STEVEN T. SCHAAR

*** ******* **. ***** **. *****

acgogt@r.postjobfree.com ( (M) 985-***-****

http://www.linkedin.com/pub/steven-schaar/52/b75/797/

Director Lean Manufacturing

ASAP Industries LLC (American Capital holding), Houma La.

4 / 2014 - current

o Senior Member of the Operations Leadership team responsible for

strategic plan execution, operational excellence, and Lean key

performance indicators for multi-site operation.

o Led (3) year Factory Master Plan to stabilize machine capacity

and support 30% C.A.G.R. within 90 days, American Capital Board

alignment for Capital Expenditure plans for Oil & Gas Portfolio

growth

o Established Manufacturing Core Competencies with increased

Automation focus to fulfill O.E.M. Product Line Expansion.

($1.5M annual savings in generated automated solutions)

o Launched, Recruited, and staffing T.P.M. (Total Productive

Maintenance) and Manufacturing Engineering disciplines to

introduce O.E.E. (Overall Equipment Effectiveness)

o Challenged and led value stream material process improvement to

eliminate 41% raw material flow waste (over 800 miles on an

annual basis) generating $1M annual savings.

o Quality leader to certify and acquisition / overhaul stress

relieving operations - critical manufacturing process

requirements to satisfy recertification A.P.I. Annex M

(September 2014).

o Authored and led "CNC Standardized work" for paperless system

improvements across manufacturing operations (DNC, CAM, MDC

execution), paradigm process improvement for machining

operations.

Manager of Program Management - Model Programs (Global Sugar and

Construction product lines)

John Deere Thibodaux, La.

11/ 2010 - 4 / 2014

o Executive team member who led a global team of program managers and

their cross-functional team using the Enterprise Product Delivery

Process (EPDP) to develop and implement new product program

development for $600 M Sales Enterprise. (7) for (7) for all product

programs managing over $75M in Cap Ex. and (200) global technical team

members within Global Sugar Product Line.

o Led Global Sugar subsidy developments and corporate affairs alignment

for Product Line's mechanization goals worldwide. China M.O.A.

(Ministry of Agriculture) lead for certifications (Guangdong, Guangxi

China provincial interactions) and Pune, India..

o Launched Brand new Sugar Cane Harvester (CH330) in (28) months (record

for over 3,000 new parts) & implemented new S.K.D. manufacturing

facility in Ningbo, China to support Profitable Global Growth

Ambition. (incremental sales $100M+ for structure line planning)

o Ensured that the Product Management Team and Project Teams

successfully delivered product programs to market on schedule, meeting

reliability goals, within budget, and satisfying Sugar / Construction

global customer expectations. (delivered between 25 to 40% cost /

price ratios across 7 new product programs)

o Used the preferred tracking tool (SAP & AgPDM) to aid the Product Line

Management Teams (PLMT) and product teams in global part product

development across multiple units. Have expert knowledge of the John

Deere Enterprise Product Delivery Process (EPDP).

o Responsible for new product program development program development

status to Senior Deere leadership, Crop Harvesting Portfolio planning

& management teams, Product Council, Deere plants, & external

suppliers as required. Developed new product program managers and a

mentor for Deere employees inside / outside unit.

o M.E.R.G.E. (Multi Cultural Resource Group for Global Expansion)

Executive Sponsor for last two years - diverse employee network

pioneered at John Deere Thibodaux.

John Deere Quality and Production Systems Manager / Six Sigma

John Deere Harvester Works, East Moline, Illinois

12/ 2008 - 11 / 2010

o Responsible for internal JD-QPS (John Deere Quality and Production

System) certification of Global Combine and Front End Equipment

business. Scope of responsibility included manufacturing facilities

(Multiple sites in USA, Brazil, Germany, China). Led ISO management

for USA combine/ front end equipment manufacturing locations.

- Leadership Element Lane

- Product Delivery Process

- Order Fulfillment Process

- Customer Support process.

o Led Valuable practice learning / benchmarking / continuous improvement

JD-QPS projects for Harvester Works

o Deere & Company Combine representative for lean mfg. development

strategies within Ag & Turf Division.

o ASQ Certified Six Sigma Black Belt- expert resource for manufacturing

facility, product development and Six Sigma implementation.

