Garrett Standley Email & Phone Number

Charlotte, North Carolina, Us

Daily Activities – Management of the detonator assembly line which includes understanding work flow, dispositioning of NCRs, and verification of process controls in the line.Project Management – Lead the cycle time improvement Kaizen for the chip slapper line. This Kaizen lead to $1.3million in cost savings and a cycle time reduction of 67% over the baseline. The process improvements lead to the first on time delivery of a chip slapper product line since it has been moved to the new location.LTCC Process Improvements – Improved the printing line capacity and yield documentation. Implemented the first SPC systems into the line (for paste thickness) with control and specification limits, and began sharing the data with the DA in order to improve the relationship. Revised the paste qualification SS in order to achieve the PPI buyoff and worked with the DA in order to achieve a correctly documented procedure.Detonator Improvements - Lead the team into the current process of manufacturing. This includes the development of new ways to run the line "lean" in order to make output and also a 71% average reduction in cycle time. Have also lead the team on yield improvement activities improving cable yield to over 55% (from less than 17%), assembly yields increased by an average of 22% across 2 different lines.

Daily Activities – Management of the daily activities of 6 engineers. This includes setting the priorities for short and long term projects, daily sustaining duties, and any risk management along with crisis control. This also included covering for any other manager or engineer that off site.Cross Functional Team Leadership – Lead teams of engineers and managers towards the common goal of increased capacity, decreased yield loss, and cost reduction activities. Project Management – Project leader for cross site teams including the change to 8k grit thinning process in order to increase yield, new tool installation to increase site capacity and conversion to 6” wafers, and general process improvement project tracking across the 4 fabrication facilities owned by Diodes.Crisis Management – Assisted the quality team in external customer failures as an expert for facility processing and root cause diagnosis. This included both written and verbal with key quality and management personnel at customer site. This communication included key points for the root cause along with containment and corrective actions.

Austin, Texas, Us

Troubleshooting of possible scrap, rework, or yield excursions; SPC control of standard qualification tests and production; cycle time and optimum equipment efficiency improvements; determine ways to decrease mean time between failures, and introduction of new cells. Lead multiple chemical minimization projects that have reduced overall resist consumption by more than 30% in less than 1 year resulting in a savings of over $85k per month. Decreased solvent consumption by 12% during the same period for an annual savings $45k. Managed daily inventory of the photolithography chemical budget which was in excess of $4.3million annually. This also encompassed placing new systems (modeling systems) online in order to give more accurate forecasts. Lead the photolithography scrap team during the 2007-2008 time periods and reduced the overall scrap in the area by more than 45% towards a goal of 25%. Major projects included automated recipe verification and on product defectivity monitoring.

Key responsibility was for sales and support of the Cybor pumps product line. This included detailed presentations about the Cybor line to high-level customer personnel, negotiation of service contracts and price agreements for the sales contracts. Significant travel was involved during employment due to the large number of systems and a small field service department. Employment was brief due to Cybor being bought out by Roper Industries and relocation wasn’t an option at that time.• Increased sales by 57% over the previous year. Opened 17 new accounts and initiated 25 evaluations in an 8 month period. Worked with external sales representatives in over 20 countries in order to open and improve accounts and service to customers. • Managed 6 engineers that were direct reports and worked on initial demonstrations, evaluations, and installations. This was a global team that operated in Asia, Europe, and North America.

I-line Track tool owner responsibilities include the day to day operations, troubleshooting of any possible scrap or yield excursions, SPC control of qualification tests and production, resist conversions in order to consolidate and/or switch to a leading edge resist, cycle time improvements, and introduction of new cells. • Eliminated the UV Bake tools and saved in excess of $1.2million in under a year due to cycle time, idled tools, and scrap elimination concerns. This included several months of product characterization due to the changes in process.• Lead the photo technician group and was responsible for scheduling weekend coverage, determining project priorities, assigning training and tool owners, and working out minor issues with the staff. Also drove the direction of the photo technicians during staff meetings.

Bs, Physices

Ms, Engineering Management