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Date Created: 12/22/15
PAUL PAWENSKI Mobile: 480-415-3797 Alternate: 480-513-4684 Phoenix, AZ www.linkedin.com/in/paulpawenski/ email@example.com A manufacturing professional with a history of success in ensuring total operations performance that approaches every job or task with a full level of commitment. Driving organizations toward Operational Excellence and customer responsiveness with a well-rounded background in total Operations who has: Increased by > 50% existing factory output with minimal investment. Improved delivery performance while reducing finished goods inventories by 40%. Reduced cycletimes by 25%. Implemented methods of personnel development that drives consistency of operations and internalizes a Lean continuous improvement culture. Knowledge & Skills Area: Cost control and systematic reduction – Implementing and Internalizing a Lean Manufacturing Culture Start-ups - Alignment and Objective Setting - Operations Turnaround - Budget Management – Kaizen Constraint Management – Waste Elimination –Project Planning & Execution –Process Optimization Asset Optimization Management – Capacity Planning – Lean Technique Training & Mentoring Metrics Management – Achieving Global Optimization (reconciling local practices) – Standard Work Value Stream mapping – Development of HR productivity and job skill systems – ISO9000 ITAR certified - ISO/TS 16949 – New Product Introduction – Cycletime/Inventory Reduction PROFESSIONAL EXPERIENCE ON SEMICONDUCTOR, Gresham, OR 2012 - 2013 A premier supplier of high performance silicon solutions for energy efficient electronics. The company operates a world- class, value-added supply chain and a network of manufacturing facilities, sales offices and design centers in key markets throughout the world. Sr. Manufacturing Manager –Assumed full manufacturing and training responsibility for ON Semi’s most advanced manufacturing facility. Recruited by a previous executive manager to champion the implementation of lean manufacturing methods and processes while executing an aggressive production ramp and developing a customer centric manufacturing organization. KEY CONTRIBUTIONS AND ACCOMPLISHMENTS: Ramped factory production to record output levels (22%). Met aggressive schedule. Improved Direct Labor productivity by 35%. Improved inventory turns (cycletime) by 40%. Reduced scrap 15% against previous 6-month baseline Led a MOS (Multiple Observation Study) that identified an incorrect constraint assumption, which avoided a $300K capital investment and improved department output by 15%. Recognized by Technology Division for outstanding service in New Product Delivery. The above was accomplished on schedule while setting throughput, cost, productivity, quality and new product delivery records. PAUL PAWENSKI PAGE 2 NEMOTEK TECHNOLOGIES, Rabat, Morocco 2009-2012 A manufacturer of customized miniature cameras for portable applications that provide design, manufacturing and testing services of Wafer-Level Packaging, Optics, and Cameras. Vice President of Operations -Tasked to move the company status from concept to full-scale manufacturing. This included developing a manufacturing operations management team capable of identifying and executing strategies required to meet company objectives, developing strategies to assure process integrity and seamless new product introductions while meeting immediate production requirements and internalizing a culture of continuous improvement in product quality, cost and manufacturability. KEY CONTRIBUTIONS AND ACCOMPLISHMENTS: Transitioned from a one-shift laboratory environment to a 24X7 full production operation. Ramped factory output 30X of initial production level. Established mechanisms to identify yield improvement opportunities and executed to realize 35% improvement in overall yields. Completed full analysis of the manufacturing BOM, reconciled with engineering and rebuilt an accurate bottoms- up tool that provided significantly improved information for planning and prioritized identification of cost reduction opportunities. Achieved ISO9001 Certification Established an effective Sales and Operations Planning process and efficient supply chain that significantly improved material interruptions and supplier quality/delivery issues. Heavily influenced the development of the MES (Manufacturing Execution) and ERP systems. Developed and introduced a Lean Manufacturing Road map that was refined and implemented via a large # of respected team members. Introduced and executed a staffing/shift schedule scenario that exposed and corrected