Manager Project

CHARLES E. NOEL, MBA *** Bernstein Drive, Boulder Creek, CA 95006

951-***-**** • ****************@*****.***

VP/DIRECTOR: Operations / Process Improvement / Internal Transfers

Process improvement luminary contributing foreword-looking manufacturing and business strategies that drive profits

and accomplish broad enterprise goals. Keen ability to forecast trends, capture opportunities, and catapult new ventures.

Multitalented business leader with more than 15 years’ experience in all phases of manufacturing, purchasing and

procurement, inventory control, supply chain management, and new product launches. Repeatedly cut costs, increased

production, and enriched quality through Lean and Six Sigma methodologies.

Accomplished leader of international production and supply chain operations, leveraging offshore resources to

achieve aggressive cost-savings and productivity goals. Form value-added business partnerships. Effective communicator

and valued member of senior management team. Six Sigma Black Belt.

EXPERIENCE AND ACCOMPLISHMENTS

TERUMO MEDICAL CORPORATION, Aliso Viejo, CA 2007–Present

Neurovascular medical device manufacturer. 375 employees. $72M revenue.

Director of Operations

Drove explosive 225% revenue growth in 2 years, establishing agile operations to position a startup as a

market leader. Managed all facets of R&D interface, manufacturing, and distribution as hands-on leader building

high-performance culture. Design and certify ISO class 8 cleanrooms. Accountable for 225-member labor force. 6

direct, 24 indirect reports. $7.6M budget.

Led transition from batch manufacturing to more flexible lean-flow operation.

Grew manufacturing flexibility 60% with implementation of training and recognition program.

Achieved seamless R&D-to-manufacturing transition by creating 5-phase transfer process.

Results:

o Boosted production 55% while lowering direct-labor headcount 15%.

o Cut scrap 12.5%.

o Raised profit margins 22%.

o Introduced 8 new products.

ABBOTT VASCULAR., Redwood City, CA 2005–2007

Medical manufacturer producing vascular access devices. 1000 employees. $123M revenue.

Director, Manufacturing Engineering

Led 340% leap in operational capacity growth. Orchestrated all aspects of manufacturing, creating world-class

environment that met all cost and quality goals. Tailored processes to meet FDA and provider requirements.

Established international manufacturing technologies team, hiring top-flight engineers with international transfer

and lean manufacturing track records. Integrated manufacturing of key vascular business assets acquisitions from

Guidant. 4 direct, 32 indirect reports. $3.8M budget.

Enabled quick-response communications and robust support by redefining Manager, Engineer, and

Technician roles and workflow.

Accelerated production ramp-up by creating strategic supplier partnerships.

Streamlined production and improved quality with Lean/Six Sigma implementation.

Results:

o Cut direct labor 60% on core products.

o Reduced works-in-progress (WIP) 60%.

o Eliminated 25% of scrap.

o Yielded 30%+ production increase from offshore sites.

CHARLES E. NOEL, MBA 951-***-**** • ****************@*****.*** Page 2

WL GORE MEDICAL, Flagstaff, AZ 2003–2005

Aortic stent grafts manufacturer. 1200 employees.

Divisional Technology Leader (Technology Manager)

Accelerated time-to-market and established team and processes to secure Gore’s position leading-edge

manufacturer. Accountable for seamless transition from R&D to production, orchestrating pilot manufacturing

programs at a dedicated site. Interim plant leader with executive accountability for plant construction, new

cleanroom technology implementations, and recruitment of technical, labor, and support team. 6 direct reports.

$6M budget.

Bolstered Gore’s competitive market position by championing acquisition of medical extrusion/braiding

company, expanding organizations manufacturing competencies.

Sped procurement and adoption of new technology by spearheading outsourcing of equipment manufacture.

Aligned inter-plant and inter-divisional operations, co-founding Medical Operations Leadership Team.

Results:

o Reduced launch time 35%.

o Realized 5-fold improvement in QA metrics.

JOHNSON & JOHNSON, Juarez, Mexico and Milpitas, CA 1998–2003

Global pharmaceutical and medical device company. 119,000 employees. $60B+ revenue.

Manager of Manufacturing Engineering, Cordis

Enabled $50M in additional revenue and $25.3M in cost savings, establishing flagship Mexico-based

manufacturing operations. Responsible for $20M+ budget development, infrastructure set-up, and performance

monitoring. Maintained established production while expanding to accommodate exponential growth. 7 direct

reports. $6M operational budget.

Results:

o Grew first-pass yields 98.5%.

o Supported 400% year-over-year sales growth.

o Attained 28% value-added time.

o Recognized by Industrial Week as Best Manufacturing Plant.

Project Manager, LifeScan

Helmed operations for requalification of Milpitas manufacturing site, supporting $1.4M+ in revenue.

Orchestrated major projects, administering budgets of up to $8.5M. Lead Black Belt and PE council member.

Mentored black belt candidates in selecting and completing projects. Collaborated with finance, manufacturing,

and management on strategic planning for manufacturing initiatives and site locations. 3 direct reports. $2.8M

budget.

Results:

o Enabled informed governmental compliance, establishing data collection process.

o Facilitated informed business management by designing key performance metrics.

o Consent decree lifted by FDA.

PHILIPS AUTOMOTIVE ELECTRONICS, Juarez, Mexico and Cheshire, CT 1995–1998

Producer of electromechanical components for GM, Ford, and Chrysler. 1,200 employees. $175M revenue.

Manufacturing Engineer Manager

Raised profit $4.5M by consolidating Mexican manufacturing organizations. Responsible for domestic and

Mexico-based operations. Experienced minimal turnover of 350-person organization despite temporary plant

closure. Built self-sufficient operation, transforming internal design/support team into technical support/training

team. 10 reports. $3.8M budget.

PROFESSIONAL PROFILE

MBA, Global Management, University of Phoenix, Phoenix, AZ, 2007

BS, Manufacturing/Industrial Engineering, Charter Oak State College, Newington, CT, 1992

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