Engineer Continuous Improvement

MARTIAL A. FRECHETTE

*** ******** ****, **** ***, North Billerica, Massachusetts 01862

Home - 978-***-**** – Cellular: 781-***-****;

E-mail: ********@*******.***

http://www.linkedin.com/in/martialfrechette1

Continuous Improvement Specialist / Additive Manufacturing Site Leader, Certified and Six Sigma Black Belt Certified

Lean Manufacturing Expert, Using Ultrasonic Additive Manufacturing technology to bring new products to market fast and reduce lead time for parts that have complex geometry. Using DFSS & DMAIC principals to Improve Quality, Improve Speed, Eliminate Waste, Reduce Cost & Remove Non Value Added Activities, Proficient in Minitab.

Cobham Antenna Systems

Continuous Improvement Specialist

July 2013 – Present Exeter New Hampshire

Lead and manage Six Sigma projects accomplishing measurable business process improvements. Employ Six Sigma methodology and analytics organizing operations accomplishing business objectives. Leading and mentoring Black Belt and Green Belts in the planning, designing, and accomplishing of key projects.

Developed a 3D Printing Ultrasonic Additive Manufacturing process that allows for extreme complex structures to become part of the conventional manufacturing process. With Additive Manufacturing you don’t pay for complexity. Ultrasonic Additive Manufacturing makes design-driven production is a reality. With Additive Manufacturing you can drastically decreases the amount of time it takes to bring a product to market; it gives you an edge over the competition. The technology is changing so fast, soon in order to be competitive all manufactures will have some form of Additive Manufacturing.

Improved the paint masking process dramatically by writing a capitol request convincing management to allocate funds needed to purchase a state of the art masking machine. This machine accepts DXF files, which enables you to create geometrically challenging masks in a fraction of the time it takes for someone to do it manually. This project decreased paint masking labor cost by 65%. This one change will save over a $500,000.00 a year and was implemented in less than six weeks.

Created what is called the “Decision in a Day Program”; a program that expedites and streamlines the sales order signoff loop. No longer do sales orders sit on someone’s desk. The customer now receives acknowledgement of their order within four days. The previous average was fifteen days. This new process has had a huge impact on orders over $50,000.00. The sales order acknowledgment process is now robust.

By applying Six Sigma Black Belt methodology I have implemented accountability boards in seven value streams, from the initial micro cell level to middle management, escalating issues to senior management as needed. The greatest impact here is in ECO’s Planning and Manufacturing Engineering where staffs are now held accountable for technical changes. The product is now pulled through the area.

As a member of the operations team provides process support towards attaining plant goals and objectives in the area of Quality, Cost, Waste, and Safety. Applying Lean and Six Sigma (DMAIC) tools to identify improve and optimize processes for better and lower cost of production. Investigate and troubleshoot technical problems and offer solutions to resolve problem areas. Responsible for assisting management in the implementation of plant-wide continuous improvement objectives and serve as a change agent leading teams to execute projects using a variety of continuous improvement tools

Dow Chemical Corporation 2010 – 2011 ( Andover, MA )

Packaging Engineer & Lean Manufacturing and continuous improvement site leader.

Designed and developed “Traveler Card system”, a Lean pull system used in the manufacturing of high purity organic metallic chemicals for the compound LED and semiconductor film industry.

25% Quality Improvement by recommending to purchase and install new equipment capturing data real time.

Reduced waste and defects by an average of 20% by implementing the VSM methodology (Value Stream Mapping).

Implemented 5S concepts, (Sort, Set, Shine, Standardize, Sustain and 6th S Safety)

Initiated and lead 5 why workshops to find root cause of engineering issues and created innovative solutions.

Improved supply chain by implementing grocery store method. Making inventory available when and where needed.

Saved $120,000 through one 5S change by not having to incur the cost of changing out Glovebox Windows.

Created storyboard of daily standup KPI (Key Performance indicators) meetings with realistic and achievable goals.

Intel Process Engineer 2000 – 2009

Member of Factory Staff Lean Team

Through the DOE process determined the appropriate angle on the head of a polishing retaining ring which annually saves 1.7 million dollars per year for every 200mm Intel factory.

Developed a new process for the Optical Diamond Tip measuring tool. A tool which is critical in the manufacturing of semiconductors. Cost savings in the hundreds of thousands of dollars per factory per year.

Participated in two factory startups as an owner of a fleet of 200mm polishers and then 300mm polishers.

Increased tool availability by 5% by creating new cleaning process.

Decreased scrap by 2% by implementing recipe change.

Co-wrote Lean Charter for 300 Millimeter Factory in Dalian China and owned two key attributes.

Sustained the CMP area, meeting Intel standards producing quality integrated circuits. On time and defect free.

As a Thin films department senior process engineer. Ran Department wide Bootcamps (Bootcamps attack an area with Lean tools.)

Lead multiple Kaizen (5S) events always striving for Continuous Improvement.

Responsible for training ~ 60 Chinese in-pats and 4 junior engineer’s Lean methodology.

Met crucial project dates by implementing the following Lean tools “Action Plan template” and “After Action Reviews”.

Implemented Learning Cards -A great way to get buy in from the floor the ideas come from the technicians themselves.

Wrote and owned the Factory Lean Team Roadmap.

Brooks Automation 1993-2000

Manufacturing Engineer

Owned cradle to grave responsibilities: sourcing, assembly, packaging and shipping of Semiconductor Equipment to the end user.

Created custom packaging of flat panel systems and Robotic Batch Transfer Arms for Load Locks attached to Vacuum systems.

Profile: By using DFSS and Six Sigma Black Belt skills and focusing on Six Sigma Projects which results in major breakthrough improvements. Use Lean methods to reduce cost and defects while increasing product flow/JIT. Build project teams; train them in basic DMAIC fundamentals. Standardize work flow and documentation removed non-value added steps. Use data to implement 5S Visual

Controls, setup a supermarket pull system to satisfy customer needs. Currently working on Additive Manufacturing projects which are developing into a major process improvement getting quality products to the customer before the competition.

Work History

Cobham Antenna Systems 2013- Current

Dow Chemical - Massachusetts 2010 – 2011

INTEL Corporation – Massachusetts and Arizona (USA) 2000 – 2009

Process Engineer, 2000 – 2007, Hudson, MA & 2007 – 2009, Chandler, AZ

Brooks Automation – Chelmsford, Massachusetts 1993 – 2000

Owner and Manager - M. F. Machine Company, Incorporated – Typical Machine Job Shop. Waltham, Massachusetts

Education: Wentworth Institute of Technology – Boston, Massachusetts

Certifications: SME Additive Manufacturing Certification, Lean Manufacturing Expert Certified Lean Green Belt and Six Sigma Black Belt,

Computer skills: Windows, Word, Excel, Minitab, Access, PowerPoint, Visio, Outlook, AutoCAD, Klarity, SQL, Pathfinder and Discovery

Contact this candidate