Engineering Quality

Shawn DeBoo

*** ********** **** ********, ***** *5071

903-***-**** ***********@*****.***

Summary

A dedicated and highly accomplished engineering and manufacturing management professional in highly regulated industries with extensive experience in Lean Six Sigma manufacturing, quality assurance, new product release, process control, maintenance engineering, supplier contract negotiation, supply chain management, capital forecasting, and project management. Significant experience with taking over leadership of struggling teams to create successful turnarounds. Excels in teaching, applying, and leading Lean manufacturing techniques to improve productivity, cost, quality, and safety. Leads a team to success by communicating a clear vision, creating collaborative relationships, developing individuals, and inspiring followership to accomplish the vision. Team scope encompasses fabrication to final test covering all factory lifecycle stages including startup, ramp, sustainment, process transfer, and shutdown.

Experience

Texas Instruments, Incorporated, Dallas, Texas

Sherman Factory Branch, Engineering Manager 2013-2016

Recruited to factory struggling with on-time delivery, quality, cost, and morale. Led factory engineering department of 130 employees covering process control, equipment maintenance, quality assurance, productivity improvement, safety culture development, supplier/supply chain management, supplier contract negotiation, capital forecasting, project management, resource planning, people development, financial management, and strategic, long-range planning.

Team Development: Taught and applied Lean Six Sigma manufacturing and structured problem-solving techniques to identify and mitigate sources of maintenance, process, and operational variation causing excessive cycle time, quality risk, diminished productivity, and increased cost. Leveraged experts across company to define, document, and train team to identified best practices and standards. Instituted team culture embracing continuous improvement as foundational expectation through all levels and functions within organization. Led conference enabling employees to share accomplishments to inspire, motivate, and increase engagement, facilitating new ideas and breakthroughs. Reduced cycle time by 30% within four months yielding consistent on-time delivery. Achieved record quality results eliminating one-third of year-over-year manufacturing process yield loss and attained record cost per unit productivity with 20% year-over-year improvement.

Quality Improvement: Led quality initiative to proactively detect and mitigate process and equipment related quality events before creating scrap. Conducted detailed reviews of statistical process control protocols and failure mode and effects analyses. Installed sensors (voltage, current, vibration, acoustic monitoring) on equipment to detect changes that could lead to scrap. Established actions to reduce process and equipment variation. Documented step-by-step responses for any process control or equipment sensor-triggered signals. Team documented and completed over 1,000 actions in two years reducing product yield loss by 50% and setting a new factory quality yield record.

Equipment Install Project Management: Managed manufacturing equipment refresh initiative upgrading factory safety, quality, and productivity. Scope included installation or removal of over 100 machines managing layout, schedule, budget, process qualification, and customer acceptance. Project was completed on time and within budget with no negative quality or safety events achieving targeted quality and productivity improvements.

Maintenance Supply Chain Management: Evaluated supplier contracts to assess return on investments and renegotiate cost and services to maximize benefits. Implemented multiple part source strategies to ensure continuity of supply and best cost and quality. Statistically analyzed and optimized parts change frequencies and spare inventory. Reduced factory costs by 30% and achieved factory cost and productivity targets for first time in seven years.

Worldwide Engineering Leadership: Selected to Worldwide Engineering Council core leadership team to assess and develop global strategic plans and activities. Led coordination of company-wide innovation convention to incentivize and grow engineering engagement, facilitate technical breakthroughs, and increase collaboration.

Dallas Fab CMP Engineering Manager 2012-2013

Recruited to manage team of 50 employees to mitigate two years of repeated major negative production quality events, increase collaboration between engineering and manufacturing teams, and improve team morale. Directed team training, process control, maintenance engineering, cost/productivity improvement, quality improvement, safety, and budgeting.

Quality and Collaboration Improvement: Conducted detailed reviews across organization (engineers, technicians, operators) to identify sources of quality risk, procedure uncertainty, and improvement ideas. Solicited external experts to audit practices and make recommendations. Trained team on Lean Six Sigma techniques to update and standardize procedures across all shifts. Implemented biweekly meetings with rotating subset of engineering and manufacturing staff to continue collaboration momentum and solicit new improvement ideas. Major negative quality events ended under management tenure, and organization surveys depicted significant improvement in employee morale noting heightened collaboration and clarity of expectations as significant contributors for the improvement.

Emerging Leaders Program: Selected for company Emerging Leaders Program (ELP). Team created from employees across the company identified as demonstrating high leadership potential. Project objective was to improve communication and execution between multiple international factories covering wafer fabrication, testing, and packaging. Project focused on new project introduction, quality, cycle time, productivity, and capacity planning. Team developed enhanced reporting capability to improve WIP traceability, inter-site communications, and proactive manufacturing planning. Team identified, documented, and trained sites to standardized best practices.

Worldwide Process Controls: Led creation of worldwide engineering initiative focused on eliminating process related, large-quality events. Defined goals, recruited international engineering participation, documented highest-risk activities (process change control, history of process sensitivities), and documented/proliferated 100 best practices for process control and detection improvements across all factories. Reduced process-related quality events by 50% across worldwide factory network.

Sherman Probe Section, Engineering Manager 2009-2012

Managed engineering team of 40 employees covering operation tests and maintenance engineering.

