Operations/Manufacturing Management

Andy Boyle BSc (Hons)

**** ******* ****** *********: 209-***-**** email: ****.*****.**@*****.***

Tracy, CA 95304 Cell: 209-***-**** Current Green Card Holder

Director of Operations • Director of Manufacturing • Director of Supply Chain

Consummate Executive Operations Management Professional.

Over 16 years experience in hi-tech manufacturing & Operations management supplying capital equipment products to the top Silicon device & high brightness LED manufacturers in the world.

An excellent communicator in all mediums, currently seeking new challenges in an Executive Management position with the right company.

Professional strengths:

Hi Tech Manufacturing Supply Chain Management Supply chain Optimization

Supply chain Consolidation Cost (COGS) Reduction Industry Downturn Management

Outsource Manufacturing Contract Negotiation Business Process Development

New Product Introduction Manufacturing Engineering Copy Exactly Principles

WW Inventory Management Facility Consolidation Strategic Growth

WW Facilities Management Quality Management Direct Customer Relations

Organizational Change Logistics Documentation Management

Customer Service E&O Management & Forecast Operational Metrics Development

International Operations Management

Education

BSc (Hons) - University of Leeds (UK)

Physics, Electronics & Instrumentation

Post Graduate Diploma: Open University (UK)

Manufacturing Management & Technology

Total Quality Management, Manufacture, Materials & Design, Implementation of New Technologies.

Career Track

EG Systems LLC (Formerly Electroglas Inc), Hayward CA May 2011-March 2012

Director of Operations

Reporting directly to the President & CEO, I was brought into this position to rebuild Operations following the acquisition of Electroglas after bankruptcy.

Achievements to date:

• Established local supply chain following relocation of manufacturing from Asia back to USA.

• Developed & implemented business processes for material flow & procurement.

• Increased system manufacturing capacity from zero to eight tools per month by developing & implementing production processes and formalizing work instructions.

• Developed Operational metrics including MRB & WIP aging, material receipts forecasting, & inventory forecasting.

Nanometrics Inc, Milpitas, CA 2007-2011

Director, Global Operations

Reporting directly to the COO & responsible for all aspects of Nanometrics global manufacturing operations including Manufacturing Engineering, purchasing, supply chain management, logistics, corporate quality, engineering change management, NPI & worldwide facilities management.

Specific responsibilities:

• Development of Manufacturing Strategies & Business Processes

• Development & implementation of manufacturing outsource strategy

• Management of approximately 100 manufacturing and technical operatives.

Supported by 2 Directors & four managers in two facilities located in the USA & UK.

• Manufacture of approximately 25 diverse product lines ranging from small desktop systems to large-scale capital equipment.

• All aspects of supply chain management, including cost reduction initiatives, supplier negotiations, contract negotiation, copy exact principles and management of subcontracted manufacturers throughout the world.

• Worldwide facilities management.

• New product introduction into manufacturing through engineering or acquisition.

• Worldwide Engineering change implementation, control and management.

• Corporate Quality Management.

Key achievements:

• 2009 – 2010

• Manufacturing Ramp to support revenue growth

Successfully managed manufacturing ramp to increase product shipments by 99%, supporting revenue growth of 145% year-on year.

On time delivery performance (+/- 2 days Vs original committed ship date) increased from 76% to 90% over the same period.

This was achieved through strategic outsourcing with minimal headcount increase.

• 2008 – 2009

• Manufacturing Transfer of Overlay Metrology Product lines from Nanometrics Korea Manufacturing & Plant Closure

Due to the industry downturn, it became necessary to consolidate Nanometrics manufacturing operations. The recently established manufacturing operation in South Korea was closed and manufacturing relocated to Nanometrics USA facility.

This transfer, including inventory, engineering documentation, supply chain management and manufacturing ‘ know how’ was completed in less than three months, under budget & with negligible unforecasted expenses & inventory write off.

• Integration of ‘Unifire’ Product Line into Nanometrics Manufacturing.

Following the announcement of the strategic business partnership with Zygo Corporation in June 2009, I undertook a project integrating the Unifire product line into Nanometrics facility in Milpitas, CA.

Over a period of 12 weeks, all purchased inventory, manufacturing documentation was transferred from Zygo in CT and Nanometrics manufacturing staff trained in product manufacture.

