JEFFREY D.

LLEWELLYN
7178 W. Honeysuckle Dr. Peoria, Arizona 85383 (602) 828-1263 jllewel@mac.com

OPERATI ONS / TECHNOLOGY EXECUTI VE
Areas of Expertise include:
Logistics Management Process Improvement Development Production Planning / Scheduling
Lean/Six Sigma Manufacturing Practices Operations Management Technology Incorporation / Integration Training and Process Deployment
Highly accomplished, process-improvement-driven Operations Executive with extensive experience in manufacturing / production planning /
scheduling management, inventory / material flow control, and supply chain management within technology manufacturing environments.
Expertise in analyzing existing operations and developing / implementing the strategies, processes and technologies to improve productivity,
efficiency, and customer satisfaction, decrease costs, and directly impact bottom-line profitability and market share.
Ability to analyze sales forecasts and determine plant production capabilities and materials / human resource requirements to ensure on-time
delivery of customer products.
Reputation for leading and influencing direct reports and cross-functional teams from multiple business units to support key business objectives
and enhance competitive advantage.


PROFESSI ONAL EXPERI ENCE




Philosophy, Inc. /BioTech (A Coty company) Phoenix, AZ
Business Unit Manager (2013-2014)
Manages a team of 7 direct reports and 60-120 indirect reports for a manufacturing/kitting entity of a global skin care/fragrance company. Developed
a team of outstanding performers focused on dramatically increasing manufacturing efficiency, quality, and cost. Working with the IT team to
automate and integrate information flow. Driving excellence through lean practices.
Selected accomplishments:
Reduced quality defects from 50k+ defects/million units (~3 sigma) to 3.5k defects/million units (>4 sigma) by establishing standard
procedures and establishing a PDCA methodology for continuous improvement.
Designed and created an integrated floor scheduling system (originally from spreadsheets) to automated integration utilizing Access on
SQL server backend with integration to Oracle.
Developed a set of efficiency and productivity metrics responsible for driving immediate 5% across the board increase in workorder
efficiency. Subsequent efficiencies using lean principles have resulted in another 15% improvements.
Facilitated department integration through proactive representation of department in cross functional contexts. Currently leading value
stream mapping efforts throughout current and adjacent departments.
Currently authoring a Six Sigma Green Belt training program within the company.

SUMCO CORPORATION (Japanese public corporation) Phoenix, AZ 1999-2013
Corporate Director of Production Planning (2001-2013)
Retained and promoted subsequent to the acquisition of Mitsubishi Silicon America (2004) to consolidate planning and logistics of purchased
business entities for a global silicon wafer manufacturer serving the semiconductor industry. Direct the S&OP planning process for the $500 million
US operations, including semi-annual production budgeting, production and inventory planning and order processing / shipments to customers.
Conduct weekly planning meetings with sales and supply chain management to garner information on new orders, review, interpret, and revise
forecasted requirements based on sales plan, and coordinate production scheduling and inventory management for three factories. Managed
weekly executive review meeting. Supervise 4 direct and 36 indirect reports from shipping, specification registration / routing creation / database
management, and planning / scheduling groups. Responsible for training production control members on new software and business processes.
Selected accomplishments:
Improved customer satisfaction regarding on-time shipments from ~50% to 90%+ despite shutdown of several facilities by developing a
custom application to integrate business processes and system software in collaboration with IT personnel.
Increased capacity/productivity up to $800,000 monthly and throughput by 5-10% by coordinating creation of a reactor scheduling
application utilized for equipment scheduling at the facility level.
Reduced order commitment response cycle time from 8+ days to less than 1 day, and negated lost income of approximately $1.2 million
annually, and decreased market share erosion by designing and implementing an automated process to compare material resources,
capacity capabilities, and manpower availability with sales forecasts.