Manufacturing Floor Startup: Led transfer of probe manufacturing operations from Tucson to newly created production floor in Sherman. Scope covered safety, budget, schedule, resource planning, equipment installation, layout, employee training (engineers, technicians, and manufacturing operators), instruction specification development/documentation, product ramp, test system (hardware/software) development, customer acceptance, quality improvement, and test program enhancement. Project was completed on time and within budget with no negative safety or quality events. Wafer test yield improved by 20% in Sherman compared to sending Tucson facility.

Setup Change Productivity Improvement: Applied Lean Six Sigma manufacturing techniques to set up changeovers. Externalized setup change validation from production floor to offline system reducing average setup changeover time from 18 to two hours on average.

Tucson Fab/Probe/AT Engineering Manager 2006-2009

Led engineering team of 100 employees, covering fab wafer fabrication, probe, and assembly/test operations. Managed development and training of standardized operations/maintenance processes for fab and test production floors, enhancing quality, productivity, and safety.

Team Development: Site was recent acquisition for Texas Instruments. Operations task ownership was fragmented between individual employees with minimal backups or documentation. This resulted in reduced capacity, long cycle times, low productivity, and high cost. Improvement started by documenting support activities and target training levels. Procedures were documented and standardized to identify best practices, generate consistency, and facilitate training. Consequentially cycle time improved dramatically dropping by 90%.

New Test System: Directed activities for new tester installation, hardware development, and test program enhancement. Led creation and training of engineers/technicians to standardized process controls and maintenance procedures utilizing Lean Six Sigma manufacturing techniques. Reduced customer delivery backlog from six months to five days.

Sequencers and Supervisors Business Startup Team: Recruited to a group of 3 employes to assess the feasibility and benefits of creating a new sequencer and supervisor business focus for TI. I consolidated the fragmented company sequencer and supervision product portfolio and completed competitor SWOT analysis determining potential focus market segments. Recommendations were presented and the business unit was created.

Intel Corporation, Albuquerque, New Mexico

Fab 11X Engineering Manager 2001-2006

Served as one of engineering managers for start up of the world’s first high-volume 300mm factory. Managed equipment installation (schedule, resource coordination, costs), capacity/cycle time planning, and process release.

Factory Startup Project Management: Supported first high-volume 300mm factory in world leading equipment installation support activities covering safety, budget, schedule, and process matching to development site. Installation was completed ahead of schedule, on budget, and with no safety or negative quality events.

Lead Six Sigma Training: Led team that created, trained, and supported implementation of corporate Lean Six Sigma manufacturing program. Team delivered five-day course covering structured problem solving, maintenance engineering, operations research, and industrial engineering techniques. Delivered curriculum 20 times to over 1,000 employees from every manufacturing site. Provided follow-up application support to each site following course.

Operator and Technician Productivity Improvement Multi-Objective Optimization Model: Led team employing hard sciences of Lean Six Sigma to develop operator and technician staffing models based on mathematical, multi-objective optimizations and full factory computer simulations. Model output determined best allocation and training plan for operators and technicians. Model demonstrated opportunity to reduce staff by 14% at equivalent capacity and cycle time compared to plan of record. Following implementation of model, in conjunction with Lean Six Sigma basics training, result was 20% improvement in productivity versus plan.

Photo and Implant Multi-Objective Optimization Model: Led team that developed mathematical, multi-objective optimization model that identified best photo and implant equipment qualification matrix\ balancing cost, labor productivity, capacity, quality, and cycle time. In conjunction the team created a WIP scheduling optimization model to sequence individual lots to tools based on equipment qualifications and maintenance status. This resulted in alleviating factory bottleneck output by 12% while reducing costs and labor associated with maintaining excessive equipment qualifications.

Fab-7 Engineering Manager 1998-2001

Created and managed team that aided struggling modules by augmenting team leadership and technical skills to resolve complex technical problems and improve module performance. Employed Lean Six Sigma techniques with structured problem solving to address problems with process, quality, productivity, cost, and cycle time.

Multi-Factory Capacity/Cycle Time Improvement Initiative: Led manufacturing and engineering teams across two closely located factories with similar technologies in order to determine opportunities to maximize factory utilization. Established technologically safe blocks of operations that could transfer WIP between two sites to alleviate bottlenecks. Result was a 10% improvement in output and 15% reduction in cycle time between the two factories.

Factory Shutdown Management: Served on leadership team managing closure of 150mm site. Oversaw equipment removal schedule, procedures, disposition, process transfer, customer acceptance, and closure engineering team placement to other factories. Project completed on time and budget with no negative quality or safety events.

Equipment Performance Data Collection: Envisioned and created database to aggregate, calculate, and proliferate equipment maintenance, cycle time, and capacity data to factory staff. This enabled faster and more accurate data production, facilitating strategic analysis and improvement plan development. Improved cycle time and productivity by 40% in one year following database completion and role out.

Additional Experience

Fab-7 Engineer, 1997-1998. Supported thin film equipment, and served as floating engineer, supporting troubled modules.

Ethicon Endo Surgery,1996. Supported linear cutter medical device manufacturing.

Education and Awards

Texas Instruments Distinguished Hispanic Engineers Award Winner, 2012 and 2014

Babson College, Babson Park, Massachusetts

M.B.A., Cum Laude

University of New Mexico, Albuquerque, New Mexico

M.S., Mechanical Engineering, 3.8 GPA

B.S., Mechanical Engineering

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