Engineer Manager
Resume:
Jaime F. Jofre’
Rio Rancho, NM 87124
***********@********.***
EDUCATION
Bachelor of Science in Industrial Engineering. August 1988.
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New Mexico State University, Las Cruces, New Mexico.
Courses/Training Completed: Theory of Constraints (TOC), Covey Leadership Seminar,
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High Performance Systems, Inc. TeamDynamics™ workshop, Productivity through Process
Analysis, High Velocity Culture Change, Managing Transitions, 7-Step Problem Solving
Method, Diversity in the Workplace, and Effective Meetings.
WORK EXPERIENCE
Engineering Services Consultant January 2001 to Present
JJ SOLUTIONS, Albuquerque, NM
• Identify, quantify, and prioritize appropriate actions to reduce customer churn (departures).
• Conduct Productivity Studies and recommend actions required to improve factory output.
• Identify root causes of equipment downtime, assist rates, and low utilization.
• Lead and support efforts in the development of Best Known Methods (BKM’s).
• Perform work flow analysis to identify required operator workstations, material handling
system interfaces, functional area layouts, and staffing levels.
• Provide project management support, inclusive of critical path identification, cost estimation,
resource allocation, budget tracking and master schedule preparation.
• Review operations/procedures of medical facilities and recommend actions to reduce errors.
• Research medical conditions for patients, insurance companies, and medical facilities.
Industrial Engineering Manager October 1996 to December 2000
Industrial Engineering Group Leader October 1990 to October 1996
INTEL CORPORATION, Rio Rancho, NM
• Reported directly to Fab (Factory) Manager. Directed all Industrial Engineering Department
activities and resources in support of corporate, virtual factory (VF), and factory priorities.
• Accountable for factory ramp schedule and performance. Responsibilities included the design
of the factory workflow, layouts, master schedule, tool utilization ramp rates, tool purchases,
tool delivery schedules, tool installations, coordination with process owners, and coordination
with corporate resources responsible for output commitments to outside customers.
• Prepared program budgets, plans, and sensitivity analysis. Coordinated with Manufacturing,
Industrial Engineering, Finance, Process Engineering, Facilities Engineering, Planning,
Information Systems, and Supply Chain Management.
• Award: For developing a cost model and writing the Capital Purchase Acquisition (CPA) to
convert an existing 6 inch wafer size factory (Fab 9), to an 8 inch facility. Model proved the
conversion was less expensive, and had a shorter ramp time than the plan of record (POR) to
build a new factory. Impact: Fab 9’s life span was increased by 10 years.
• Cost Reduction Award: For implementing a tool re-use program that saved Intel $172 million
dollars in new tool purchases. The tool re-use approach was proliferated to all Intel factories.
• Conducted productivity studies in bottleneck areas and identified the greatest leverage
opportunities for improving output, and reducing equipment downtime/assist rates.
• Project Management (PM): Led layout, construction, and equipment installation teams whose
membership included engineers, purchasing, manufacturing, and construction trades resources.
Award: For being the first Intel engineer to conduct twenty four hour sampling studies, and
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proliferating approach across all Intel manufacturing facilities. Technique resulted in millions
of dollars in cost avoidance, and the removal of many bottlenecks.
Managed the Systems Group responsible for creating a Bill of Material (BOM) database for a
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Flash process transferred from a factory in Israel to Fab 9, in New Mexico.
Provided cost estimates/justifications for Operational Budget and Long Range Plan projects.
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Developed metrics to measure equipment output rates, rework rates, factory capacity, and
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process bottlenecks.
Award: For reducing the rework rate of Nikon Steppers, in the Lithography area, and
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increasing factory output.
Led functional area teams responsible for the identification, prioritization, and resource
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allocation of projects in support of factory objectives. Maintained Management by Objectives
(MBO’s) for assigned functional areas.
Investigated operator miss-processing events, ergonomic issues, and safety events.
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Supplier Management (Capacity and Offset Plans) October 1989 to October 1990
Associate Capacity Engineer October 1988 to October 1989
MCDONNELL DOUGLAS CORPORATION, Long Beach, CA
• Prepared long term capacity studies, including the Douglas Aircraft Company’s Five Year Plan.
Plan addressed resource requirements for the MD80, MD11, T45, and C-17 programs.
• Prepared comparative cost models and ramp up/down schedules for sub-assembly Offload and
Offset candidate sites. Recommendations were presented to VP and CEO management levels.
• Determined optimal staffing levels for three final assembly and flight ramp departments.
• Identified additional tooling and manpower requirements for production rate increases.
• Established Safety Stock requirements in support of MRP II implementation.
LOGISTICS WORK EXPERIENCE
Designed a material handling system for a 60,000 sq. ft. warehouse at McClellan AFB. The
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system incorporated AGV’s, MMHS, S/R trucks, and inventory control systems.
Award: Received Department of the Air Force Award for notable achievement.
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HUMAN RESOURCES/PERSONNEL
Participated in Intel Corporation’s Fab 9 Transition Management Team responsible for
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identifying the factory’s new strategic plan, in response to a declining cost environment.
Deliverables included factory level goals, strategic objectives, and new organizational
structure. Led sub-team responsible for writing the new department’s mission statements and
their employee’s roles and responsibilities. Led one of the sub-teams responsible for
interviewing and selecting the new business units’ staff level managers.
Extensive experience writing employee reviews, development plans, corrective action plans,
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providing feedback via 1:1 meetings, and hiring/firing activities.
Established reputation with Intel as a leader who frequently developed employees to perform
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above their peers. This was reflected in customer feedback, staff meetings, and review sessions.
SPECIAL SKILLS
Technical Writing: Manufacturing processing specifications, medical (FDA drug/devices,
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physician updates and food recalls), and web published articles on attorney filings/rulings.
Software: Microsoft Project, Excel, Word, PowerPoint, Access. Lotus, Corel Quatro Pro,
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Visio, SmartDraw, and GPSS (simulation).
Language: Spanish
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Excellent references available upon request
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