Project Manager Management

Richard Brown

Email: *********@********.***

Address: **** **** **

City: Sunnyvale

State: CA

Zip: 94087

Country: USA

Phone: 408-***-****

Skill Level: Management

Salary Range: $140,000

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

Executive summary

Senior Operations business leader with over 20 years demonstrated achievement in electronics Manufacturing, Procurement, NPI and Hardware design.

Specialty Areas Include

Project management Procurement contract and bid development components & OEM systems EMS selection and partnering, Mfg. and Process Engineering; individual contributor and management levels Product cost analysis, BOM and product structures Manufacturing/Supplier Process optimization (LEAN, Fast flow, SMT, automation, Data driven metrics) International start-up and product launch: China, Mexico, Canada as well as U.S.

Key skills and competencies

Technology Management and finance (MBA) coupled with USAF electronics training MS office including advanced Project and Visio tools New product development design through launch and volume ramp; PRTM Time-To-Market and PMI trained.Product cost analysis, modeling and improvement. LEAN champion and implementerHands on engineering (tactical) coupled with Senior level management (strategic). NPI expertise across disciplines. Collaboration across functions and up and down the organizational structure

Professional Experience & Accomplishments

Alcoa Inc., Auburn, IN and San Jose, CA

2009 to 2011. Returned Jan-Jul 2012 (Project Completion)

Contract Procurement Project Manager - Scope of duties consisted of interfacing between Alcoa, and external designer/customer and Contract Manufacturers (CM). The program delivers an innovative LED family of products as a replacement for street parking, school and office lighting with projected volumes in the tens of thousands per month.

Initiated project plans to resolve tasks of integrating third party (International Rectifier) product structures/BOMs and design files/documentation into both Alcoa and CMs system.

Product was field trial level quality and required significant DFM, process and sourcing planning while maintaining balance in relationships between Alcoa and the design entity (customer).

Effectively addressed all single, sole sourced and long lead component issues to meet expected launch and ramp.

Collaborated in process changes with CM to achieve targeted yields. CMs standard method would not produce acceptable yield because of the design. Defined and qualified process (G&W), implemented to achieve volume ramp.

Served as Alcoa`s contact point for all issues and coordination for all CM activities. Received letters of recommendation (see endorsements below) from Alcoa management.

I was brought back January-June 2012 to help Alcoa dispose of surplus electronics inventory.

Small Business Startup & Owner (Closed business in 2009) 2005 to 2009

(Small business; wireless security systems - `took a shot`)

Established `S` Corporation entity

Developed business plan and including proforma product development and growth

Developed supply chain manufacturer and established effective business relationship.

Successfully registered through the State of California and local regulatory agencies.

Initiated advertising and web site, developed product expertise and personally performed marketing and original installs.

Launched and grew. Growth did occur but not at the rate required for expansion, subsequently closed rather than extend investment.

Vicor/Westcor Division, Sunnyvale, California (Left in 2005 to launch own small business) 2001 to 2005

(Vicor is a Power industry leader, the Westcor division packages Vicor modules into OEM systems for customers requiring multiple controlled outputs; widely used in military, medical, and test/measurement industries)

VP Operations - Primary duties focused on directing 85 employees across 7 functional areas: Procurement, Manufacturing, Mfg. Eng, Test Eng., Production control, warehousing and IT local support.

Significantly drove change in Operations management by communication, collaboration and establishment of performance improvement objectives across the organization (MBO), performance measurement and operator communication to drive yields.

Added automation (selective soldering) and barcode tracking systems designed to eliminate rework. As a result, red tags reduced by more than 90%, with no defect RCA lagging production by more than 2 shifts.

Initiated and implemented formal LEAN work cells. Pilot project returned positive operator feedback paving the way for 2 more cells with cycle time driven to 2 days from 3 weeks as measured by barcode tracking clock.

In process (semi-finished goods) staging eliminated freeing up 25% floor and warehouse space.

Streamlined all aspects of supply chain from 4 EMS providers to 2 while gaining cost improvement due to improved economies for the CM.

