SALVATORE “SAM” SPEHAR

***** ********* ******, ************, ** 44149

H: 440-***-**** M: 216-***-**** abnvq3@r.postjobfree.com

OPERATIONS EXECUTIVE

Catalyst in driving continuous improvement and cost-reduction initiatives

that give companies the competitive edge to achieve corporate objectives.

Expert in delivering multimillion-dollar projects on time and under budget while continuously initiating and executing

operational efficiency improvements. Exceptional leader able to tap into human capital to make people part of the

solution and harness diverse sometimes divergent groups to accomplish common business goals.

VALUE OFFERED

Operations Management & Leadership: Effectively managing dynamic daily operations that have included capital

equipment installations, production, contract labor discussions, facilities, health and safety, and maintenance.

Held 3 management positions simultaneously, leading 316 employees in manufacturing and maintenance roles

and delivering measurable cost controls and efficiency improvements.

Continuous Quality Improvement: Developed and revised several Quality Management Procedures that directly

resulted in quality, cost, customer satisfaction, and safety improvements. Led and participated in audit process

development, ISO 9001 audits, and quality layered audits to achieve and sustain ISO 9000 certification and registration.

Developed new control process and procedures for federal welds on the DN (Durango) front and rear doors

which resulted in “zero” customer concerns.

Participated in successful ISO 9000 certification and registration audits.

Reliability & Maintainability: Developed and implemented Reliability-Centered Maintenance and Predictive

Maintenance processes that enabled improvements to equipment availability/reliability for critical assets. Executing

numerous Total Productive Maintenance (TPM) initiatives for 2 Fortune 500 companies to dramatically improve

operating efficiencies, slash down time, trim labor costs and increase employee ownership and morale.

Rolled out TPM processes that became corporate benchmarks for both Chrysler and Ford.

Utilized predictive maintenance tools to establish motor management & power distribution programs that

eliminated transfer press motor failures and secondary power distribution outages - $700K annual savings.

Project Management: Successfully managing large-scale projects such as a plant equipment modernization program

for a 2.125 million sq. ft. facility.

Delivered 19 new project installations/upgrades over a 5-year period, representing $346M capital investment.

CAREER HISTORY

ARCELORMITTAL CLEVELAND INCORPORATED Cleveland, OH – 9/2008 to Present

Reliability Facilitator (RCM2)

Responsibilities include RCM2 analysis and implementation throughout the steel production operation. A corporate/global

sponsored program to initiate leadership transformation to team structured groups in order to improve/protect capital asset life

and availability critical to the manufacturing process.

CHRYSLER CORPORATION TWINSBURG STAMPING PLANT Twinsburg, OH – 1998 to 9/2008

Facility Manager (2004 to present)

Selected to spearhead the development, training and migration of Total Productive Maintenance (TPM), Lean Manufacturing,

and the Workplace Organization Model (WOM) throughout the entire Stamping Division (3 major stamping facilities) along

with complete responsibilities of select area production requirements, daily manufacturing target and technical training plans

for the Twinsburg Stamping Plant. Comprehensive Plan included new production processes, organizational restructuring,

leadership transformation, multi-site coordination and cultural shift for the entire operation.

(Execution of Strategic Planning) Completed successful pilot operation incorporating LEAN/TPM/KAIZEN

delivering immediate product and equipment reliability improvements - 6% equipment efficiency improvement,

68% product quality improvement and established our TPM process as the benchmark maintenance program for

the entire stamping division. Currently migrated to 40% of total operation.

H: 440-***-**** M: 216-***-**** abnvq3@r.postjobfree.com

SALVATORE “SAM” SPEHAR

CHRYSLER CORPORATION FACILITY MANAGER continued

(Leadership Transformation) Launched Small Groups with Team Leaders as a key component of the new

operating process and directly managed & coached team leaders/members for production and maintenance

personnel (currently 96).

(Quality/Customer Service) Tasked to resolve Federal Weld failures in the DN (Durango) Sub-Assembly door

lines. Upon completion of the development of new quality inspection processes, layered audit systems,

infrastructure accountability development and equipment reliability improvements; federal weld failures were

reduced by 72% and customer concerns reduced to “zero” with the issue. Led a cross-functional team in the

development of a Customer Nonconformance process (NCT Process) which reduced the operation’s customer

quality issues by 38% and back charge cost reductions of $14,000/monthly.

(Metric Management) Initiated effective preventative maintenance and performance measurement tools that

drove further improvements: equipment availability up 14%, Mean Time between Failures improved 9%,

unplanned downtime down 18%. Developed strategic planning via operations plant balanced scorecards.

(Delivery/Throughput) Led the development of the RT (Town & Country Minivan) TPM team that eliminated a

key process equipment related bottleneck which improved robotic welding cycle times by 30% and enabled

operations to achieve standard within schedule production plans - $3.4M annual cost savings.

(Quality) Selected to lead a team to reduce outer door panel quality split defects. Developed consistency through

an oil-lay down application and improved quality measurement tools that resulted in a 60% customer concern

reduction, 35% improvement of internal quality defects and $7500/monthly cost savings in plant oil usage.

