and drive innovation.
• Facilitated monthly steering committee meetings to enhance management visibility and engagement.
• Secured stakeholder buy-in through persuasive presentations highlighting benefits of proposed changes.

• Streamlined training and activities across APMT Europe region through collaboration with 10 terminals.
• Initiated LEAN For ALL initiative, training 1,000 employees in first year.
• Aligned deployment of Hoshin Cannery strategy across regional operations.
• Facilitated training sessions for academy partners and coaches at European regional head office.

• Directed overall academy performance, leading all LEAN Coaches and part-time coaches.
• Established network of LEAN level four coaches for peer education and coaching.
• Engaged front liners in cross-functional Kaizens to gather diverse insights.
• Achieved sustained performance through effective execution of Annual Performance Plan.
• Facilitated training sessions on 5S, Standardized Processes, Problem Solving, VSM, A3 Thinking, and TPI methodologies.
• Launched Leaders Are Readers club to engage senior management in improvement process to teach back what was read to students
• Drove digital transformation initiatives to boost operational efficiency.
• Provided guidance on personal development plans to align employee aspirations with organisational growth.

Directed Lean Six Sigma implementation across organization, fostering culture of continuous improvement.

• Achieved substantial operational gains through strategic improvement projects.
• Executed process adherence confirmations to uphold quality standards.
• Managed feasibility assessments, pinpointing viable opportunities for growth.
• Streamlined idea integration into improvement projects pipeline for efficient execution.
• Partnered with finance team to obtain necessary funding approvals for new projects.
• Approved lunching projects in alignment with resource availability to ensure timely completion.
• Established robust system for tracking financial performance and project results.

• Served as full-time black belt, facilitating green belt projects and strategic target setting.
• Trained rounds of lean six sigma green belts within engineering department.
• Educated engineering team as yellow belts to enhance process capabilities.
• Introduced process excellence tools to various employee levels for operational improvement.
• Coached projects yielding $4.41 million in hard cost savings over three years.
• Achieved $1.54 million in hard cost savings with total savings of $3.22 million in 2011.
• Realized $1.44 million in hard cost savings and $4.3 million total savings in 2012.
• Generated $1.43 million in hard cost savings with total savings of $4.6 million in 2013.

• Keep tracking of monthly financial report on all process excellence activities
• monthly financial reports
• facilitate and arrange all training requirements
• financial and administrative arrangements that adheres to training plan

• Responsible for issuing progress report of world bank financed project
• Responsible for Re-impressment reports from World Bank
• Analyzed complex datasets for improved decision-making processes.