Concurrent Development Engineering Team Lead - Crop Harvesting

John Deere World Wide Product Development Center, Silvis Illinois

3/ 2008 - 12/ 2008

o Interim Tier 4 Combine Product program lead: Grain Tank, Separator

Body, Styling, Feeder house functional areas, led global teams to

insure product program on schedule, on budget, and within assigned

resources for E.P.D.P. part progression requirements. ($125M product

program development)

Division Engineer / Manufacturing Engineering Supervisor

John Deere Harvester Works, East Moline, Illinois

1/ 2007 - 3 / 2008

o Responsible for $35M Harvester Works Global Capacity Expansion project

for manufacturing facility as well as internal and external supply

base, factory master plan project completed in less than one year.

o Responsible for $18M primaries overhaul of USA manufacturing

facility, value stream improvements implemented (22 DOH to 8 DOH),

project completed in ten months. (Discovery Channel - large factories)

Product Action International LLC headquartered Indianapolis, Indiana

Regional Operations Manager Detroit, MI

4 / 2004 - 12 / 2006

o Regional responsibility for Detroit offices - Flint, Plymouth, Warren

to support Detroit Metropolitan area for PAI LLC third party services:

full general management responsibilities for (3) operations managers,

(9) account / program managers, (30) field supervisors, (15) office

associates, (2) regional sales managers, and surge requirements of 800

hourly employees reporting to Vice President of Operations.

o Natural Business Development Director who immediately impacted

organization for 800% growth (daily sales) within 90 days of being in

the company, led Detroit region from $5M to $55 M in 2004 & maintained

same 2005 revenue growth and increased market share from (3) to (8)

sole source OEM plants.

o Drove Account Receivables improvement from (263) to (103) Days of

Sales Outstanding for 6,000+ projects & automotive (tier 1, 2, 3)

supplier engagements for 2004 - 2005 calendar years.

o Led J.D. Power improvement and warranty reduction initiatives for GM

and DaimlerChrysler in (8)Vehicle launches: (4) major launches; 2004

Jeep Grand Cherokee, 2005 Jeep Commander, 2004 Dodge Dakota, & 2005

Buick Lucerne (4) minor launches; 2007 Viper, 2005 Cadillac Deville, &

2005 Mitsubishi Raider, for GM ESEP & DaimlerChrysler 3CPR OEM

Supplier Quality program requirements.

o Pioneered innovative Global Positioning Service and real time data

reporting solution for largest concentrated business development

opportunity within history of company driving 12% increased daily

average sales price.

o Successfully hired and maintained "union free" employment for over 800

Detroit Metropolitan area employees.

ThyssenKrupp Budd Detroit Plant - Frame and Body Division

Stamping Operations Manager Detroit, MI

12 / 2002 - 04 / 2004

o Full P&L responsibility of $750M sales of stamping / blanking

operations as Tier 1 supplier to Ford, DaimlerChrysler, and General

Motors. Responsible for all Safety, Quality, Delivery, Cost, Morale,

and Environment objectives. (45 min. takt time to Michigan truck

assembly plant)

o Responsible for successful launch of all new product launches & in

sourcing actions.

o Applied Zero Defect philosophy to significantly improve Ford PPM score

from 2368 in December 2002 to 14 ppm August, reduced 50,000 repair

items to 600 pcs. (August 2003) for class 1 metal stampings.

o Applied natural work group / line team focus to reduce press shop

labor variance from 128%, December 2003 to 17% September 2003, beating

2003 fiscal target of 34%.

o Reduced costs of stamping operations by reducing 2 shift operation / 7

days a week to 2.5 shift / 5 days a week by accomplishing 85% O.E.E.

(net) targets, initially at 48% (gross rate) and manufacturing plan

commitments.

o Restructured direct reporting structure from matrix organization to

line team format with a 33% reduction in staffing requirements ($770k

cost save) and an increased efficiency within stamping / blanking

operations.

o Sponsored six sigma black belt projects for equipment preventive

maintenance actions and process improvements saving $560,000 in

operational costs Six Sigma Green Belts.

o Led Natural Work Group (U.A.W. workforce) efforts to accomplish $232k

of self directed team cost savings in 4 months.