(Training) Developed and Implemented training modules for Standardized Work Instructions for all production

operators that resulted in improved material handling consistency, reduced ergonomic related injuries (12%

reduction), and improved operator related quality concerns (7% improvement). Developed and executed training

for processes such as TPM, WOM, Maintenance Work Cycle, and Principles of Lean Manufacturing.

(Total Maintenance Program) Initiated a Maintenance Work Cycle process that standardized the methodology of

identifying, prioritizing, planning, executing, and evaluating the effectiveness of all maintenance activities.

(Supply Chain) Led Material Cost Reduction Team ($3.2 million savings). Selected to initiate a cooperative team

of suppliers & customers for cost reduction initiatives targeted at common supply chain cost. Materials

consolidation cost improvements ($25K/annually), Packaging improvements ($38K/annually) and oil usage and

delivery ($90K/annually).

(Standardization) Developed/Implemented/Trained Standardized Work Instructions for maintenance, quality

inspection and operation activities that resulted in improved trouble-shooting processes, reduced ergonomic

related injuries (12% reduction), and improved operator error costs (7% improvement).

Tapped to assume 3 concurrent Management roles from 1999 to 2004. Managed 300+ staff and large capital

projects.

(1) Maintenance Area Manager New Vehicle Launch Installations (1999 to 2004)

Delivered a press installation project ahead of schedule, under budget by $210K, and with operational savings of

$115K despite new component technology obstacle prior to a critical automobile launch date.

(2) Maintenance Area Manager Facilities (1999 to 2004)

Installed automatic equipment features on the facility’s thirty 15/30/50/75-ton cranes. Results: Cut labor costs by

$140K, reduced serious safety risks, and eliminated massive equipment failures that greatly crippled production.

Transformed a hazardous basement area into an expanded production area with an additional 2,800 sq. ft.

Results: 95% accident reduction rate and $9K annual savings in labor and materials.

(3) Maintenance Area Manager Sanitation & Hi-Lo Operations (1999 to 2004)

Improved efficiencies and reduced plant operating costs by streamlining daily operations. Results: Cut manpower

by 12%, improved performance by 30%, and slashed overtime pay by 75%.

Ensured accurate prioritization with production schedules by involving personnel in best practice initiatives.

Results: Curbed overtime hours by 40%.

H: 440-***-**** M: 216-***-**** abnvq3@r.postjobfree.com

SALVATORE “SAM” SPEHAR

CHRYSLER CORPORATION AREA MANAGER continued

Area Manager Maintenance Department (1998 to 1999): Launched 2-year plan that achieved 27% cost reduction

in the department. Managed an organization with 197 skilled trade personnel and 8 supervisors with an annual budget

of up to $8M. Allocated manpower for facility, production, and assembly area maintenance. Negotiated union labor

contracts. Oversaw training and development of department employees. Deployed company policies in the areas of

safety, quality, delivery, cost, and morale.

Boosted facilities and equipment performance, improved morale and work efficiency, and reduced manpower by

executing a comprehensive workplace organization process and a planned maintenance schedule.

Decreased workplace injuries by 14% and lost work days due to injury by 28% within 1 year by working with

company and union safety reps to address safety hazards.

FORD MOTOR COMPANY Cleveland, OH – 1995 to 1998

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Shift Maintenance Supervisor 2 Shift (1997 to 1998): Supervised production and building maintenance for

entire engine plant facility and managed union personnel in crisis, schedule, and preventative maintenance functions.

Kept a rigorous production schedule while troubleshooting machinery. Procured tools and materials.

Instituted shift-to-shift communications to ensure priorities were aligned with management objectives.

Introduced planned preventative maintenance routines that reduced equipment breakdowns and maximized staff

productivity on each shift.

Preventative Maintenance Analyst (1995 to 1997)

Implemented the first Total Productive Maintenance team at the Cleveland plant that focused on preventative and

predictive maintenance activities in efforts to reduce unplanned downtime events.

Curbed downtime occurrences by 9% after first year, recognized by the corporation as a benchmark for all Ford

engine plants. Earned Preventative Maintenance Excellence (PME) Award.

Manufacturing Technologist/Procurement Analyst (1995)

Received “Excellence in Action Award” for mastering cumbersome project management applications (Primavera

and MS Project) for the launch of new programs, including a $250M V-6 expansion initiative.

Streamlined change order revision procedure with Ford’s Corporate Procurement and Receiving System

(CPARS) to reduce processing and approval time by 18%.

Trimmed $1M off plant inventory by introducing JIT and Drop Shipment programs to production process.

Launched a 3.0L V-6 engine for newly designed Taurus/Sable seamlessly and on schedule.

WALBRIDGE ALDINGER COMPANY Detroit, MI – 1991 to 1995

Operations Analyst

Nominated for the “Quality Achiever Award” for commitment to excellence as recognized by the company’s

largest client, Ford Motor Company.

Earned notable recognition from the company’s Executive Management team for educating Ford on the use of

back-office technologies, such as the corporate procurement and receiving system (CPARS).

EDUCATION

WEATHERHEAD SCHOOL OF MANAGEMENT – Case Western Reserve University Cleveland, OH

Master of Business Administration (Operations Management) – 2005

Cleveland, OH

CLEVELAND STATE UNIVERSITY

Bachelor of Business Administration (Marketing) – Cleveland State University – 1991

References available upon request

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