Sayed Hassan

Insightful operation manager with experience directing and improving cement and mineral production lines through efficient operation and effective employee motivational strategies and strong policy enforcement.

I worked for expert organization and common names in the field of cement industry (ASEC, FLS....) at deferent projects with variety of machines and process designs

Proficient in best practices, budgeting ,market trends and regulatory requirements of industry operations. Talented leader with analytical approach to business planning, cost control and day-to-day problem-solving.

Effectively Managing safety at production line and ensure protection of environment in compliance with law and policy

• In 2014 Recognized and rewarded as the best manager in performance and safety
• 2011- 214 internal auditor as part of IMS

Leading leader by FLSMIDTH institute

At WNCC (2014 -2018)

• lowered the heat consumption by 5% average year through process optimization (increase feed rate - control of oxygen)
• Decreased the power consumption by 15% average year as result of increasing feed rate
• Achieved decrease in production budget by more than 20% since 2015 ( Refractory TAD)
• Guided the Improvement of housekeeping of the site by 7 %
• Achieved improvement in environmental aspects by decreasing emission of Nox at main stack to less than 500 ppm as result of process optimization (specifically oxygen control)
• Built and developed the production team and coached the key persons (17 guides)
• formed multi-skilled team (7 CCR operator and 50 % of technicians) only by coaching in order to cover more tasks by lower number of manpower (94% of headcount) and to avoid disturbance during emergency
• Raised the overall safety score of the department by 8% (achieved by enhancing the safety acts of the team and directing them to apply the safety standard and company policy)
• provided the training cement manufacture course (sessions and field) for cadets according to cadet program by FLS at 2016 and succeed to get 4 qualified new cadets joined the team
• Eliminated the problem of repeated refractory failure at kiln outlet and decreased the kin emergency stoppage more than 20%, by implementing modification at the kiln outlet

At unity cement (2018-2021)

• Established and Standardized production procedures, job roles, and quality assurance guidelines.
• introduced the concept KPIs and yearly production plan and created continuous improvement
• Effectively raised the clinker production by almost 15 % compared with the previous years
• Achieved increasing in productivity of cement mills 20 tons per hour for each mill
• Coached the team leaders (11 key persons), and partially other production employees 20 %
• initiated and led safety awareness program, safety audits and safety training
• Reduced process bottlenecks by training and coaching employees on practices, procedures, and performance strategies, raised morale and trust (14 d continuous op)

At MBCC (2021)

• starting the 2 lines of the plant after failure and stoppage for one year at the same time formed and systemized the production department
• stabilized kiln line 1 and decreased the heat consumption more than 100 kcal/kg clink
• increased the performance of one raw mill 50 % almost duplicated feed rate at lower finises) by performing full mill test and act based on the results, did on job training during this task