RoHS division prime which included the cloning of warehouse to provide consumption of old (non RoHS) material as new compliant material was received.

Local prime for conversion to PeopleSoft (Oracle) from legacy system.

Reduced overall system cost (DCOS) by 21% over 3 years.

Initiated, project managed and implemented cross functional VA/VE project on PFC Mini product resulting in >15% DCOS reduction including the launch of turnkey (vs. consigned) EMS provider in Mexico.

Nortel Networks, PBX Business, Santa Clara, California (Left due to consolidation of all operations into Canada)

(The Private Branch Exchange business led the industry with innovative products and software. Santa Clara served as the motherhouse for the business driving more than $1.7 billion globally, $1.2 billion of that supporting the U.S. market.)

Director 1992-2000 - Served as a Director in 3 different disciplines- Manufacturing, Procurement and Hardware design- over a period of 8 years. Managed from 110 to more than 600 employees in a global business that grew from $.8 billion to more than $1.7 billion in revenue.

Director HW Design (1998-2000) Team was 120 electrical and mechanical designers, regulatory testing, life cycle management, Change Control Board and field support professionals.

Project managed multiple HW design projects in support of 6 -12 month cycle product releases:

24 port digital line card

Expanded capacity CPU

Proprietary terminal and console release

Regulatory Lab testing and approval

Team performed analysis on competitor displaced switch leading to cost modeling and comparative analysis of the PBX over the closest global competitor. Insight provided valuable information on competitor pricing strategy.

Managed LOB cost improvement program generated and coordinated cross functional programs providing 5-8% year over year cost improvement. Developed and presented impact cost models at LOB planning sessions.

Product performance and field failure analysis support engineering.

Member LOB steering committee determining R&D funding allocations. Included project plan cost analysis and Project Management.

Director Procurement (1996-1998) 90 to 110 employees in Purchasing, Materials Engineering, Production Control, IT, warehousing supporting a U.S. revenue stream of $1.2B.

Primary interface with sales forecasting group determining system materials drive on purchases >$350M annual

Global prime coordinating divisions in Canada, China and Ireland to generate annual positive PPV (5%) and control/reduction of E&O and DOH material.

Managed and improved customer satisfaction and on time delivery improving to promise by 2% (to 93%) in multi-million dollar systems including SW, HW, Peripherals and purchased products.

Primary Operations approval and NPI interface to design on components and product releases.

Materials engineering and supplier tool development and life cycle management (plastic, die cast, sheet metal, etc.)

Director manufacturing (1992-1996) Up to 600 employees in the manufacturing, Test and Mfg. Eng., I.E., Maintenance and facilities management for the Santa Clara facility. Performed `Mother House` role for the Global PBX business.

Developed professional NPI group that raised the bar to a formal project planning and management group facilitating product introductions from Product Line Management and design through order fulfillment. Performed global launches.

Collaborated and was primary project manager with Ireland and Canadian facilities to simultaneously bring SMT capability to all three sites

Eliminated the use of CFC in Santa Clara and received president`s award for unique and effective approach that became the corporate model.

Provided oversight to facility and engineering resources to launch China Joint venture in PBX business

Collocated 700 designers into significantly upgraded manufacturing site to enhance concurrent efforts within the corporation. $22M project came in on time and at budget.

Successfully provided Improvement to methods (labor reduction) of >5% year over year through process streamlining, automation adds and yield improvement.

Cycle time reduction and fast flow implementation including touch points and TQC methods that reduced on line quality inspectors and personnel by 75% over three year period.

Other Professional experience 1

Senior Manager Process and Industrial Engineering

Process Engineer Hybrid Thick Film

Manager custom Product

Education & Professional Development

MBA (Finance & Technology Management), University of Phoenix, San Jose Campus, 1997 (3.98 GPA)

BSBA, Atlantic University and University of Phoenix, San Jose, California, 1992 (3.46 PA)

USAF Electronics Advanced Radar systems

Project Management by PRTM, Member PMI

Multiple Leadership & Management courses

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