Ford Motor Company Vehicle Operations

Division Manufacturing Engineer, Dearborn, MI

2 / 2001 - 12 / 2002

o "Modern Marvels" (Discovery Channel): Initiated, Developed, wrote and

led $60M cost avoidance project to the new F150 / P221 stamping -

assembly material flow during program support and management. The

first time in stamping history that all the door (Supercab RH, LH,

SuperCrew RH & LH Front and Rear Doors, Regular Cab Front and Rear

Doors, Crew Cab rear doors) and aluminum hood will be stamped at a

single Ford stamping facility. "(FMC Technologies SGV and Master

Manufacturers Material Handling capital appropriations)

o Designed new material handling / pin pallet device for $5M Costs

savings in new material flow solution for stamping division.

o Streamlined and automated M.I.S. capacity planning tool with direct

link Vehicle Operations Stamping Business Unit Capacity Planning

group.

o Successfully supported the launch for Thunderbird & 2003 Lincoln

Panther Frame APQP and FPDS timing of TCO, TTO, 1PP, FEU, and Job 1

requirements.

o Successfully supported the P221 Dearborn Stamping Plant Schuler Press

launch for mechanical build, debug, tryout and buyoff with the D.C.T.

destacker and exit conveyor for 15 S.P.M. E. R.C. door commodities.

o Managed 2001-2002 additional Capital appropriations of $10M and

reduced powered equipment assets by 35%.

Ford Motor Company Vehicle Walton Hills Stamping Plant

Hit to Hit Manager - Manufacturing Supervisor, Walton Hills, OH

3 / 1999 - 2 / 2001

o Improved hit to hit by 40% and reduced cost by 33% by removing (4)

classification and producing one utility classification through

successful negotiations with the bargaining committeeman at large,

production chairman, and lean manufacturing.

o Exceeded Ford Metal Stamping Operations effective output by 30% for

blanking, stamping, & assembly operations.

o Managed daily costs and supervised department of (120) direct and

indirect U.A.W. labor personnel to accomplish Ford Production System

goals and lean manufacturing business objectives.

o Responsible to coordinate all staging, buildups and blanker die sets

for press room for daily plant card and emergency / crash die

requirements.

o Developed and led hourly U.A.W. workforce (from 33 to 44 yrs. of

seniority) to accomplish Ford Production System Quick Changeover Goals

through value stream analysis and natural work group team meetings.

o Increased productivity and reduced cost through employee involvement

and lean manufacturing techniques.

Sheet Metal Stamping Manufacturing Supervisor

o Motivated, initiated and controlled production efforts through lean

manufacturing / Ford Production System principles to increase medium

and large tandem metal stamping effective output by 25%.

o Exceeded Ford Metal Blanking operations effective output by 15% for

traditional, straight knife, and Chevron cut blanks within 30 day time

period.

o Responsible for daily safety audits of proper E.C.P.I. lockout,

electrical "jumpers", hazardous conditions, and 5s compliance.

o Managed daily costs and supervised department of (110) direct and

indirect U.A.W. labor personnel to accomplish Ford Production System

goals and lean manufacturing business objectives.

Sheet Metal Assembly (Resistance Welding) Manufacturing Supervisor

o Motivated, initiated, and controlled production efforts through lean

manufacturing / Ford Production System principles to increase assembly

operations department effective output by 15% for VN58 Front and Rear

Doors (Insourced from Budd Company), EN / FN 145 Decklids, Frt. Floor

Pans Taurus shotgun, SN 95 Dash, VN58 Door Open, and VN58 Front Fender

panels.

o Quality representative and liaison to Lorain and Ohio Assembly plants

for VN58 products.

o Natural work group team lead for initial Application Areas tasked with

Ford Production System and value stream analysis.

