Manufacturing Operations

Terry Knighton

*** ******** ****** ***** ************, Texas 78660

Telephone: 512-***-**** Mobile: 512-***-****

Email: **********@***.*** Linkedin: www.linkedin.com/pub/terry-knighton/8/794/25

Director of Lean Manufacturing Operations

MS (Electrical Engineering), BS (Electrical Engineering), Director of Lean Manufacturing Operations, with more than

20 years of operational experience in developing and implementing continuous process improvements, exceeding

performance targets and establishing strategic project plans for industry leading organizations, such as Applied Materials

and IBM.

Recruited by Applied Materials in Austin, Texas to establish a new volume manufacturing line that was being relocated from

California to Texas. Grew and led a 45 member greenfield group that in 1 year achieved additional manufacturing capacity

and increased quarterly business revenue in 2 years from $100 million to $300 million quarterly (annually $400 million to

$1.2 billion.)

Areas of Expertise

Achieving P&L Improvements

Strategic Planning & Execution

Resource Allocation & Optimization

Business Process Re-Engineering

Design for Manufacturability (DFM)

Instituting Cost Conservation Measures

Multi-Million Dollar Budget Management

Knowledge of JIT, Kaizen, 5S, TQM, ISO, Six Sigma Techniques

Career Highlights

Entrusted by senior management with organizing and leading a 15 member team consisting of engineers, supply

chain, operations, and programmers that developed an application to identify and track return to stock material to the

business unit. Subsequently, completed in only 2 months with material cost savings of $2 million per quarter, $8

million per year.

Collaborated with Field Service team to develop a worldwide program to share resources from areas of excess to

areas of need during business cycles. The process was developed and implemented in 1 month and avoided $5

million to $10 million per year in headcount increase/reduction (amount dependent on intensity of cycle.)

Headed a cross-functional Kaizen team of engineers, supply chain, operations, quality and finance functions that

focused on the final test operation, including process mapping, identifying improvements and implementing actions.

As a result, within 3 months team accomplished the following 2 items: 1) Realized a 30% reduction in cycle time (10

days to 7 days); and 2) Achieved annual savings of $3 million.

Directed a 5-member team that specified and designed a Lean Learning Lab dedicated to teaching the fundamentals

of Lean manufacturing. Entire lab project implemented in 1 months at a cost of $10,000 by utilizing surplus

materials that delivered a 50% reduction in employee learning curve (3 weeks to 1 weeks.)

Chaired a 20 member cross-functional corporate team comprised of legal, trade, facilities, IT, supply chain,

operations, Finance, Engineering and HR commissioned to provide go/no-go decision for a 3rd manufacturing

operation. Consequently, developed in 2 months a comprehensive project plan and cost benefit analysis with the

data clearly illustrating no pressing need to build a 3rd site for manufacturing operations.

Key Areas of Competency

Leadership by Example

New Product Rollouts

Performance Metrics Management

Formal Presentation Skills

Global Sourcing/Vendor Management

Quantitative & Qualitative Analysis

Multi-Site Management (U.S. & International)

Establishing a Culture of Safety & Quality

Multiple Project & Complex Change Management

Developing & Leading High-Performing Teams

Creating a Shared Manufacturing Operational Vision

Creating Business Plans According to Economic Conditions

Terry Knighton

Professional Experience and Accomplishments

Sr Director (2007 – 2013) – Applied Materials Austin, Texas

Directed the Austin manufacturing team that supported the transfer of volume manufacturing from Austin Texas to

Singapore. My team interfaced with the internal/external supply chain, engineering, finance, quality and the

Singapore team; providing training and manufacturing support (US, Singapore, Malaysia, China). This was a 4 year

project resulting in the establishment of the Singapore facility that added strategic manufacturing capability in Asia.

Developed a method to track and aggregate real-time overtime usage across multiple work areas utilizing excel. The

established financial system did not provide the needed granularity to monitor real-time and work areas were

routinely exceeding their overtime budgets by 30 – 50%. Developed, validated and rolled out the process across all

manufacturing areas in 1 month enabling all areas to stay within or below their overtime budgets resulting in

operational cost savings of $150K quarterly ($600K annual).

Director / Sr Manager (2000 – 2007) – Applied Materials Austin, Texas

Facilitated a round table discussion with African American employees who were disgruntled over perceived lack of

opportunity and advancement. I chaired an off site meeting with 20+ individuals and listened to their frustrations and

concerns. After facilitating several meeting with the group and the site Sr executives, the first corporate wide affinity

group was established. Subsequently several other affinity groups were established (LBGT, Hispanic, Women,

Veterans).

Led team of 5 individuals made up of operations, engineering and materials that developed the manufacturing

processes (materials, operations, finance) to refurbish & sell returned evaluation tools. The used tool refurbish

process was developed and implemented in 90 days and resulted in a 50-75% cost recovery per system.

Work Center Manager (1995 – 2000) – Applied Materials Austin, Texas

Directed Six Sigma Teams. The three most significant resulted in a $520K NPV in one year. Module Test Cycle

Time Reduction (5 days to 4 days) - $350K; Parts Damage Reduction (10% decrease) - $94K

and Final Test FPY Improvement (15% increase) – $76K.

Re-engineered the material delivery process for the Final Integration Lean Line. Led team of 10 individuals made up

of engineering, materials, operations and key supply chain partners that revised the make vs. buy methodology for

non core assemblies. This 1 year project resulted in 20 % reductions in both headcount (40 to 32) and cycle time

(10 to 8). Achieved a headcount cost reduction of $100K per Qtr. ($400K annual).

Prior to 1995 – IBM Austin, Texas

Development Engineering Manager (1994 – 1995)

Line Support Engineering Manager (1992 – 1994)

BEOL Production Manager (1990 – 1992)

FEOL Production Manager (1989 – 1990)

Manufacturing Support Engineer (1984 – 1989)

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