Project Manager Quality

Rob McIntyre - **** East Bartlett Way, Chandler Az. 85249. Ph. 480-***-****, Email:

******@*****.***

To obtain a senior level position in any of the following Skill sets; Project Management,

Manufacturing/Production Operations, Technical Management or as an individual contributor.

April 2009 – September 2010 First American Title – National Production Services –

Work Experience NPS Quality Chairman

As the Quality Chairman I lead initiates and oversee the development of a comprehensive

quality/performance improvement system using the Total Quality Management approach. This is

done in conjunction with the Quality Management Steering Committee.

I provide coordination and execution of the quality/performance improvement

initiatives for the NPS production systems. This is in collaboration with NPS staff and quality

team participates in the development, monitoring, reporting, and improvement of activities

related to quality best practices and guidelines. I foster and maintain a collaborative

relationship with all NPS Management and Quality teams related to the quality/performance

initiatives.

Also as the Quality Chairman I have developed the NPS Quality Model and

Procedure documents, this included providing any required training of the NPS QMS

program, and Total Quality Management processes.

In addition as the Quality Chairman I was responsible for overseeing the

external quality process audits for each NPS Business Channel. This process is to verify

the quality model and procedures are in compliance.

Since the implementation of these new quality systems and tools, the NPS Quality

Rates have improved from 51.49% in Q1’2009 to 91.47% in Q1’2010. This is resulting in

better product turn times and improved customer relations. The NPS production teams have

taken on a quality culture approach, and they continue to drive continuous quality

improvements as a result of the TQM and QMS initiative deployments.

Lead the development of several quality policies and procedures related to

quality improvement and compliance.

I communicate quality trends and activities on a regular basis to the NPS quality

staff and engage quality staff in continuous improvement activities.

I serve as a resource within NPS for performance improvement, Quality and

systems issues and participate in activities related to capacity/staff planning.

Sets system policy for organizational structure and collaborates in the approval

of proposed structures. Develops long-range goals, annual objectives, and strategies for

area(s) of responsibility.

I collaborate with the First American Software Solutions Group and CITS groups

to develop/enhance the computerized data entry, and documentation to improve the

NPS Sharepoint and QMS systems.

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January 2009 – September 2010 First American Title – National Production Services – Director of

Project Management

As the Director of the Project Management Office I manage and oversee a team of Project

Managers as well as Project Analysts to ensure the effective completion of both direct client

and internal facing projects and organizational change initiatives.

The NPS PMO has managed successfully an average of 103 projects on a year on year

basis. Our customer surveys results have rated a 4 of a scale from 1 to 5. This has been the

performance results the NPS PMO over the past 2+ years.

My Duties Include:

Manage the delivery of multiple high level NPS projects or portfolios.

I work directly with PMO team members or with their team Sponsors to estimate

effort, plan activities, and negotiate consensus among individual team members on their

appointed project tasks.

I work with cross-functional organizational teams and resources to manage

projects, as well as maintain the PMO structure between the NPS PMO and the

Corporate PMO best practices.

Take on team management responsibilities in relation to the resources available

to the project requirements in the absence of a project manager or analyst.

Provides the PMO team with direction and vision, including motivating people to

perform, listening to people, providing feedback, recognizing strengths, and providing

challenges.

Drive and grow the NPS PMO organization.

Measure and report progress of project team’s efforts within NPS.

Provide continuous feedback to the project team on status of project regarding

methodology-related issues, i.e. training PMO best practices as required.

Define the acceptance criteria or working with specialists to define acceptance

criteria for project deliverables and works towards achieving stakeholder acceptance of

deliverables.

Mediate problems encountered by PMO team members with customer.

I have excellent interpersonal and motivational skills.

I have excellent people management skills.

I am highly process driven, with excellent attention to detail.

Ability to adapt well in a fast moving, dynamic business environment.

I have a can-do attitude and approach to challenging assignments.

Communication:

I articulate and negotiate consensus decisions on a final vision of the products

and/or the core project goals. I do this by gathering the requirements of all resources,

and not forgetting the end-user.

I provide professional written and oral communications, including the ability to

get my ideas across in a non-confrontational manner both in one-to-one situations, small

groups, and before large audiences when required.

I ensure the proper communications is provided on all active projects through

the project managers or project analysts to the project sponsor and Stakeholders.

April 2008 – January 2009 First American Title – National Production Services – NPS

National Project Management Office Manager

As the Project Management Office Manager I manage and oversee a team of experienced

Project Managers as well as Project Analysts to ensure the effective completion of both

client and internal facing projects and organizational change initiatives.

As part of my support of the manufacturing teams within NPS I developed a production Capacity

Model that assisted in documenting all the production processes throughout NPS. This Capacity

Model also allows the Management teams to properly assess product turn times and provide

proper staffing to control production costs. The model has gone on to new variations to provide

guidance in setting up Reserve staffing to buffet production volume spikes quarter to quarter.

December 2007 – April 2008 First American Title – National Production Services – Sr.

Project Manager

The Project Manager oversees all aspects of the project using planning, communication,

monitoring, and controlling processes. The Project Manager has the authority to run the

project on a day-to-day basis (on behalf of NPS, the client, collaborating departments, or

other designated body). The Project Manager should have sufficient latitude to exercise a

wide degree of creativity in performing this role.

