Lehman & Associates, LLC

480-***-****

DB "Joe" Wheat Jr. 124 Sumida Gardens Lane, #220

Email: adxvog@r.postjobfree.com Goleta, California 93711

503-***-****

CAREER SUMMARY

I am an Engineering/Management professional with over 35 years of experience in supervision, equipment design, operation, maintenance, and repair. I possess twelve years of progressive management experience in the semiconductor and solar wafering manufacturing. Proven results in obtaining and maintaining equipment availability. I have been recognized by counterparts to reduce overall financial expenditures without sacrificing area stability. I have been requested by parallel production groups to overhaul current engineering and maintenance practices to achieve desired yields and budgets. I also possess18 years of experience in power generation and distribution, from US Navy steam power plants as well as coal and gas fired co-generation facilities. My record shows proven results in obtaining and maintaining equipment availability.

EDUCATION

MBA

Portland State University, Portland, Oregon

B.S.E.E.

Gonzaga University, Spokane, Washington

PROFESSIONAL EXPERIENCE

Atomica, Goleta California 10/31/2022-present

Atomica produces Micro Electro-Mechanical Systems (MEMS) which delivers breakthrough MEMS based solutions in cloud computing, autonomous vehicles, cell therapy, molecular diagnostics, and genomics.

Facilities Director

In my current role, I lead a group of fifteen technicians to support the 24/7 facilities operations. We are responsible for ensuring uninterrupted supply of steam, compressed air, power distribution, high purity nitrogen, deionized water, as well as waste treatment within our facility.

My group is also responsible for the ongoing installation of serval precision tools used in making the MEMS chips.

Pacific Foods, Tualatin Oregon 5/1/2017-10/24/2022

A family-owned organic producer of soups and broths that was established in 1987. On December 12, 2017, Pacific Foods was acquired by Campbell’s Soups of Camden, New Jersey.

Facilities Manager

My primary assigned responsibilities are finding the ways and means of ensuring the site does not experience any unscheduled production downtime that is directly related to facilities operations.

My department provides 24/7 facilities support including high pressure steam, electrical distribution, clean dry air, vacuum operated systems, wastewater treatment, and local environmental awareness evaluation for civic involvement.

I have been requested to bring operational security to the ten different buildings that comprise Pacific Foods. The first project was adding compressed air redundancy to the East Campus. This was accomplished using a CapEx project to add a 200hp air cooled Kobelco screw type compressor

I have completed three Capital Projects on the campus;

oThe addition of a 700hp Cleaver-Brooks fire tube boiler in the East plant for redundancy with associated support gear and controls

Project total was $5.6-million.

oThe addition of an air cooled 200hp Kobelco screw type air compressor in the West plant, coalescent filters, dryers, and associated controls.

Project total was $500,000

oThe design and installation of a new chemical dispense room for Building #1 production process.

Project total was $1.5-million

I am currently working on two additional capital projects for the site;

oUtilizing an existing chilled water unit at Building-7 to provide HVAC in several production areas in Building-13 and Building-8 where no HVAC currently exists. The capital project will be completed in early March 2022

Project total will be $2 million

oMoving office personnel from Building-2 to Building-17 in Wilsonville, Oregon and the installation of three additional filler lines in the vacated Building-2 office spaces.

Project estimate is $3.5 million.

Emcor Group, Inc., Tualatin Oregon 7/5/2016 – 4/28/2017

A Fortune 500® company with estimated 2016 revenues of approximately $7.5B, EMCOR Group, Inc. (NYSE: EME) is a leader in mechanical and electrical construction, industrial and energy infrastructure, and building services.

Maintenance Manager for Contracted Services at Lam Research

My assigned responsibilities included but were not limited to directing the maintenance and repair activities of Emcor technicians to ensure uninterrupted service and functionality of all site processes including HVAC, FLSS, and HGMS protocols.

Emcor provided 24-hour, 365 days per year service which is provided by fifteen highly trained and skilled professionals including technicians with Associates degrees in HVAC technology, LME licensing, and FLSS specialists.

Continuous monitoring of on-site system paging systems which provide real time values of current systems status. Continuous monitoring allows the opportunity to address an issue before it becomes a problem.

I acted as the Safety engineer for the Tualatin site as well as the Fremont and Fresno California sites. I conducted daily/weekly safety inspections at Tualatin and monthly inspections in California. Every Thursday at 1:00 PM, the west coast has a mandatory Safety webinar to address potential safety issues. If we can’t do a job safely, we won’t do the job until it can be done safely.

The Emcor Tualatin group works hand-in-hand with Lam Engineering staff on new equipment layout and installations. This provided the opportunity to ensure the tool is installed properly and is accessible for later PM’s and repairs.

