Manager Engineer

Kevin J. Mollard

*** ********** *****

Oakdale, CA 95361

C: 707-***-****

CAREER SUMMARY:

Operations Manager offering over 20 years of experience in leading, expanding and optimizing organizations. 6 years experience as a Production Manager growing a production team from a small R&D group to a team of 6 Supervisors and 225 Assemblers. Extensive experience managing small teams of technicians. Practiced in implementing Continuous Improvement and Lean/Six Sigma Methodologies. R&D support with managing New Product Introductions and sample experiments. Industries include: Medical Devices, Electronic Test Equipment, and Disk Drives.

Education & Skills:

M.B.A., Masters in Business Administration (Small Business Mgmt)

Cal State University, Hayward, CA

Bachelor of Science in Industrial Engineering

Cal State University, Fresno, CA

Professional Experience:

Midas Business Owner,` 10/16 to current

Owner of Midas Franchise location in Modesto, CA

Current owner of Midas located in Modesto, CA.

Annual sales of $1M. Team consists of 4 technicians, 1 Customer Service Rep, 1 Shop Manager, & 1 in Finance.

Own all aspects of running a small business including sales, Operations, and most of Finance. This includes advertising, budgeting, cash flow management, team management, human resources, safety and hazardous materials.

Flextronics Inc, San Jose, CA 9/14to 6/16

Contract Manufacturer for various industries, including consumer electronics, automotive, defense, aerospace, and medical. Employs over 200,000 people located in 30 countries over 4 continents.

Dir. of Industrial Operations Engineering

Annual cost savings of approximately $2.5M for labor with optimization of 70 production lines. This include a reduction in workforce of 500 for the equivalent output in a wire harness assembly plant. Led a team of Industrial Engineers and factory personnel in order to accomplish this. In addition, created and set up an Excellence in Operations manufacturing system based on production best practices.

Implementation of a worldwide Direct Labor Planning and Utilization tracking system in 4 Mexico campuses covering roughly 15,000 Operators. This system is based on principles of Industrial Engineering (IE) standard times. Efficiency increases of 5% at 1st installation campus has resulted in DL spend reduction equivalent to $1M/year.

Key member of Industrial Engineering steering committee that sets corporate IE standards & best practices. This committee delivers documents that standardize IE operations and best practices, including Flex IE blueprint.

TriVascular Inc., Santa Rosa, CA (Formerly a Division of Boston Scientific) 5/08 to 4/14

Class III medical device manufacturer of an FDA approved stent graft system for aortic aneurysms. FDA regulation CFR Title 21. Production volume up to 50/day with staffing up to 225 production employees.

Sr. Production Manager, 2011 - 2014

Successfully managed both Production & Pilot Line areas that produced abdominal aortic aneurysm stent graft systems (AAA). Consistently met or exceeded total core production metrics (safety, quality, output, productivity, cycle time, and quality incidences

Operations successfully reduced the average hands-on assembly time per system by 28 hours over a 3 year period. This 80% productivity improvement was accomplished by working cross-functionally between manufacturing, engineering, and quality to relentlessly eliminate waste and automate processes. Annual savings of $2.8M/yr

Significantly increased new hire retention rate by leading kaizen event to improve the assembler hiring and training process.

Led the resource planning and build execution of the 2nd generation of AAA device from new product line to commercial launch and FDA approval.

Led final integration of the production, mfg. costing, scheduling & planning portions of new ERP system (QAD)

Production Manager/Industrial Engineer, 2008-2010

Led staffing and facility expansion to take TAA device from development phase through first-in-man stage, then AAA from development phase through commercial launch after approval in Europe. (CE mark). This included supporting Manufacturing Engineering in Process Validations for IQ, OQ, and PQ’s

Led expanding of staffing from 25 assemblers to 1 Engineering Tech, 6 Supervisors, and 225 assemblers

Planned and executed lean production line layouts & led the equipment set-ups, & tooling builds.

Set up manufacturing team structure based on TPS (Toyota Production System) principles.

Developed work content and Takt Time Charts for all areas. Utilized these charts to build lean continuous flow production lines. Increased lines to 8 production lines over 2 value streams.