January 2004 – 12/2007 International Rectifier, Temecula, CA

Production Manager, FAB 2

April 2002 – January 2004 Production Manager/Director, FAB 1

Bottom-line-oriented Production Manager with over Twenty years of

comprehensive experience in innovative oversight of teams and technologies. Utilize an

anticipatory management style to drive results in a rapidly changing industry. Produce

consistent achievements in cutting-edge semiconductor technology fab management, team

management, and expense reduction. Organization consists of 114 individuals focused on

world class cycle time, yields, and continuous improvement activities.

During the 5 year tenure accomplishments include: Assisted in the Financial

control of business operations to within .8% of the quarterly goal, Performance to Schedule

@ 98.4% as measured to the die level for customer requirements, cycle time average is

1.53x theoretical, and quarterly A-Z yield achievement from Q3’02 improved from 90.24% to

93.4% establishing a new company historical record.

Developed Capacity model to allow for the production team to understand the

weighted mix capacity of the tool set available.

May 2000 – April 2002, International Rectifier, Temecula, CA

Diffusion Engineering Manager, FAB 1

Manage Diffusion technology Process and Equipment group supporting

production operations for International Rectifier Corp. one of the top Power FET

semiconductor in the US. Managed 17 direct reports and controlled a 3+ million dollar

operating budget. Researched, assessed and approved technology purchases. Implemented

systems improvements to maintain profitable, competitive, and quality-driven production

processes. Brought the Diffusion Technology from one of the top Fab 1 capacity and reliability

problems, to a week in and week out number 1 reliable technology. Increased over all

Diffusion availability from 89.5% to 95.5%.

Reduced Quartz cost from $1,280,914 in FY00 to $1,252,683 in FY01 even with

increased wafer through put of 24.5k vs. 19.5k in FY00.

Reduced Quartz cage usages by reducing etch cycle by 65% to help prevent

over etching the parts, this has reduced our parts consumption from 48 sets every 2 weeks to

12 sets per 2 weeks. This is a cost savings of $20,700.00 every 2 weeks, $538,200.00 a

Year.

Drove cost reduction through in house repairs and improving trouble-shooting

skills of the technical support staff.

Implemented Focus Teams to improve equipment turn around during to

unscheduled downtime, through root cause fixes as well as preventing repeat equipment

issues.

1997 – May 2000 - Hyundai Semiconductor, Eugene, Ore.

Diffusion/Wet Etch Engineering Manager, Wafer Fab Operations

Provide Equipment & Process Support for the Diffusion Wet Etch areas. Establish

operational objectives and assignments for Diffusion & Wet Etch technical organizations.

Oversee through direct reports the maintenance of production schedules, quality of work,

planning, and employee training/development. Also managed process control

implementation, team building, quality control, and equipment failure analysis. Requisition

and maintenance of capital equipment, tool facilitation planning, spares inventory control, and

Safety training were also included.

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Nov. 1990 to March 1993, Feb. 1995 to 10/97. Intel Corp, Chandler, Az.

Sr. Sustaining Equipment/Process Eng.

Provide Process and Equipment Support coverage for the Thin Films area.

Lead Sustaining Eng. in the CVD/Thin Films area, duties including prioritizing

equipment/product needs for Equipment Techs. Scheduling Tech time for projects,

Manage area equipment needs in accordance to Process Engineering request for projects

and upgrades. I also provided information inputs on Training issues and Equipment specs.

March 1993 – February 1995 MRL Industries, Chandler, Az.

Western and Southwestern Regional Services Manager

Responsible for the Western and South Western Regions for Service & Installation

Support for MRL Industries. My Regions were California, Arizona, Texas, and New Mexico

customers for the MRL equipment set.

15 to 25 direct personnel reports during installations and final test of the MRL tool set.

Designed several fixtures and upgrades for MRL tool sets in the field.

Service call coordination and Customer Service as well as scheduled Installations and

Retrofits for South Western Region. This included Coordination of Personnel for on-site

Service and all Installations.

4/84 to 11/90 National Semiconductor, San Jose, Ca.

Sr. Equipment Eng.

Primary responsibility was to upgrade and sustain existing equipment set.

Coordinated equipment installations and Process Engineering requests for upgrades to

meet future device needs.

Education

Graduate of ITT Technical Institute, Portland Oregon, Associate Engineering Degree.

Training I have attended extensive training courses as follows:

The Basics:

In depth knowledge of many MS Office products including, MS Project Pro, and Project

Server Web Access systems, Visio Pro, SharePoint 2007, MS Live and Centra meeting tools,

Promise, Workstream, SPN, Adobe.

Management and Leadership Training:

Front Line Leadership, Seven Habits, Situational Leadership, Communicating with Tact and

Credibility, Project Control & Management, Positive Power & Influence, Effective Meetings,

The Fine Art of Dealing with Difficult people, Effective Listening Workshop, & Constructive

Confrontation, Effective Communications, Interpersonal Relationships,

Manufacturing and Production Training:

Theory of Constraints, Multiple Lean management systems training, The Goal, Cell

Manufacturing, The Toyota Way of Production Mgt (TPS), 5S, Kaizen & Kanban, JIT,

Push/Pull Manufacturing, Value Stream Mapping and Supply Chain Management exposure.

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Quality Training:

Multiple Quality tool trainings, 8 Disciplines Problem solving, PDCA, 5 Whys, 5 Why2H,

Cause and Effect – (CED) or Fishbone Diagram, Interelationalship Diagram (ID), IS/IS Not,

Current Reality Tree – (CRT),, ISO 9001:2004, ISO/TS16949:2009, ISO 14001:2004 and

14001:2006, Six Sigma and SPC, Quality Filter Mapping.

References Upon request.

Contact this candidate