Manager Project

Jill S. Viveiros

*** *********** ****, ***********, ** 28117

Home 704-***-****, Cell 704-***-****

****.********@*****.***

I have the unique ability to pull people and projects together to maximize all stakeholders’ knowledge and experience to streamline the process of getting to and maintaining viable products at a competitive cost. I am a result driven individual with 20+ years of experience in all areas of manufacturing from development to continuous operation, with a proven track record of causing a positive impact on the bottom line. I am an accomplished, dedicated and dynamic leader with extensive career experience in operations management, engineering management, project management, risk analysis, continuous improvement, customer and employee engagement, collaborative leadership and P&L responsibility. I have excellent communication skills which aid in keeping a team and all partners including our end customers on a focused goal.

Core Competencies

Team Building &Leadership Planning/Scheduling Budgeting/P&L

Performance Management Quality Management Regulatory ISO, UL

Disciplined/Mentor Risk Mitigation Lean Manufacturing

Effective Communicator Customer Engagement Decision Maker

PROFESSIONAL EXPERIENCE

United Technologies Corp. Lincolnton, NC- A manufacturer of Business Innovative Solutions.

Operations Manager, March 2013- Current

UTC, Lincolnton is a manufacturing site that supports low volume, fast turn, high margin products for fire and security systems, with a high level of compliances including UL and ISO. I manage the manufacturing direct and indirect labor including manufacturing, maintenance and engineering, 200+. I was hired to create a vision and move the culture to a higher level of performance to increase overall profitability as well as marketability with employee ownership and improved structures. I have supported the site to transform performance and have increased overall floor utilization to its maximum. I instilled a second shift and created a plan for third shift and site expansion. We have received the company president and silver awards by means of Kaizen principles including TPM, SPC, QCPC, KPi, KPc, employee engagement, customer engagement, both internal and external. I have created structures for training, maintenance, new product introduction, capital purchases and standardization, by using best known methods established between my site and our sister sites. I promote, all employees have direct control over our total metric stream including employee and customer satisfaction. I created and educated all on the deliverables to drive a site to a single path of success.

RF Micro Devices Inc., Charlotte, NC – A manufacturer of RF integrated solutions.

Senior Project Manager of Aerospace and Defense Business Unit., May 2012- March 2013

Plant/Fab Manager of R&D Development Facility, February 2008- May 2012

RF Micro Devices is an RF company entering into the GaN, a binary III/V direct bandgap semiconductor. We built an 85,000 sq. ft. R&D cleanroom facility in Mooresville to allow us to move out of the 25,000 sq. ft. facility to expand R&D capabilities, 175+ employees. I incorporated project management, prioritization, resource management, contract management, best known methods in process and equipment planning to complete the project on time within budget as planned, while also managing the Charlotte facility. Due to economic issues, I liquidated eventually both facilities. I transferred all products to the Greensboro facility and moved into a product management leadership role and released the first GaN product with 25 additional products to follow increasing the overall revenue by 45% from 2011-2013. I incorporated multiple project planning methods and multiple global resource groups. I drove customer meetings to insure all deliverables including timing, cost and performance criteria were met. I lead technical engineers from various US sites through the initial stages of product development to manufacturing, which I then transferred to a manufacturing site using best known methods for higher margin gains. This was a new business for RF Micro Devices, therefore I had visibility at all levels from the manufacturing floor, customers and executive staff and was responsible for a goals including budget.

Fairchild Semiconductor, Mountain Top, PA- A manufacturer of analog/discrete power semiconductor.

Manufacturing, Engineering and Maintenance Manager, 2004-2008

Fairchild Semiconductor is an 8” fully automated wafer fabrication manufacturing facility. I was hired to create a cultural change improving competitive performance as well as team work with a 24/7 union and non-unionized work force. I lead an organization in excess of 250+ reports with over $200M in yearly budgets, including managers, PMs, engineers, technicians and direct labor. In the first 12 months we reduced overall cost for our products by 52% by instilling improved morale, constraint management, load leveling management, raw material and parts re-evaluate, engineering SPC, OEE and statistical process evaluation for improved process and equipment methodologies. I created metrics to monitor

tool performance for on contract versus non contract tools. We create separate metrics for development products to increase overall MFG capacity load which in turn improved overall strategic product load on a three year cycle. I lead three manufacturing sites in new product introduction and placement to maximize factory load and overall company margin. Using Six Sigma DMAIC planning, we went from 80% load to 110% loading, utilizing outside subcontractors as required in times of high demand. As well as, we utilized vendor qualifications of tools off site prior purchase to ensure process matching was complete. We created a 20% development capacity to allow strategic business planning. Projects and sub- projects were owned at all levels. I worked with direct customers and all compliance organizations to insure we met their needs and requirements.

National Semiconductor, Arlington, TX- A global semiconductor design & manufacturing company.

Principle Device Engineer/Project Manager – 2001-2004

Process/Manufacturing Engineering Manager -1999-2001

Process Engineering Section Manager - 1997-1999

Equipment Engineering Manager - 1995-1999

Senior Process Engineer V - 1994-1995

Starting as a process engineer responsible for PECVD tooling, Plasma processing. National was looking at expanding and was tool limited but didn’t want to invest large capital purchases for potential short term demand requirements. I worked on improving 8 tools for increased thruput with improved statistical process controlling by matching tool input and process controls with product output. We improved overall efficiency on the tools by 20%. I was promoted into process and equipment engineering leadership positions and became responsible for 1/3 of the sites engineering resources 100+. We planned a 30% site expansion from brick and mortar, using Six Sigma procedure. I planned and implemented outsourced epitaxial growth to start a new product line for the site and then created a plan and implemented moving all epitaxial onsite reducing overall cost by 25%, by using various product management tools. I was able to run and understood every tool and process in my department in excess of 35 different styles of tooling. I built a mock facility at Tarrant County Junior college to aid in developing improved technical resources for hire.

ST. Microelectronics. Carrolton, TX- A global leader in Europe semiconductor IDMs pushing into leading-edge silicon on insulator technology.

Process Engineer III, 1993-1994

Technical MFG Superintendent, 1991-1993

Technical Supervisor, 1990-1991

Hired as a technical supervisor, I operated as an engineer and managed direct reports in their 4” wafer facility. I started with one shift and progressed in 3 years to managing all shifts being a 7/24 operation with 80+ reports. I worked with the operators to develop methodologies and procedures to improve output and cost. I trained and could operate every process and piece of equipment in my area. We improved overall throughput constraint areas by 30%. We managed a facility change to convert on all tooling from 4” to 6” in 12 months to meet Hewlett Packard requirements.

PROFESSIONAL DEVELOPMENT

Masters of Business Administration, Industrial Operations Managements, University of Dallas

Bachelors in Mechanical Engineering, Florida Atlantic University

Achievement

ST Micro electronics President’s Award of Excellence

Outstanding Leader at Tarrant County College for creating a mock MFG cleanroom

Adjunct professor at Tarrant County Junior College and University of Texas

Outstanding Mentor, National Semiconductor

Top Dog Award for engineering team improvements, National Semiconductor

Numerous Spot Awards for Above and Beyond Performance

United Technology Corp President’s Award for Employee Engagement

Certifications

Certified Global Manager, Six Sigma Green Belt DMAIC

Federal Secret Security Clearance, trained or certified in the following; Kaizen (5S, 3P, VSM and various lean events and tools), Tops 8D, TQM, TPM, DOE, OEE, Risk Analysis, JMP, SPC, Windchill, PDE (product development engine),NPI,SAP,MRP, Auto CAD, Microsoft, and Supreme

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