Project Manager Manufacturing

D AV I D J. K RU PA

*** ***** ***** **. *’Fallon, MO 63368 636-***-**** *******@*****.***

P RO F I L E : O P E R AT I O N S M A N AG E R

Quality driven, results proven manufacturing manager able to solve problems by leveraging relationships with

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internal and external customers and suppliers.

• Effective and fair team leader continuously achieves departmental objectives that deliver Safety, Quality,

Production Output, Productivity, and Cost effectiveness, both by leading specific initiatives and by delegating

responsibilities.

• Deliver consistent results by training, developing, and holding accountable a motivated and competent team.

• Clearly communicate expectations and constructive feedback, maintain performance to target. Proficient at

cross functional team leadership and participation.

• Endures success evidenced by balancing short term and long term needs. Lean advocate and Kaizen leader.

Production Control • 5S • Six Sigma • Lean • Standard Work Flow • SOP • Kanban • OSHA 30 Hour

Kaizen Leader • iso/ts16949 • Cost Control • Productivity Improvement • Root Cause Analysis • SAP

Corrective Action • Project Management • Team Leadership • TPM • GRID Management • FMEA

P RO F E S S I O N A L E X P E R I E N C E

1/1/2012 – Present

OPERATIONS MANAGER – MEMC Electronic Materials, SOLAR R&D

MEMC is a global leader in semiconductor and solar technology. MEMC has been a pioneer in the design and development of silicon wafer

technologies for over 50 years. With R&D and manufacturing facilities in the U.S., Europe, and Asia, MEMC enables the next generation of high

performance semiconductor devices and solar cells. Through its SunEdison subsidiary, MEMC is also a developer of solar power projects and a

worldwide leader in solar energy services.

• Currently report to Vice President of Silicon Operations. Silicon Consumable parts are used in plasma

dielectric etchers at silicon devise manufacturers. OEM etcher platforms include Applied Materials, LAM

Technologies, and Tokyo Electron.

Responsibilities:

Manage silicon crystal pullers at three different sites worldwide: Korea, Taiwan, and USA.

Manage four silicon parts subcontracting sites in Korea.

Manage (through planning and delegation) logistics to coordinate movement of material from MEMC crystal

pulling sites through subcontractors to end user(s). Transact these material movements utilizing MES and SAP

systems.

Ensure quality of the material post crystal and part manufacturing.

Manage OTS – On time shipments of material.

Develop and manage manufacturing cost / budget.

Audit subcontracting sites to ensure (at a minimum) ISO 9001 standards are being met.

Manage and reviewed with MEMC general counsel supply agreement and payment term contracts with

subcontractors.

6/1/2010 – 12/31/11

PRODUCTION MANAGER – MEMC Electronic Materials, SOLAR R&D

• Reported to Director of Solar MTD/R&D (Manufacturing Technology Department). Played an integral role in

the safe start up and management of a 15MW solar wafering pilot line at the Saint Peters, MO location which

supports global solar wafering facilities.

Accomplishments:

Created value stream map layout of specific equipment sets for new factories.

Played an integral role for placement and facilities of new equipment to support two different manufacturing and

development lines.

Implemented lean manufacturing techniques, Kanban (WIP control), 5S, and other Kaizen improvement activities.

Implemented material management system.

Implemented (through planning and delegation) an abnormal condition tracking system and SPC system.

Staffed and trained a work force of 60 direct and 2 exempt employees.

Created a new non exempt salary matrix for direct employees.

Managed material flow to and from multiple global MEMC manufacturing sites.

Managed material flow to and from new equipment vendor sites.

Created part numbers for new product lines.

Attached SAP to the material management system allowing proper shipment and tracking of qualification orders.

Attached SAP into the manufacturing system to track variable and fixed costs.

Traveled to upstream operations to implement OEE (Operation Equipment Effectiveness) system.

Working with marketing and sales to manage / plan qualification orders to various new customers for several new

product lines.

Liaison between upstream R&D team to ensure expeditious processing and technical feedback for new front end

product lines.

Manage material for cross site global product baseline.

PRODUCTION MANAGER SUMCO USA, Cincinnati, OH 1997 – 2010

Reported directly to the Plant Manager with a total headcount of 157 direct and indirect

employees.

Monitored and managed Safety, Quality, Productivity, Yield, Cost, Budget, Capital Spending,

Customer Satisfaction, OTS, Cycle Time, Training and Certifications, OSHA Compliance, and

Equipment Availability.

Identified, resourced and implemented improvement opportunities.

Resolved issues impacting department performance and corrective actions intended to close the

gap to target.

Interfaced daily with Quality, Production Control, Engineering, and Facilities to resolve issues.

Hired, trained, coached, and counseled supervisory staff.

Managed other reports including maintenance staff of twelve, production control, and

documentation control. Lead engineering staff during interim vacancy.

Accomplishments:

Reduced customer issues by 100% saving approximately $600k in 2008.

Created capacity/capability models and used MRP systems to ensure OTS of >95%.

Implemented lean manufacturing and 5S in all work areas using cross functional, multi level

teams.

Implemented Kanban system to stream line product flow reducing WIP by $1.5M and CT from 14

days to 6 days.

Reduced direct labor by approximately 30% with implementation of continuous flow cells.

Increased yields in Cut Wafer operation from 88% to 91% through cross site GAP technology

exchange.

Implemented culture of safety first and reduced safety incidents and accidents by 50%.

Served as Project Manager responsible for $3 million consolidation project completed on time and

within budget.

Served as Project Manager for implementation of solar pulling operation ahead of schedule and

under budget resulting in $500k EBT in first month.

Reduced arsenic exposure below OSHA standard resulting in elimination of biological testing

saving $300k annually.

Completed over 20 Kaizen improvement activities for safety, cost, quality, OTS, productivity, 5S,

work instruction standardization, and continuous flow.

PRODUCTION SUPERVISOR 1992 – 1997

Reported directly to Director of Operations with a total headcount of 40 direct reports responsible for employee

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safety, volume, yield, cost, quality, area cleanliness, equipment, hiring, coaching, discipline, termination,

training records, adherence to operating procedures.

Presented monthly metrics for production manager to senior staff members.

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PROCESS ENGINEER TECH 1986 – 1992

Project manager designed equipment layout, including facilities, for plant expansion project.

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Installed and qualified equipment from mechanical and chemical processes.

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Created Standard Operating Procedures and Process Standards for new equipment, and trained operators.

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Performed daily engineering tests, quality audits, chemical titrations, and equipment adjustments.

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E D U C AT I O N

THOMAS MORE COLLEGE Cincinnati, OH Bachelor of Business Administration (BBA)

CLEVELAND STATE UNIVERSITY Cleveland, OH Electrical Engineering Third Year (EE)

CUYAHOGA COMMUNITY COLLEGE Cleveland, OH Associates, Electronics

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