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Decreased qualifications / prototype order turnaround from 8 weeks to 2 weeks (from request to shipment) by designing and implementing
an industry-leading quick-turn response system in collaboration with cross-functional team members from the production planning /
scheduling, and manufacturing / application engineering groups
Realized savings of $280,000 monthly by implementing and integrating the SAP Production Planning Module with the corporate ERP Sales
/ Distribution modules.
Assisted with coordinating activities to track and manage premium freight charges, saving an estimated $220,000 over two years.
Improved retained revenue from ~$34,000 to $725,000 in a one-year period by tightly managing order commitment process and shipping
department activities in regard to Incoterms.
Reduced production cycle time from 14 to 8 days, decreased work-in-progress approximately 40%, freed up $990,000 in cash, and
controlled inline inventories by implementing a cycle time reduction program, including a KANBAN / CONWIP card system and training
program at 1 of 2 plants in collaboration with manufacturing management.
Managed department which implemented regulatory procedures and audit / compliance protocols to attain the Certified Cargo Screening
Program (CSSP) designation from the TSA to reduce shipping times.
Led a cross-functional team comprised of production planning / scheduling, manufacturing, engineering, and applications engineering
groups to increase competitiveness in the qualification / prototype development arena. Achieved a <1 week cycle time (2-day cycle-time
for one client) versus original two-week goal by formulating a quick-turn response method, which covered all stages of development from
receipt of registration to product shipment.


Senior Operations Manager (1999-2001)
Directed the polished wafer facility operations for an international semiconductor silicon wafer manufacturer. Charged with meeting all output and
cost targets, involving analysis and execution of forecast / production plans, allocating manpower, controlling material flow, and interfacing with
maintenance and facilities to avoid disruptions. Constructed and published the $20 million monthly budget; managed 6 direct/260 indirect reports.
Selected accomplishments:
Increased output $3.6 million in one year and shattered previous polished wafer output records for direct to customer, internal, and
dependent epitaxial facilities demand in 4
th
quarter of 2000 by collaborating with area managers to devise strategies for maximizing output,
revenue, and EBT.
Engaged in team building and development in consensus through good working relationships and follow through.
Led 8D quality response and corrective action efforts to reduce reworking and improve quality of products.
AXIOM ELECTRONICS / AMBITECH INTERNATIONAL Beaverton, OR 1997-1999
IT Manager
Developed planning and shop floor systems, in addition to turning around the IT department for a contract electronics manufacturer specializing in
prototype circuit board assembly. Directed the selection, installation, training, and support processes for new 3
rd
party / internally developed
applications, technology, and telecommunications (voice / data) systems. Developed a team of outstanding performers.
Selected accomplishments:
Achieved nearly zero network server downtime from a previously high outage and failure rate by devising and incorporating new business
processes.
Reduced help desk cycle time from 24-48 hours to mere minutes and decreased new software deployment complaints by designing and
implementing a process immediate response to desktop issues.
Designed and coordinated creation of an automated Manufacturing Execution System which increased accuracy in determining product
movement through production phase.
Developed a suite of Access-based applications, which included barcode product tracking and reporting, product routing, and real-time
shortage tracking and notification systems.
ILOGISTIX CORPORATION Fremont, CA 1993-1997
Customer Team Manager
Established / lead the division which supplied Intel with packaging and shipment services. Oversaw 3 direct reports and 15 indirect reports.

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Selected accomplishments:
Spearheaded the equipment installation, and hiring / training of personnel to rapidly ramp up and ensure operational capability of a product
line to meet Intels shipment commitments of replacement chips.
Formulated and incorporated processes for a new start-up facility.
Increased revenue stream by transitioning the organization from a consigned (customer-owned / supplied inventory) materials environment
to a turnkey, contract-procurement operation.
ALLDATA CORPORATION (Auto Zone) Sacramento, CA 1991-1993
Inventory Manager
Directed the materials management functions for new customer software and hardware distribution, while simultaneously delivering quarterly
software roll-outs to more than 4,000 existing clients. Supervised a staff of 3 direct reports. Managed RMA logistics, cycle-counting, and general
distribution functions, including shipping, receiving, and inventory control.
Selected accomplishments:
Incorporated and extensively utilized SQL to generate reports, which contributed to accuracy in all functional areas of responsibility.



EDUCATI ON & TRAI NI NG




Masters of Arts in Organization Leadership Gonzaga University 2013
Certificate in Servant (Transformational) Leadership Gonzaga University 2012
Bachelor of Arts in Accounting National University 1993
Numerous APICS Workshops