application/x-httpd-php executiveresumesdetails.php HTML document text crhopple


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Name : crhopple
Industry Type : Operations Manager
City & State : Keizer, OR
Job Title None
Relocation Preferences : Energy Producers- Developers
Objective : None
Resume :  
CHARLES HOPPLE

1514 Garwood Way North Keizer, OR 97303 408.394.1936 crhopple[at]earthlink.net

OPERATIONS, PURCHASING & SUPPLY CHAIN PROFESSIONAL
Impressive, consistent track record of optimizing supply chains, manufacturing operations, and multimillion-dollar purchasing by implementing Lean principles that deliver significant improvements in cost, efficiency, quality, and sales revenue.

Seasoned operations professional with solid history of leading manufacturing operations, purchasing, and international supply chains.
Recognized for intuitive ability to identify system problems, define root causes, and develop solutions that resolve production issues.
Excellent mentor and staff manager committed to developing and enabling staff to reach their goals, aspirations, and potential.
CORE COMPETENCIES
Operations Management Manufacturing Management Multi-site Materials Management Purchasing Management
Project Management Lean Manufacturing Cell Manufacturing New Product Introduction Start-up Operations
International Supply Chain Operations Supply Chain Optimization Supplier Qualification Make/Buy Analysis
End of Product Life Optimization Performance Metrics Quality Control MRP/ERP Implementation
Precision Mechanical Fabrication Purchasing Capital Equipment & Tooling Purchasing Contract Negotiations

PROFESSIONAL EXPERIENCE

MOORE TECHNOLOGIES, Tracy, CA05/2003 05/2009
Semi-conductor equipment manufacturer with up to 100 employees and $75M in annual revenue.
Operations Manager
Managed all manufacturing operations including purchasing, inventory and production control, manufacturing, manufacturing engineering, quality control, sales support, customer service, and field service engineering. Introduced Lean and cell manufacturing, led MRP/ERP customization, optimized supply chain, and qualified suppliers. Negotiated precision mechanical fabrication, capital equipment, and tooling contracts. Managed $18M-$26M annual budget. Mentored and led team of nine direct reports.
Selected Accomplishments:
Reduced inventory 80%, product manufacturing lead time 66% (4 months), and lost sales 13% by implementing Lean principles and supplier contracts on 100% of Class A inventory items.
Increased production efficiency by 50% (30 days) by implementing Lean principle of production leveling/smooth flow through Kanban pull production system.
Achieved 26% increase in supplier perfect first time quality by instituting 100% supplier inspection and CMM reporting of all critical parts and dimensions.
Delivered 36% (21-day) reduction in customer custom configuration delays by incorporating configurable parts and subassemblies into Kanban pull system.

TRANSPARENT NETWORKS, Milpitas, CA03/2001 05/2003
Start-up developer of highly integrated photonic telecommunications systems for metro and long haul, based on MOEMS and photonic IC technologies.
Operations Manager
Hired to develop and establish operational structure, policies, and procedures for emerging purchasing, materials, manufacturing, and engineering control departments. Purchased capital equipment, precision fabrication commodities, PCBAs, semi-conductors, optics, and services. Managed $1.8M annual purchasing budget and team of 3 direct reports.

Transparent Networks, continued
Selected Accomplishments:
Reduced unaccounted inventory by 24% and improved visibility 100% by creating and implementing perpetual inventory system with comprehensive part/item numbering scheme and item master file.
Obtained product cost for first time in company history by developing single-level and indented bills of materials for newly established product structure.
Established baseline for streamlined operations and provided thorough documentation of each transaction by developing and documenting multiple purchasing forms, procedures, and policies spanning initiation of purchase request, supplier survey, RFP, RFQ, purchase order release and terms, material receipt and inspection, discrepant material, rejected material return and debit, and payment authorization.
Met all user requirements by spearheading tenant improvements for new high-tech facility and engineering environment, that included floor plan for each department and function, 10K SF Class 10 manufacturing clean room, and 500 SF Class 1 engineering laboratory.

MOORE TECHNOLOGIES, San Jose, CA11/1995 03/2001
Semi-conductor equipment manufacturer with up to 100 employees and $75M in annual revenue.
Manufacturing Manager
Directed all manufacturing operations including purchasing, inventory and production control, manufacturing, manufacturing engineering, machine shop activities, and quality control. Led new product introductions, negotiated capital equipment and tooling purchases, performed make/buy analysis, and qualified suppliers. Managed $10M-$20M annual budget. Mentored and led team of seven direct reports.
Selected Accomplishments:
Delivered 16% cost savings by outsourcing manufacturing of certain time-intensive subassemblies.
Improved efficiency by 11% by streamlining manufacturing operations and redesigning floor plan and equipment placement.
Achieved 13% improvement in quality yield and output by hiring mechanical design engineer to generate and document full illustrations of assembly processes.
Increased inventory accuracy from 76% to 98% by instituting cycle counting schedule based on A-B-C inventory class and implementing stock request form for all transactions.
Realized 18% cost savings by researching and qualifying fabrication vendors, enabling purchasing to quote approved suppliers, and implementing systematic quotation procedures.
Drove 67% increase in annual revenue by leading on time, within $1.2M budget, introduction of new product, Applied Materials 7700 Epitaxy Reactor.

MAGIC MANUFACTURING, Sunnyvale, CA01/1995 11/1995
Machining and value added services subcontractor with up to 200 employees and $50M in annual revenue.
General Manager
Directed all purchasing, materials, assembly, and product development operations, encompassing supplier qualification, supply chain optimization, raw materials, tooling, finished goods inventory, and MRP/ERP implementation/customization. Managed $12M-$24M annual budget. Led team of seven direct reports.
Selected Accomplishments:
Generated 38% increase in sales and laid foundation for business expansion by developing subcontract turnkey assemblies (NPI) for key customers including Applied Materials and KLA/Tencor.
Achieved 27% improvement in planning efficiency, while greatly improving visibility through implementation of customized MRP that manipulated weekly client EDI demand forecasts of top level assemblies and exploded through component parts to trigger production planning actions.

SNAP-ON DIAGNOSTICS, San Jose, CA03/1988 01/1995
Automotive after-market service provider with 200 employees and up to $75M in annual revenue.
Materials Manager
Promoted through ranks from Purchasing Manager (03/1990-03/1992) and Senior Mechanical Buyer (03/1988-03/1990) to lead materials group, purchasing department, and multi-site materials planning with Shannon, Ireland location. Managed team of five direct reports.
Selected Accomplishments:
Transformed operation with 25% increase in buyer/planner efficiency, 100% inventory accountability and accuracy, and 300% increase in part/item visibility at receiving, incoming inspection, stores, WIP, and finished goods through MRP manipulation and bar code data collection.
Exceeded planned scheduled release for six major product introductions by average of 12% by effectively managing tooling, vendor qualification and selection, and materials planning.
Eliminated obsolete and excessive in-house inventory by increasing inventory turns by 300% from 3 to 12.
Met demand of nearly 300% increase in purchasing from $8M to $30M with no increase in staff through effective mentoring and leadership.
Reduced international supply chain cost by 16% and excess inventory by 21% by implementing Kaizen/Lean principles to eliminate waste and optimize supply chain in Taiwan, Thailand, and China.
Played key role in determining daily WIP inventory by instituting bar code data collection of yields to finished goods and pushing raw materials to production floor.
Contributed to 30% reduction in air shipment costs from Ireland and off-shore locations.

EDUCATION

Associates Degree from Patten University in Oakland, CA

MILITARY SERVICE

United States Navy Air Reserves





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