Abdelilah RAMZI

• Quality Management:
  As a quality manager, I implemented and monitored the quality management system in line with ISO 9001 standards, ensuring continuous improvement of patient care processes. I also coordinated internal and external audits to evaluate compliance and developed performance indicators to measure service efficiency.
• Risk Management:
  I identified and assessed risks related to hospital activities, focusing on patient and staff safety. I implemented action plans to prevent and manage risks, such as medical incidents, and developed crisis protocols to address serious events proactively.
• Interdisciplinary Collaboration:
  I worked closely with medical, administrative, and technical teams to ensure compliance with quality and safety standards across all departments. I also participated in steering committees to share audit results and drive improvement initiatives.
• Reporting and Monitoring:
  I regularly prepared reports on quality indicators and risk management for the hospital's leadership and regulatory bodies. I ensured the implementation of recommendations from regulatory authorities and health agencies to maintain compliance with national healthcare standards.

• Les Orangers Maternity and Reproductive Health Hospital:
  I managed projects aimed at improving maternal and neonatal care by implementing quality management systems, ensuring safety compliance, and reducing complications. This led to enhanced healthcare services through performance monitoring and teamwork across departments.
• The Moulay Youssef Hospital for Respiratory Diseases:
  I led initiatives to improve respiratory care by developing risk management protocols and ensuring regulatory adherence. My efforts improved patient safety and outcomes while boosting operational efficiency through collaborative interdisciplinary efforts.

In my role as a Teleconsultant for Webhelp Morocco at the Adidas EU project :

• I excelled in customer relationship management across the Belgian, Swiss, and French markets, ensuring positive interactions and satisfaction. I was responsible for the follow-up of customer complaints, where I effectively resolved issues by actively listening to concerns and providing timely solutions.
• To manage customer interactions, I utilized Salesforce as a key CRM tool, which streamlined the process of tracking inquiries and monitoring customer engagement. The complaint management process at Adidas involved systematically receiving complaints, investigating them, proposing solutions, and following up to ensure customer satisfaction. This structured approach not only enhanced customer loyalty but also contributed to the overall success of the Adidas brand in these markets.

During my internship at the PSA Kénitra plant with Capgemini Maroc, I was deeply involved in :

• Knowledge management and process modeling for the P21O project, where I helped streamline operations and enhance productivity. I focused on improving assembly line workstations, implementing modifications that led to increased efficiency and reduced cycle times.
• The tracking of improvement initiatives by managing project documentation, such as specifications and change requests, ensuring that all processes were well-documented and adhered to. I facilitated discussions on challenges faced during production by organizing "post-it" sessions to identify and address issues in real-time, promoting a proactive approach to problem-solving.
• My role also included the validation of VEA tests for electric screwdrivers, ensuring that equipment met quality standards before deployment.
• Finally, I was responsible for training industrial project managers on software tools and project milestones, equipping them with the knowledge necessary to effectively manage ongoing projects. This experience enriched my understanding of industrial operations and project management in a manufacturing setting.

Improvement of the KB14 line for the production of electrical harnesses for the VITARA SUZUKI car :

• Process Analysis and Improvement: Conducted a comprehensive study of the KB14 line for producing electrical harnesses for the Suzuki Vitara using the 5M (Man, Machine, Material, Method, Measurement) and QQOQCCP (Who, What, Where, When, Why, How, and How Much) methodologies, developing targeted questionnaires to gather critical data on line performance.
• Productivity Enhancement: Implemented the Pareto method to identify and analyze breakdown causes, leading to targeted interventions that significantly improved line productivity and operational efficiency.
• Continuous Improvement Implementation: Applied continuous improvement methodologies, including 5S (Sort, Set in order, Shine, Standardize, Sustain), Kaizen, and Value Stream Mapping (VSM), to foster a culture of excellence, streamline workflows, and enhance overall line performance.

Study and implementation of lighting and electrical installation of OCP offices:

• Location of power outlets on a topographic plan using AUTOCAD software.
• Calculation and installation of luminaries using DIALUX EVO software.
• Calculation of power stations, section of cables by CANECO BT software.