MARK A. GILECZEK

**** ***** ****** ***********, **. 55437 ac2huy@r.postjobfree.com cell 612-***-****

Summary

Focused manufacturing operations professional with direct/third party maintenance expertise.

Directly managed of 25 reports.

Proficient in Lean and Six Sigma methodologies.

Consistently met/exceeded financial goals.

Demonstrated success in the management of people and resources.

Excellent communications and presentation skills.

Unique combination of corporate and entrepreneurial management experience.

Education, Training and Licenses:

BS Degree in Management and Computer Information Systems, Park College, Parkville, MO

Six Sigma Champion

Lean Master

Six Sigma Brown Belt

Minnesota Building Contractor License

U.S. Air Force, Mountain Home AFB, ID Integrated Avionics Technician E-4

Mark Alan Homes, Inc. Bloomington, MN June 2014 to Present

Production Manager

Directed acquisition of real estate for construction projects.

Evaluate construction methods and determine cost-effectiveness of plans, using computer modeling.

Confer with supervisory personnel, owners, contractors, and design professionals to discuss and resolve matters such as work procedures, complaints, and construction problems.

Plan, organize, and direct activities concerned with the construction and maintenance of structures, facilities, and systems.

Prepare and submit budget estimates and progress and cost tracking reports.

Prepare contracts and negotiate revisions, changes and additions to contractual agreements with architects, consultants, clients, suppliers and subcontractors.

Inspect and review projects to monitor compliance with building and safety codes, and other regulations.

Seagate Technology, Bloomington, MN January 1991 to June 2014

Supply Chain Analysis (February 2011 to June 2014)

Responsible for third party service contracts for calibration and repairable spare parts.

Managed department monthly repair budget of $800,000+.

Managed department facilities spending

Designed and implemented Repairable Spares Inventory Control System

Wafer Equipment Reliability Manager (February 2000 until March 2009)

Responsible for overall maintenance of cross-functional wafer fabrication tool sets.

Managed 15 technicians.

Accomplishments:

Initiated and developed customer satisfaction survey which resulted in improved understanding of customer expectations.

Expanded Role for Operators Project that utilized specially trained operators to perform observation based maintenance activities.

Met or exceeded performance goals for 7 of 8 years.

Initiated benchmarking for maintenance activities metrics.

PM reduction software evaluation.

Increased equipment uptime by utilizing preventative maintenance techniques.

Initiated and developed technician utilization metrics

Business Excellence Projects:

Lift-off Filter and Tank Chemical Change Congruency – Lead.

Result: $14,545 in annual savings.

Semitool Stripper Monthly PM Reduction – Lead.

Result: $23,000 in annual savings.

Wafer Chemical Spill Reduction – Team member.

Result: $5,000 in annual savings.

1165 Recycling Black Belt – Team member.

Result: $57,000 in annual savings.

Lean Projects:

Tencor Wafer Pick Up Failure Reduction – Team member.

Result: Reduction in wafer pick up failures from 9 percent to 2 percent.

Nikon DR-200 Inspection Station Uptime – Lead

Result: Increased OEE by 1.754% by eliminating the daily PM.

Gold Pre-plate and Plating Bath Recovery.

Result: $102,385.00 in annual savings.

Stack Plater Paddle Motor Second Source and Re-engineering.

Result: $12,495 in annual savings.

Central Plating Vacuum System.

Result: $70,000 in cost avoidance.

Wafer Manufacturing Unit Manager (July 98 to February 2000)

Responsible for achieving short and long term production operational goals.

The daily supervision of 40 direct labor reports.

Functional management experience in photolithography, plating, chemical mechanical polish, test and vacuum deposition operations.

Accomplishments:

Work on cross functional teams to reduce the occurrence of operator related scrap from less than 5000 operation moves per scrap event to over 8500 operation moves per scrap event.

20% reduction in cycle time through implication of lean manufacturing concepts.

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