Program Manager

ADAM R. CAUDILL

Cell +1-925-***-****

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

http://www.linkedin.com/in/acaudill/

SUMMARY OF SKILLS:

More than 15 years’ experience in technical management specializing in dynamic environments providing leadership in new product launches, change management and development of high performance technical teams. Strong process improvement background - including experience implementing lean principles - with diverse experience leading technical teams in cycle time/cost reduction efforts while improving quality, safety and on time delivery.

MAJOR ACCOMPLISHMENTS:

●Delivering Results - Improved on time delivery from 50-70% baseline to 90%+ in 3 different divisions in fewer than 6 months. Improved product shipment delivery performance and predictability, demonstrating ability to foresee and resolve obstacles in a high change environment. Ranked in top 5% in multi-division evaluation that included Manufacturing, Manufacturing Engineering and Materials team members (4th out of 120+ employees).

●Proven leader. Selected for Operations Leadership Development program designed for high impact managers to implement business process changes through influence. Worked with materials teams to implement automated end-of-life component monitoring program (PartMiner) across multiple divisions.

●“High Potential Employee” award. Operations leader in new product introduction. Excelled at driving cross-functional teams (manufacturing, materials and engineering) to aligned goals. Resulted in E-Beam division achieving first profitable quarter in that space.

EXPERIENCE:

Applied Materials, Santa Clara, CA 2013 - 2015

Pilot Operations Manager

Responsible for delivery of early build "Pilot" semiconductor capital equipment process tools across multiple product lines to both internal and external customers.

●Production manager accountable for initial ramping of Pilot Operations for NPI operations transfer from Austin, TX to Santa Clara, CA. Responsible for hiring over 50 technicians and 3 production managers in 1st 6 months and management of product delivery across multiple business units during 9 month cleanroom construction project.

●Managed Production Managers responsible for teams of up to 40 resources each overseeing resource and facility requirements coordination between multiple programs.

●Reduced manufacturing build times by 40% to cycle time average of 60 days from a baseline of 101 days through implementation of Lean manufacturing techniques.

KLA-Tencor, Milpitas, CA 2000 - 2013

Global Operations Technology Manager 2011 – 2013

Responsible for enhancing Global Operations and Engineering business processes through program management implementation of technology solutions

●Led implementation of one of the first Cloud based Product Introductions at KLA-Tencor which provided enhanced SAP reporting / dashboards. Resulted in a business efficiency reducing a previously manual part review process by 75%

●Partnered and coordinated with highly diverse Global Operations business units to prioritize and implement technology solutions that enabled business process improvements

Manufacturing Operations Manager for RAPID division 2008 – 2011

Responsible for product delivery for multi-million dollar Reticle Inspection Semiconductor Capital Equipment

●Reduced manufacturing build times by 24% to cycle time average of 88 days from a baseline of 116 days

●Led Operations and Engineering teams to prioritize continuous improvements program efforts for program critical components increasing yields by as much as 50%

●Developed and implemented the use of flexible workforce program to reduce required Installation headcount by 20%

Manufacturing Operations Manager for E-Beam division 2005 – 2008

Managed Assembly and Test groups for Electron Beam Wafer Inspection Equipment.

●Hand selected by senior management as change agent to reshape existing team into a High Performance Team. Stabilized cycle time deviation from 14% to 7% on a 70 day build cycle time

●Focal point for Manufacturing Operations during NPI introduction of eS35 product. Required coordination with multiple teams including Materials, Quality and Engineering.

●Utilized Lean principles to reduce manufacturing floor space footprint by 16% enabling corporate initiative to reduce corporate facilities and consolidate all CA operations into one campus

Manufacturing Operations Manager for WIN division 2000 – 2005

Manager Final Test group and representative for manufacturing operations New Product Introductions.

●Reduced product cycle time 33% from 112 calendar days to 75

●Implemented the use of on-line checklists and procedures resulting in eliminated waste, increased efficiency, and improved manufacturing product quality

US Navy, Pearl Harbor, HI 1994-2000

Submarine Officer, USS KEY WEST

Responsible for leading multiple nuclear submarine divisions. Activities included nuclear plant operations, submarine covert activities, others requiring Top Secret clearance.

●Led multi-functional teams of 10-25 people during nuclear power plant operations including power up, daily maintenance activities and shutdown

●Chosen to lead complex highly sensitive activities including Buoyancy Assisted dry-docking evolution and Peacetime Safety Officer during Western Pacific ADCAP torpedo firing exercise

EDUCATION: University of California at Davis, BS Aeronautical/Mechanical Engineering, 1994

●Navy Nuclear Engineers qualification, 1998

INTERESTS: Varsity Track (placed 2nd in college conference finals in 800M, MVP for high school track & cross country teams), 3rd place in KLA-Tencor Mr. Fitness competition, Crossfit, captain of adult basketball team; sons: Jack (10), Dean (9), and Luke (7)

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