ON Semiconductor, Gresham Oregon 6/26/2012 – 7/1/2016

A multi-billion dollar company which produces high-end components such as MOSFETS, LED Drivers, Linear Voltage Regulators, and Converters for the electronics industry.

Facilities Manager

The responsibilities of my position at ON Semiconductor was to ensure uninterrupted product of World Class Semiconductor devices by ensuring all endeavors were met in order to maintain the reliability and functionality of all facilities related equipment and processes within the factory.

Lead 24/7 Facilities Maintenance group of 20 technicians and four engineers in the daily operations, maintenance, and repairs of all production support equipment including but not limited to HVAC, boilers, compressors, hazardous gas monitoring systems, scrubbers and air handlers, as well as 4160 VAC Mains and 12kv substations.

Created and maintained multi-million dollar budgets with continuous monitoring to ensure the department stays within budgetary constraints.

Maintained a solid safety program where each person is held accountable for not just their safety but the overall safety of the department.

Ensured all work met and exceeded industry standards by random job inspections.

Worked with vendors to ensure we received the best services at reasonable cost.

Iosil Energy, Groveport Ohio 5/16/2011- 6/24/2012

A venture capital venture to design and prove a patented process using Silicon Tetra-iodine (SiI4) to produce 7N purity solar grade polysilicon from metallurgical grade silicon as well as the effective kerf recovery.

Manager of Silicon Technology

In this position I was responsible for the design of key components of the CVD process as well as managing the work and project scope of three scientists and 6 engineers.

The CVD group was responsible for the design and equipment selection to bring a hot wall chemical vapor deposition process form conception into actual pilot plant production. This entailed the design from the ground floor of a transformer that converted 480VAC to 15,00VDC. The reactor shell design was complex in that it uses Inconel 601 which operated at 900C and had to be water cooled.

Due to my extensive experience with silicon and specifically wafer slicing operations, my group also completed the design and proof of concept equipment to recover 80-85% of kerf from spent slurry.

Upon successful proof of process, the next step was to select a large-scale production site for both low cost polysilicon as well as kerf recovery.

Sanyo Solar, Salem Oregon 4/13/09- 5/6/2011

A multi-billion dollar company which manufactures solar cells for the green energy market

Director of Process

In this role I developed the wafering process at a new solar prototype wafer plant located in Salem, Oregon. The plant went into full production in November 2009.

My group developed a new process for high yield results using state of the art silicon wafering equipment.

My group developed the engineering protocols as well as production work instructions for a brand new fully automated wafering department.

My group was responsible for equipment selection and qualifications of all tools within the wafering department.

We met and exceeded production expectations as of January 2010.

December 2009 and January 2010 production and yield goals of 93% were surpassed with less than 4 months of operation.

All shipment targets were met as of November of ’09.

Yields in 2011 remained above established goals, while cost per unit remained at or below established goals.

SUMCO USA, Maineville, Ohio 9/ 2005-4/2009

A $4.4 billion company which together with its subsidiaries, engages in the manufacture and sales of silicon wafers for semiconductor industry

Silicon Ingot Crystal Growing (CZ) Maintenance Manager 9/ 2005-4/2009

My responsibilities were the leadership and scheduling of twelve engineers and maintenance technicians to achieve consistent equipment performance and reliability while reducing overall operating costs.

Due to low yields and excessive equipment downtime, I was transferred from the polishing group to crystal growing unit to effect positive change.

A step function in equipment availability from 84% to 93% occurred within the first two months. This was accomplished by adopting a simple TCM concept, change the mindset of how we do business. I implemented Kaizen and 5S activities which showed production SOP’s were not being followed the majority of the time which resulted in unnecessary equipment downtime. The 5S activities made the areas much more manageable.

Equipment availability remained stable at 99.02%

Decreased technical spending in 2006 by 35% as compared to 2005 expenditures. The department was on track for 21% reduction in 2008 as compared to 2007

Established and managed several capital projects designed to increase yields and eliminate safety hazards.

Worked with SAP engineers to re-design the functionality of SAP to create a computer driven maintenance preventive and predictive work program.

SILTRONIC CORPORATION (formerly Wacker Siltronic), Portland, Oregon 1999 - 2005

A $210M company that is now one of the world’s leading suppliers of wafers made from hyper pure silicon used in the semiconductor industry.

Fab 1 Maintenance Manager 6/2004 – 9/2005

I was responsible for consolidating four maintenance groups into a single unit during a major downsizing as the industry demand decreased, the final head count decreased from 24 technicians and engineers to 14. I led the drive to cross train technicians and engineers to be the primary lead in their original area of the Fab while becoming the secondary lead in at least two other areas of the Fab. Support was able to flow to area with greatest need.

Reduced staffing levels by 30% during downturn in the industry as mandated by executive staff.

Implemented SAP tracked preventive maintenance (PM) program to schedule and track PM performance.

