Greg Cedillo

**** ******* **. (Cell): 971-***-****

Pasadena, Texas 77505 acu68d@r.postjobfree.com

Project Manager / Engineering Manager

Experience Profile

Strengths Include:

•Produce the Project Charter prior to start of the Project.

•Project Risk Identification, with mitigation measures planning incorporated into the Project Plan

•Project Budget Development, Tracking, and Reporting.

•Project Critical Path Identification.

•Project WBS’s as needed with key team members’ participation.

•Project Scope identified and managed within defined scope.

•Weekly Project status reports issued to all team members/Group Leads, management, Supply Chain, QA, Sponsors.

•MS (Project, Excel, Word, Visio, and Presentation).

•Project Manager/Engineering Manager for at least 16+ years.

•Reorganized the engineering group at Stewart & Stevenson and Hydril by requiring that engineering/design teams provide a higher degree of focus on specific product lines sequentially, resulting in improved product throughput and reduced engineering costs.

•Responsible for developing the project plan with the team, and meeting at a minimum weekly with the team to discuss deliverables status, identified risks and their mitigations.

•Negotiated with Suppliers to re-compensate my company for providing defective equipment.

EXPERIENCE

JAE-Oregon / Program Manager, Tualatin, OR 9/2014 – 1/2015

(Temp/Contract)

JAE designs and develops automotive connector housings that are in compliance with VDA automotive

Quality requirements.

•Established formal project management protocols for the VDA automotive program.

•Drove the procurement of materials needed to meet the customers’ housing color specifications.

•Evaluated color measurement tools to verify the customer specified RAL colors were in compliance with the specification.

•JAE is a Japanese owned company in Japan, and was responsible for the design of the 9 connector housing dies, which after first builds in Japan was found to have issues with regard to being in spec with customer specifications. This required that Japan re-work all the die molds, which was to take months to complete.

Trade-Station /Day Trading, Portland, OR 4/2013 – 7/2014

Day Traded Stocks using the Trade-Station Platform.

•Trade-Station provides traders with a Windows based platform that traders use on their laptops or Desktop computers for trading stocks at home. Note: This was not an employee/employer job. Rather this was a work-at-home job that I did at my residence, using my own money to trade with. Trade-Station could not care less whether I made money or not.

•Unfortunately, I was not able to get my stock orders fulfilled with the market makers in a timely fashion, so I resumed Project Manager job searches and found the JAE-Oregon job opening and accepted their

job offer.

Micro Systems Engineering, Lake Oswego, OR 8/2002 – 4/2013

Project Manager

Micro Systems Engineering designs and manufactures implantable pacemakers and defibrillators using custom designed ASICs packaged in CSP, BGA, and SDBGA form, and assembled onto 4-layer rigid/flex and flex only modules. MSEI manufactures using state-of-the-art SMT in an ISO 9001 environment.

•Responsible project manager/team leader in a matrix organization for the following projects:

•4088 three-chamber defibrillator project, which was released in 2003 for Production.

•4089 high energy shock defibrillator project, which was released for production in 2004.

•4120 normal and high energy shock defibrillator project with RF Telemedicine, which was released for production in 2006.

•4140 three-chamber defibrillator project with normal and high energy shock, and was released July 2011.

•4150 three-chamber defibrillator project with a targeted device volume optimization/ reduction, which was released in December 2012.

•Led a team comprised of Component Engineering, Process Engineering, Materials, Module Test, and Substrate Design to develop new versions of implantable defibrillators.

•Created the Project Plan critical path Gantt chart in MS Project. Functional group project plans created by team members and reviewed for accuracy and agreement with the critical path. Complete labor and non-labor expenditure budgets created using Excel.

•Identified project risks with a corresponding mitigation plan.

Planar Systems, Beaverton, OR 3/2001 – 8/2002

Engineering/Project Manager

Planar Systems designs and manufactures industrial monitors using LCD's with high-bright backlights and analog/DVI video boards that meet rigorous environmental and Regulatory EMC/Safety requirements. Planar Systems operates in an ISO 9001 environment.

•Responsible as the project manager for the Wincor 15" industrial monitor, which was introduced into production providing $700K revenue annually.

•Regularly interfaced with the customer on product design and schedule and produced the monitor engineering specification.

•Created the project plan in MS Project and the NRE estimate/budget using Excel, which included ongoing production component and assembly labor cost estimates.

•Defined DVT test requirements and supported test execution and fault isolation.

•Considered an expert in EMC compliance and utilized this core competency in my role as a hands-on project manager.

•Conducted formal Planar NPI meetings with upper management and project stakeholders.

•Produced a monthly status report to key management personnel reporting Cost, Schedule, and Performance issues.

MicroSystems Engineering, Lake Oswego, OR 8/1999 - 3/2001

Project Manager

Micro Systems Engineering designs and manufactures implantable pacemakers and defibrillators using

Custom designed ASICs packaged in CSP and BGA form, and assembled onto 4-layer rigid/flex hybrids.

MSEI manufactures with state-of-the-art SMT in an ISO 9001 environment.

•Responsible as the project manager/team leader in a fully functional organization with P&L responsibility for this $2M defibrillator project.

•Led a team comprised of Component Engineering, Process Engineering, Materials, Module Test and Module Design to design and produce the TACH 20 hybrid substrate with first-pass test success, and under budget.

•Created the Project Plan critical path Gantt chart in MS Project. Functional group project plans were created by team members and reviewed for accuracy and agreement with the critical path. Complete labor and capital expenditure budgets created using Excel.