Boston Scientific, Santa Rosa (Trivascular div.) & San Jose (Electrophysiology div.) 11/05 to 12/07

Electrophysiology division manufactured ablation catheters & Trivascular manufactured stent grafts for abdominal aortic aneurysms

Lean / Industrial Engineering Manager

Laid out the process flows, allocated space, and equipment layouts for a new manufacturing facility in San Jose. This facility combined three divisions into one.

Implemented the Boston Scientific Lean & Six Sigma Operating System implementation in the Santa Rosa manufacturing facility. Sustained this program in San Jose.

Laid out the process flows and production line layouts for a new manufacturing facility in Santa Rosa

Managed a team of 2 Industrial Engineers that performed a variety of IE and Lean projects, including setting of standard costs.

Trained others on lean concepts and tools. Implemented metrics / reporting to sustain lean.

Agilent Technologies, Santa Rosa, CA 2/01 to 11/05

Agilent manufactures test and measurement instrumentation

Sr. Process Engineer

New Product Introduction Support – Divisional Sr. Process Engineer

Responsible for ensuring that New Products were designed for Supply Chain efficiency & and quick delivery to customers

Led a cross-functional divisional team to implement postponement strategies to reduce instrument build cycle time from roughly 10 weeks down to 5 weeks

Led production development team from DFM through production line build strategy, then through the implementation of quality programs for the new product family. Final build strategy included implementation of a PC Board Supplier Quality program that supplied feedback on failures found at supplier and failures at customer site

Production Line Support

Revived and led the Reliability Improvement Team for a production line

Implemented SPC on pre-testing of PC Board to find out-of-control board batches, then worked with cross-functional team to reduce failure rates

Led troubleshooting and problem resolution team during implementation of Oracle E-business MRP system throughout the Test & Measurement Division

Led a cross-functional team to develop a process for capturing and resolving material shortages prior to jobs being sent to production

Led divisional production line Planning and Production meetings to provide high-level direction for escalating production issues and ensuring orders were fulfilled in a timely manner

KMT (Komag Material Technology), Santa Rosa, CA 10/99 to 2/01

KMT manufactured Hard Disk Drive Substrates

Pilot Line Manager

Managed Pilot Line & Test Measurement group. Group consisted of 1 supervisor, 3 technicians, and 4 senior operators. Group was responsible for producing the next generation customer samples, supporting R&D in experiments, and supporting Production with process control measurements

Led troubleshooting and cpk issue resolution for new products prior to, then into Manufacturing

Successfully expanded Pilot Line capability from substrate sizing/polishing to include nickel plating and polishing. This included cross-training of team to ensure pilot build capability

Utilized IE skills to streamline both new product introduction & substrate measurement process

Komag Inc., Milpitas, CA 1/93 to 10/99

Komag manufactured the disks for computer hard drives

Senior Industrial Engineer

New Product Introduction

Responsible for taking New Products/programs & processes from the Prototype phase into high volume Manufacturing, producing a million products per month

Led cross-functional teams consisting of R&D, Customer Engineering, Program managers, and Production to resolve manufacturability issues and achieve 85% yields for new products

Process / Industrial Engineering

Performed extensive classical IE studies using work sampling, direct timing, predetermined time methods (MTM), work simplification, assembly line balancing and process flow analysis to reduce manufacturing and warehousing costs. Savings included optimizing staffing in Polishing area that resulted in $750K annual labor savings

Completed re-layout of KMT in Santa Rosa and Polishing areas in San Jose to accommodate self-directed teams and continuous flow environment

Implemented new system with re-usable bulk bin for shipping product between worldwide manufacturing sites

Set-up and led company-wide material cost awareness program, then partnered w/various teams to reduce material use. Findings included a $1.2M annual savings due to polishing slurry excess consumption

USI Lighting/Prescolite Division, San Leandro, CA 1/92 to 1/93

Prescolite manufactured downlighting, track and surface lighting products

Industrial Engineer

Performed extensive time studies to balance production assembly lines and improve assembly efficiency

Implemented new manufacturing standard data system using predetermined time standards (MTM)

Lockheed Missiles and Space Corp., Sunnyvale, CA 1/88 to 6/90

Manufacturing Engineer

Supported Mil-Std 1567A with predetermined time standards for defense assemblies

Performed various layouts and productivity studies in warehousing operations

Managed the Production & Pilot

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