Sep 2020 – Jun 2021 · 9 mos

• • Managing supplier contracts for 60 semiconductor OEMS and their Service Level Agreements of over 1500 Field Service agents with YoY budget of over $160M. Presented and communicated the budget requirements to senior management (VP/Director).

Mar 2018 – Oct 2020 · 2 yrs 7 mos

• At Intel Mask Operations (IMO), the company specialized in creating path-finding technology in generating quartz masks for silicon-wafer manufacturing. Mask making process is highly complex and utilizes specialized equipment in a class 6 critical infrastructure environment. As functional Area Industrial Engineer I was responsible for driving the entire equipment installation process – from design to installation.
• I worked with mechanical, electrical, plumbing (MEP), cooling, and chemical engineers to ensure site readiness specifications were met by the OEM equipment and working with General Contractors (GC and AE) to create the pre-con design package for construction permitting.
• Managed 40 installation projects for CapEx equipment ranging $500K - $20M from pre-construction design and facilities planning to permit sign-off.
• Converted a 2000 sq ft brown space into a 20 rack, CRAC/CRAH cooled data center for 20 E-beam lithography tools and other metrology tools running sensitive and precision data.
• Executed electrical, chemical, and mechanical requirements gathering for 13 joint development Technology Development (TD) First-of a-Kind tools for Metrology, Clean, Etch and Deposition tools.
• Standardized the installation requirements consistently within facility capability, site-specific constraints, code and constructability across Oregon and California.

Jan 2017 – Jan 2018 · 1 yr

• As a Product Operations Engineer in Dakin's Manufacturing facility in Waller TX, I had a unique opportunity to design the manufacturing space and materials flow in brand new manufacturing floor of immense proportions measuring up to 4.3 million sq ft. I was one the first Engineers at the site taking the line design and new product introduction (NPI) from 0 to 1.
• Leveraged Design for Manufacturability (DFM) to design 3 high volume assembly lines from 4 US locations to the new Daikin Technology Park location.
• Led a “make vs buy” project by driving CapEx investment of 2 injection molding equipment. I eliminated import of molded plastic parts (for e.g. blowers, drain pans, vents, etc) by creating an in-house plastics department with annualized cost savings of $150K.
• Designed the E2E materials flow from fabrication and paint departments to the production line ergonomically to reduce motion derived waste following 5S principals.
• Improved the cycle time from 70 sec T/T to 30 sec T/T (40%) by executing time study to assess lean flow and identifying waste.

Jun 2016 – Dec 2016 · 6 mos

• Goodman Manufacturing which falls under the Daikin group, is now transitioning to a brand-new facility at Waller,TX. The current four plants of Goodman - 2 in Tennessee and 2 of them is Houston are moving to the new plant over the next two years.
• My role as a lean manufacturing intern began with consolidating literature kitting department from all the four facilities to the new location.
• Designing layout for the literature kitting area using Microsoft Visio and AutoCAD.
• Line balancing the process and deciding on operator headcount.
• Designing ergonomic operator workstations for ease of access and with the aim of reducing fatigue for the operator.
• Determine the method of storage of raw materials and finished goods, within the department and in the material center.
• Determine delivery routes from department to the assembly lines and kitting area and balancing timed deliveries based on frequency of delivery.
• Determine method of eliminating wasted time, motion and over production.

Sep 2015 – Dec 2015 · 3 mos · Atlanta Metropolitan Area

• As an intern at Hussmann Corp, I was assigned responsibility to implement multiple Continuous Process Improvement Projects over one of the three value streams.
• To implement 5S methodologies across the designated value stream.
• Implement Operations Excellence across designated value stream.
• Carrying out the root cause analysis for increased takt time at each work station.
• Process Improvement on reducing takt time by installing necessary equipment on the line.
• Drafting Standard Work Instructions for mechanical piping to help establish process flow of the new product.
• Conducting time studies on new-product to calculate appropriate takt time for each process.
• Validating connections in mechanical piping of units as per their schematic.