non-standard work practices. Staffed and developed a “local” management team to meet the challenges of this successful and growing North African High Technology Company. DIODES FABTECH INC, Lee’s Summit, Missouri 2008 A manufacturer and supplier of high-quality, application-specific standard products within the broad discrete and analog semiconductor markets. General Manager- Site-wide management responsibility including P&L. Charged with driving an aggressive ramp up plan, new product introduction effort and cost reduction initiative. KEY CONTRIBUTIONS AND ACCOMPLISHMENTS: Increased site output by 11% within 3 months through implementation of constraint management practices and establishment of work place methods improvements. Introduced new technology and maintained current product output schedule while working through a major factory conversion. Improved product tracking system integrity and engineering request communication that reduced unintended misprocessing of engineering material by 75%. Reduced product cost by 18% - Systematically identified major cost drivers, set reduction actions and executed. PAUL PAWENSKI PAGE 3 INTERNATIONAL RECTIFIER, El Segundo, CA 2006-2008 A world leader in advanced power management technology, from digital, analog and mixed-signal ICs to advanced circuit devices, power systems and components. Director of Operations/General Manager – Site-wide Manager of EPI Services Division Mesa, AZ (2006-2008) including Manufacturing, Engineering, Quality Assurance, Human resources, Maintenance, EHS and Finance. KEY CONTRIBUTIONS AND ACCOMPLISHMENTS: Increased site output by 21% Reduced scrap by 24% Overall cost per unit reduced by 17%. Improved On Time Delivery to external customers by 22% Established department budgets and set individual metrics for manager accountability. Lean Manufacturing Implementation Manager – Temecula, CA (2008) – Collaborated with an outside consulting group and Temecula Operations team to implement a Lean Manufacturing initiative. ST MICROELECTRONICS INC, Phoenix, AZ 2000-2005 ST is the world’s fifth largest semiconductor company with market leadership in many fields. Director of Manufacturing -Full manufacturing and training responsibility for STM’s Phoenix wafer fab. A high volume multi-product advanced manufacturing facility. KEY CONTRIBUTIONS AND ACCOMPLISHMENTS: Implemented practices that resulted in best cycle times across all ST advanced manufacturing sites. Facilitated an effective comprehensive Lean Manufacturing Excellence initiative that internalized a continuous improvement culture utilizing Kaizen (Work Place Improvement Teams), Constraint management, inventory reduction and objective alignment that drove manufacturing metric records. Initiated and sponsored an aggressive drive to achieve a paperless factory environment that forced engineering/management discipline and nearly eliminated misprocess events. 1ST SILICON (Malaysia) Sdn. Bhd., Kuching, Sarawak, Malaysia 1999-2000 The first semiconductor wafer fab in Malaysia dedicated semiconductor foundry founded in 1998 by the Malaysian State of Sarawak. Vice President Foundry and Business Planning –Responsibilities included developing start-up procedures and management of the Planning, Information Technology and Quality Assurance departments and participating in the development of overall company business policies and procedures. PAUL PAWENSKI PAGE 4 HITACHI SEMICONDUCTOR, Inc., Irving, Texas 1992-1999 A manufacturing subsidiary of Hitachi Corporation which developed and produced semiconductor components, and memory modules. This was the company's first full process semiconductor fabrication, assembly, test and module manufacturing operation outside Japan. Director of Business Planning (1995-1999) Responsibilities included Factory Planning, scheduling of inter-company and contract manufacturing suppliers and On Time Delivery to global Hitachi Sales companies. During this time I also assumed the following responsibilities: Site Quality Management Site purchasing Management. Foundry sales promotion Member of site closure team management During the time I was responsible for Quality Assurance we successfully achieved ISO9001 recertification. Director of Manufacturing (1994 - 1995) Recruited by previous manager to managed site-wide manufacturing - wafer fab, sort, assembly, and test/module assembly after promotion from Wafer Fab Production Manager. EDUCATION Masters Business Administration, WESTMINSTER COLLEGE, Salt Lake City, UT Bachelor of Science, RIDER UNIVERSITY, Lawrenceville, NJ.
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