Michael Ligayo

- System Implementation: Designed and executed custom business systems for 2,000+ users, ensuring 100% alignment with operational needs
- Project Management Monitoring Using Monday.com: Designed and deployed a centralized project management platform using Monday.com, improving cross-functional collaboration and providing real-time visibility to management of project lifecycles and progress
- Operational Excellence: Established project management and issue-handling protocols, significantly reducing downtime and improving service
delivery
- Change Management: Spearheading organizational rollout for new systems, helping ensure high user
- Started as Assistant Manager and promoted to Manager in 2023

- Process Architecture: Engineered the organization’s process map and
designed high-impact business workflows that standardized operations
across multiple departments for 2,000+ employees
- Performance Frameworks: Developed and managed a comprehensive KRAs
and KPIs, establishing a data-driven culture of accountability within the
Business Process Unit and Data Protection Office
- Data Privacy Governance: Spearheaded the organization’s Data Privacy
compliance roadmap, implementing control frameworks and auditing
processes to safeguard sensitive stakeholder data
- Cross-Functional Optimization: Identified operational bottlenecks and
collaborated with department heads to redesign legacy processes, resulting in improved service delivery and internal resource allocation

- Regulatory Systems Architecture: Spearheaded the alignment of critical
business processes with AS9100 aerospace standards
- Supply Chain Optimization: Managed a supply chain of 150+ suppliers and
200+ unique components, maintaining zero-defect standards in high-pressure manufacturing environments
- Risk & Crisis Mitigation: Formulated comprehensive risk assessments and
developed rapid-response protocols that minimized customer impact and
reduced warranty liability

- Effectively managed more than 150 automotive suppliers for more than 200 parts from Europe, the USA, and Asia resulting in an improved supplier PPM from 425 (2006), 22 (2007), 11 (2008), 7 (2009 to 2010) to 4 (2011)
- Created risk assessments and developed quarantine activities for customer issues taking into consideration product quality, stock position, on-time delivery, and preventing recall of products sold to the market
- Upgraded production and quality systems of “focus” suppliers by formulating action plans and roadmaps, and getting the commitment of suppliers
- Developed procedures and systems, such as master and limit samples, layout inspection, layered process audit, document management system, and many others, which enabled a proactive detection of quality issues
- Managed day-to-day activities, including training and development of Incoming Inspection, Laboratory, Pre-Delivery, and Dock Audit Group ensuring tasks are completed on time despite a reduction in manpower from 29 to 5 personnel
- Overhauled the movement of molded parts from raw material storage, production line to warehouse resulting in a significant reduction in line stoppages caused by the rejected parts being released to its customer assembly line
- Successfully initiated cost reduction measures such as reduction of cycle times at Incoming Inspection by 70% within 6 months (USD400,000 per year), negotiating costs related to inspection with suppliers (up to USD21,000 in 2011) and improvements in the calibration system (PHP250,000 per year)
- Promoted to handle Laboratory and Calibration within 8 months after hiring and was assigned to handle Quality Management System Audit, Outgoing Inspection and Document Control beginning January 2009 in addition to previous assignments and finally handling the entire Quality Department beginning June 2012
- Successfully completed department-wide re-structuring immediately following three separate company redundancies and organizational changes

- Promoted several times from local and offshore trainee (entry-level) to Junior Technical Service Engineer to Technical Trainer for new engineers
- Structured the process training program by detailing training materials, simplifying validation exams, and closely coordinating with receiving departments and US counterparts which enabled a more effective nomination of engineers to departments within operations and faster deployment from 2.5 months to 2 months
- Overhauled the product support training program which strengthened the product knowledge of newly hired engineers and developed a “customer-focus” mentality but similarly, reduced the training period from 3 months to 2 months
- Facilitated the compliance of the training program against ISO/TS16949 and achieved zero non-conformance by establishing procedures, processes, records, and controls
- Supervised the Supplier Quality Engineering and Production Control sections of the plant
- Improved the yield of the production of Honda and Harman Becker printed circuit boards from 19% and 25% to 95 % and 98%, respectively, within 2 months by analyzing manufacturing activities, especially handling, initiating process changes, and feedback systems which reduced mass rejections and negotiating with customers to reduce tight specifications
- Increased the on-time delivery rates of CND and Honda printed circuits boards from 5% to 75% by closely working with customer representatives, production control, and manufacturing and improving the response time to disposition on held lots
- Conducted communication training to all levels within the company