Teledyne Fluid Systems - Hyson Products

Operations / Manufacturing Engineering Manager, Brecksville, OH

5 / 1997 - 3 / 1999

o Implemented a Pull Production system with 100% productivity increased

as a Tier 1 Supplier to Toyota within a non organized workforce.

o Controlled direct labor costs by maintaining between 89 - 94% uptime

on maching equipment and production cells for boring mills, lathe, and

assembly work area.

o Managed all capital project implementation for operations from

installation to financial audit for lathe and boring mill

appropriations.

o Suggested, quantified, and managed cost savings efforts to exceed

plan by 35%.

o Responsible for operations to successfully launch Baan (Business

management system) by Berclain.

o Controlled scrap and reject costs by proper instruction to hourly

employees for proactive troubleshooting within cellular work

environment.

o Full P&L responsibility with supervision of manufacturing engineering

department and operations of one-hundred people (natural work group).

o Coach for personnel development and skill enhancement of production

associates and skilled workers.

o Achieved ISO 9000 certification for third year for operations as

internal auditor and quality team member.

o Primary lead for Toyota Supplier Service Convention as Tier 1 supplier

tasked with implementing a pull production system.

Teledyne Fluid Systems - Efficient Die & Mold

Contract Machining Program Manager, Brecksville, OH

4 / 1995 - 5 / 1997

o Increased marketing share by 18% as primary customer contact for Ford,

GM, and Chrysler with responsibilities to review sheet metal designs

and castings for estimating, quoting, routing, scheduling, and support

of linear and contour maching.

o Responsible for shop performance to quoted estimates through daily

monitoring and progress report outs with Director of Die Engineering

Department and Plant Manager for (7) Boring Mills from 84" to 192"

cross feeds, and (5) CNC mills to 144" x 240" cross feeds.

o Single Point of Contact for G.M., Chrysler, Ford, and Caterpillar to

facilitate their service requirements and to initiate future projects.

o TE-9000 internal auditor and Environmental Compliance team member.

Sheet Metal Stamping Die Program Manager

o Primary customer contact for all emergency die repairs and tool tryout

requirements within (4) toggle presses (Up to 180" x 102" at 1700

tons" and (12) straight side presses (up to 222" x 120" at 2000 tons).

o Responsible for all Tool Tryout and PPAP requirements for product

conformity to customer supplied math data, prints, and specifications

for C5 Corvette Class A Hood outer & Inner, Door Outer and Inner,

Targa Surround.

S.M.C. Compression Mold Program Manager

o Increased profitability by controlling labor and material costs

through supply chain management and time compression beat program

estimates between 20 - 40% of planned cost for 1988 C5 Corvette

program, Volvo Heavy Truck CM, CL Series, and Kenworth T2000 programs.

o Responsible for all Tool Tryout and PPAP requirements for product

conformity to customer supplied math data (Unigraphics, Catia),

prints, and specifications for C5 Corvette Class A Hood Outer & Inner,

Door Outer and Inner, Targa Surround panels.

o Responsible for all CMM inspection, quality control, and validation to

math data within m.m. tolerance for all S.M.C. compression mild

builds and compliance with product thickness requirements per customer

prints.

o Coordinator of all tool tryout requirements and instruction to U.A.W.

mold makers with press program responsibility for 2000 ton Hepburn

Hydraulic press with 250,000 BTU boiler.

SWEI - Software Expertise Inc.

8 / 1988 - 3 / 1995

Account Manager / Engineering Consultant Ford - Walton Hills Stamping Plant

Engineering Department

Sagamore Hills, OH

o Engineering contractor within Plant Engineering Department for

development and program management of press and equipment

rearrangement, facility upgrade projects (equipment, compressed air,

weld water, electrical, storm and sanitary sewer)

o Engineering contractor for Materials Planning & Logistics - Designed

traffic routing and facility planning productivity improvements and

indirect labor costs savings (66% reduction for plant) with Automated

Guided Vehicles (Rapistan Demag DT 60 model) implementation for Vision

2000 Stamping Modernizations efforts.

Education:

o M.B.A., Leadership, Ford Motor Company - Baker College, Flint, MI 2002

o M.B.A., CASE Weatherhead School of Management, Cleveland, Oh 2001

(start)

o B.S.A.M.E.T., Automated Mfg. Eng., University of Akron, OH 1998

* Note: Both graduate and under-graduate studies completed during night

school while working full time.

Certifications:

o Toyota Production Systems

o Ford Production Systems

o John Deere Quality and Production Systems, Silver & Bronze awards

o Six Sigma Black Belt, American Society of Quality, License 6390990

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