Established Bill of Material lists for all equipment sets, thereby reducing repair time by 5%.

Established electrician apprentice programs to provide on-the-job training while receiving work at reduced rates. Savings of $25k were realized in the last quarter of 2004 and through 2005.

Manufacturing Team Leader 6/2001 – 6/2004

My responsibilities included the leadership of manufacturing and personnel issues for 8 direct and 186 indirect reports in the silicon wafering production groups. I led yield improvement groups to improve yields while decreasing costs. Served on multination process improvement triad involving managers and engineers from the United States, Germany, Japan, and Singapore.

Improved productivity increased from 1.65 to 2.75 as measured by the total millions of square centimeters produced divided by required labor hours.

Decreased variable unit costs 9%.

Implemented aggressive yield improvement projects which increased yields on average of 4% across the production cells.

Urged and promoted operator ownership of the equipment and processes on the floor. Promoting operator ownership provided the opportunity for operators to share responsibility for success or failure.

Equipment Engineer III 10/1999-6/2001

I was employed as the equipment engineer for the epitaxial (silicon deposit) area of the Wafer Fab. The position was offered to me due to my work as a field engineer with GT Equipment Technologies. I was requested to transfer to the ingot slicing division due to serious equipment and yield deficiencies.

Yields within the ingot slicing department improved 5% within six months.

Technical availability of the HCT and NTC wire saws increased 15% within the same time frame.

Warp yield losses decreased by 12%.

GT EQUIPMENT TECHNOLOGIES INC., Nashua, New Hampshire 7/1997-10/1999

Manufacture of semi-custom and specialty equipment for the materials processing industries. GT Equipment Technologies was startup company of two former SUMCO employees.

Senior Field Service Engineer 7/1997-10/1999

I served as the United States and Far East representative for silicon wafering equipment manufactured in Switzerland as well as specialty equipment manufactured by GT Equipment. This position required installation, troubleshooting, and repairs of associated equipment.

We were at the forefront of the new technology of slicing entire silicon ingots at one time with wire instead of one wafer at a time.

I designed new wire tension system to go from multiple gears to direct drive using servo motors.

Customers requested my service by name. Equipment was correctly installed and running to OEM specs.

Developed new processes to increase wafer yield by 4% while decreasing production cost by 3%

BRIDGESTONE/FIRESTONE, Decatur, Illinois 7/1994 - 7/1997

A $20 billion multinational company dedicated to producing vehicle tires and selective sporting goods of the highest quality

Powerhouse Manager 7/1994 - 7/1997

I supervised 11 stationary engineers in daily operations, maintenance, and repairs of 100,000 pounds per hour oil, gas, and coal fired boilers, 3000 cubic feet per minute centrifugal air compressors, contact heaters, and related equipment. I was responsible for requisitioning parts for repair and maintenance, calculating operating budget for entire powerhouse, and interacting with plant vendors. I designed changes for existing equipment to reduce power consumption. Acted as liaison between outside contractors and corporate representatives for initial design and implementation of 20 megawatt co-generation facility. Utilized a DOS based RCM module by JD Edwards to layout the first generation at Firestone of computer driven preventive and predictive maintenance. I implemented 5S activities to go through and identify tools and parts which simply were not needed. I also utilized Dr. Deming’s philosophy of statistical analysis to pareto failures and adjust PM’s accordingly.

CONSOLIDATED SUPPORT SERVICES, Medical Lake, Washington 7/1984 - 7/1994

A power facility owned and operated by the State of Washington providing services to three local state ran hospitals.

Stationary Engineer 7/1984 - 7/1994

In this position, I maintained high-pressure boilers and associated equipment, including regulating boiler water/feed water testing and treatment. I calibrated and repaired pneumatic and digital equipment. In the absence of chief engineer, I supervised 9 stationary engineers. I was given the responsibility of writing technical procedures for equipment operation and testing.

We continuously monitored stack emissions to ensure compliance with Environmental Protection Agency standards.

UNITED STATES NAVY, U.S.S. McKee AS –41, San Diego, California 5/1978 - 5/1984

Machinist Mate Second Class - E5 5/1978 - 5/1984

My responsibilities included the supervision of 20 men in the operation, repair, and maintenance of 600-pound steam propulsion plant with 100,000 shaft-horsepower main engine and reduction gear, 10-megawatt generating station, and distilling plant. I ordered repair parts and performed quarterly budget forecasts. Other responsibilities included composing technical procedures for plant operations during emergency situations and prepared performance evaluations for engineering personnel. I was selected to be an instructor for Casualty Control Training Team. My group implemented and maintained the preventative maintenance program for engineering.

CERTIFICATIONS

Washington Engineer in Training 7/1993

Seattle Grade 2 Steam Engineer License (unlimited horsepower) 10/1984

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