•Created a responsibility matrix defining task owners and communication channels.

•Identified project risks, provided an assessment with a corresponding mitigation plan. This is an ongoing activity throughout the project.

•Maintain a weekly team meeting to communicate issues, goals, and facilitate communication within the team.

Hydril, Houston, TX 3/1998 – 7/1999

Project Engineer

Hydril designs and manufactures subsea MUX control systems, which controls a subsea BOP stack.

The MUX control system is comprised of a ruggedized single board computer running a VxWorks RTOS.

•Responsible as the project engineer/single technical interface to Ensco, our customer.

•Led the engineering and design of the $7M Control System project with a team of design engineers that reported to me in a functional group organization. This included electrical engineers, software development engineers, mechanical engineers, and electro/mechanical designers.

•Re-organized the Hydril engineering group to streamline performance within specific technical SME’s. This enabled Hydril to develop and deliver the Control System faster and within the targeted schedule.

•Created the engineering design and development plan with buy-in from the team members, using Microsoft Project as the tool.

•Established and executed multiple ISO 9001 design reviews to ensure compliance with all design requirements.

Stewart & Stevenson, Inc., Houston, TX 7/1994 – 3/1998

Engineering Manager, OSE Division

Responsible for design and process improvement projects within an environment of mechanical, electrical, and electronic hardware/firmware disciplines. The primary goal: improve project schedule execution, cost control, while simultaneously improving customer satisfaction. Success was achieved by improving the design and development process, implementation of training plans, upgrade of new hire engineering core competencies, and implementing metrics to measure progress.

Negotiations- One of our equipment suppliers provided pumps that were not working to specification. So I teamed up with our CFO and led the negotiations with our pump supplier asking the supplier to reimburse our pump equipment payments due to serious performance failures. First they sent us a Sales Rep for the meeting, which was not acceptable, then they sent us one of their regional managers, then they sent a VP to discuss the issue with us, then the CEO of the company came to our meeting in a golfing outfit. The CEO received the same feedback from me that I gave his prior employees. I informed him that S&S would no longer do business with their company if there was no re-compensation for their poor equipment performance. The CEO agreed to provide S&S with perfectly working equipment free of charge instead of a full re-imbursement. The CFA and I agreed to their proposal, and S&S no longer received defective pumps from this supplier.

•Implemented an engineering metrics system to track progress made in the reduction of engineering hours per project using Impromptu, a database report writer.

•Reorganized the engineering group by creating engineering/design teams to provide a higher degree of focus on specific product lines, resulting in improved product support and reduced engineering cost.

•Implemented a Concurrent Engineering practice that required Sales, Field Service, and Manufacturing collaboration, as well as myself attending Engineering Design Reviews which fostered teambuilding across functional groups, improved design quality, reduced time to design completion, and reduced warranty costs.

•Developed and implemented ISO 9001 Design Control procedures and processes for the OSE engineering group, which successfully passed 3rd party audits.

•Implemented TQM principles to solve chronic load distribution problems, which reduced costs by $35K/year.

•Developed and executed a Project Plan to standardize division product designs, and upon implementation in March of 1996, saved $240K per year in expended engineering hours.

•Screened all new hire engineering personnel.

•Chosen as a Corporate Strategic Team Member in January 1996 and 1997 for the purpose of creating and implementing Plans to increase ROI. Only 100 individuals were selected as Strategic Team Members out of the 4,500 company employees.

Stewart & Stevenson, Inc., Houston, TX 8/1990 – 7/1994

Electronics Engineering Manager, OSE Division

Responsible for initiating and executing project plans for industrial electronic control system designs,

Engineering schedule and cost control improvements and execution.

•Developed and executed a PC board standardization initiative for our system boards, embedded designs, and data acquisition systems that ultimately reduced electronics product development to unique applications.

•Was the hiring authority for the electronics engineering group.

•Led the electronics design for a Coiled Tubing Training Simulator, which consisted of a trainer and student console utilizing a 486 passive backplane embedded PC as the engine.

•Initiated the system design for the Automatic Cementing System (ACS), which was an HC11 based embedded controller for controlling cement density in a real-time closed loop control system.

Stewart & Stevenson, Inc., Houston, TX 7/1981 – 8/1990

Electronics Design Engineer

Designed open and real-time closed loop feedback control systems with custom designed analog/digital

Electronic controls, and monitors for industrial equipment.

•Led the design team on the Automatic Density Control, which is an HC11 based embedded control for a Blender sand auger delivery system to achieve a target density profile.

•Project design engineer for the US Army's "Light Equipment Generator Set” controller board set.

•Designed numerous industrial control systems utilizing analog, digital, and microcontroller technology on the PC board and system level.

EDUCATION

BSEE - 1981 - The University of Texas at Austin

(BSEE focus / Real Time Closed Loop Feedback Control Systems)

* Supplier Negotiations

Attended the EMI/RFI Compatibility Symposium in Washington, DC/Aug 1983

Project Management Course-2000- Provided by Cadence Management Corp.

Project Management Course-2002- Provided by Cadence Management Corp.

Effective Executive Speaking in San Francisco-2009- AMA

COMPUTER SOFTWARE APPLICATIONS

MS 2010 (Project, Word, Excel, Presentation, Outlook) +SAP

PATENT

Automatic Density Control, ADC (Jan/1994)

Patent #: 5,281,023

Publication #: US5281023 A

Patent URL: http://www.google.com/patents/US5281023 A

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