Jeff D.

Recruited to manage machine shop operations and supply chain, drive productivity, establish capacity and costing standards and drive an output increase of 100% through both productivity actions and capital expansion. Successfully created capacity and costing standard base though both time study and direct tool data. Created the expansion plan which includes layout, tooling, facilities and required staffing. Drove productivity thought tool fixture approaches, tooling applications and tool performance metrics.

Established and headed senior-level global team to drive new approaches, optimization, and standardization across Industrial Engineering (IE) site teams to boost productivity and output. Drove both strategic and tactical capital and volume planning across all sites. Standardized capacity parameters to enable cross-site effective comparisons for cross learning, resulting in increased output. Redesigned and installing optimized modeling solution, enhancing output of fab and decreasing sizing times from days to hours.

Oversaw tooling capital, fab capacity, and productivity. Managed 24 engineers with a tooling capital budget of $B. Held multi-site responsibility to gain consensus and install best methods and systems for 2 newly acquired fabs. Drove multiple productivity actions to expand capacity and decrease CT without additional capital, improving bottleneck utilization by 15%-20% in 2020 and boosting fab output in 2021. Constructed volume ramp plan and required tooling for a technology transferring from another company. Worked with stakeholders, ensuring key infrastructure, such as space, facilities, manufacturing process, and resources were in place to execute ramp.

Recruited to lead newly formed industrial engineering team and drive fab capacity ramp, implementing industrial engineering techniques used worldwide. Led fab benchmarking on labor, tool performance, and capacity parameters. Grew team from 12 to 20 engineers, heading recruitment, hiring, development, and ongoing mentoring. Drove and facilitated identification, procurement, installation, and qualification of $B+ semiconductor equipment, transforming fab capacity for revenue growth. Created, installed, and executed new practices to Malta site production reporting and capacity planning, providing key metric visibility for successful initial and future production.

Recruited to lead 2 industrial engineering teams, reduce labor costs, and implement manufacturing methods. Managed Stratford, CT and Jupiter, FL industrial engineering teams with dotted-line responsibility for 2 additional worldwide build sites. Owned build plans and status for assembly and flight operations. Generated cost estimates for government contracts and future aircraft models, including international models. Reduced direct labor hours / cost per aircraft 27% through build optimization, enhanced flow methodologies, and new shop controls and production systems, improving overall profitability.

Represented company and fab at worldwide, cross-company benchmarking and methods sharing. Module Head of Department for multiple process centers and facilities. Led all aspects of production, including process engineering, equipment engineering, tool performance, manufacturing output, quality, and cost. Improved product cycle time 34% by leading cross-functional project team focused on queue time reduction, shop floor system re-engineering, and bottleneck productivity.

Progressive operations experience managing organizations of up to 120 people. Direct responsibility for operating metrics, including safety, output, customer delivery, cycle time, equipment performance, output, statistical process control, engineering improvements, quality, cost, and staffing.