Major subassemblies were outsourced to existing Nanometrics suppliers, immediately achieving COGS reduction of 5% of total product COGS.

• 2007 – 2008

• Closure of Nanometrics IVS division in Concord, MA

This entailed transfer of manufacturing operations of Nanometrics IVS Overlay metrology tool to Nanometrics facility in Korea. In addition, the CD-SEM product line developed by this group was purchased by a Korean University. I managed the transfer of all associated assets, inventory, engineering/manufacturing documentation and arranged hands on training for the purchasing University.

This project was completed in less than 6 months.

• Outsource & Closure of Nanometrics Machine Shop

Nanometrics previously had a manufacturing model which verged on vertical integration, in that they performed all machining and anodizing operations ‘in-house’.

The decision was taken to close the machine shop and outsource all associated components. This would have resulted in balance sheet write-offs of approximately $3.5M associated with disposal of capital assets

Instead, I negotiated with a local machining company, resulting in them leasing the machine shop in an ‘as-is’ condition over a 5 year period.

This limited balance sheet write offs to $1.6M, resulted in monthly positive cash flow and ensured that Nanometrics effectively still had a captive machine shop. Annual savings of $ 1 M as a result of fixed overhead elimination were realized.

Nanometrics UK Ltd., York, UK 2006-2007

Director, UK Operations

Reporting to the Chief Operating Officer and managing a team of approximately 40 including three managers, I was responsible for all aspects of Operations management within the UK Company.

This included production, master scheduling, purchasing, logistics, manufacturing engineering and worldwide facilities management.

Key achievements:

• 2006 – 2007

• Outsource of Nanometrics UK Manufacturing Operations

Following the acquisition of Accent Optical Technologies by Nanometrics Inc, the decision was taken to relocate the manufacturing Operation in York in the UK.

This involved relocating thirteen different products from three diverse product groups to subcontracted manufacturers in China & Japan, and also to Nanometrics manufacturing facility in South Korea.

I successfully managed and completed this project in 6 months, including all contract negotiations.

COGS reductions of up to 10% were realized in addition to inventory reduction of approximately $ 6 M (50% of total UK inventory).

In addition, I personally negotiated and defined severance terms for employees affected by this transition.

Accent Optical Technologies (UK) Ltd, York, UK 2001-2006

Manufacturing Manager - York Operations

Reporting to the Director of Operations, I was responsible for all aspects of manufacturing management within the UK company, including manufacturing, scheduling, purchasing, logistics & manufacturing engineering.

Key achievements:

• 2005 – 2006

• COGS reduction

COGs reduction on Accent’s common hardware platform totaling $ 40K per system build (10% of COGS), translating to annual savings of $400K . This was achieved by a combination of outsourcing manufacture of major sub assemblies to the far East, re-specifying and resourcing high value component parts to alternative suppliers and re-negotiating prices with existing suppliers.

• 2004 – 2005

• CLCA Implementation

Implementation of a program of Closed Loop Corrective Action (CLCA). This invited employees of all levels to identify ‘defects’ or ‘barriers’ in the day to day business of Accent and empowered them to create CLCA teams to implement corrective actions and monitor their effectiveness.

• 2003 – 2004

• FTIR Product Manufacturing Transfer

Transfer of manufacturing of a major product line from Accent's manufacturing facility in Randolph, MA. to the UK facility in York. This product line represented approximately 40% of Accent's product revenue

• Oct - Dec 2002

• Manufacturing Transfer, Facility Closure of Major Competitor

In Mid 2002, Accent acquired a competitor with a manufacturing facility in Ontario, Canada. My remit was to transfer manufacturing of two major product lines to Accent's York factory and then close the facility in Canada. The output of the Canadian factory had to be maintained throughout this period and I had dual responsibility for both this and Accent's York factory.

Originally budgeted as a six month project, I completed this in three months and under budget by $ 200 K USD.

Major parts of the project entailed:

• Validation & transfer of all manufacturing data to York.

• 100% inventory audit

• Inventory transfer to York (UK) stockroom

• Migration of all item master, BOM and supplier data to Accent's MRP system

• Negotiating severance terms and conditions with staff to be laid off

• Negotiation & arrangement of international relocations for retained staff.

Personal & professional references available upon request.

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