Jeff Inman Email and Phone Number

At Maxim Integrated I supervised a team of 34 operators in a high volume, semiconductor manufacturing environment. I led the team to meet daily, weekly and quarterly safety, quality, cost and throughput goals. As the night shift supervisor, I was the highest level of management on site during my shift. Daily I proactively scheduled equipment qualifications, PMs and non-production activities with Maintenance, Engineering, Integration and Production Control as necessary to maintain tool and overall production line health. I coached and served as a mentor to operators to maximize their impact on shift productivity and morale. I willingly led continuous improvement activities, using Lean Manufacturing principles while ensuring alignment with the actions of the other shifts. I created the operator feedback project tracker as a tool to facilitate communication between shifts and ensure follow up occurred on operator ideas for improvement.

During my role as the Aero Engine Area Manager, I had 145 hourly indirect reports and 6 direct salary reports, covering 3 shifts 7 days per week. My responsibilities included managing the completion of $32 million dollars of product quarterly with a variable cost budget of $3,083,000. I had direct P&L impact and accountability to achieve results. Daily I ensured the safe operation of the manufacturing team, that production rates were met, drove continuous improvement and variable cost reduction through quality improvement, scrap reduction and initiatives such as 5S. Multiple improvement projects requiring requests for and implementation of capital funding were completed by me. I make employee development plans, manage employee performance, providing feedback or disciplinary action as appropriate with thorough documentation. I have been very successful in onboarding and accessing talent at the hourly and salary levels. Setting and adjusting staffing levels and OT utilization to support production needs and facilitating cross training to relieve constraints was part of my role.

I started off in this role as the SSB1 Area Manager with 90 hourly indirect reports and 2 salary direct reports. After demonstrating quarter over quarter variable cost reduction totaling a 9% improvement in VC/ESH during my first year in the role, I was promoted to Commercial Area Manager. This promotion added the medical device manufacturing team to my responsibility. For my second year in this role, I had 115 hourly indirect reports and 3 direct salary reports. In addition to adding the new team, my responsibilities also included managing the rapid staffing changes needed to grow the team to support commercial sales growth from $14 million in Q1 to $20.4 million in Q2.

During my role as the Foundry Production Supervisor I was responsible for the operations team facilitating continuous 24/7 operation of five vacuum furnaces and two air cast furnaces. I completed multiple projects to increase furnace utilization and reduce downtime. Consistent communication in order to build relationships with key stakeholders in facilities, maintenance and engineering was critical to my success in this role.