Sam Lombardo Email & Phone Number

Lisle, Il, Us

Launched the Used Truck Reconditioning Center to support brand loyalty and improve residual values by reconditioning trucks to optimum market value. Leads and manages the organization to ensure safety, quality, delivery, and cost objectives are met. Interfaces with internal and external customers while developing operational business plans. Oversees continuous improvement initiatives in the material warehouse and shop floor, including inventory and supply logistics, and benchmarking best practices for standardized repair times and costs. Provides trucks, materials, and technical support to 15 truck centers and overseas customers with truck parts.• Led initiative to integrate Used Truck Reconditioning Center into Navistar’s Technical Center. • Validated Navistar Certified Pre-Owned Programs for ISB, X15, and A26 product offerings.• Oversaw test bed for new unit configurations, certified product offerings, cost, and reliability.• Spearheaded a project to integrate reconditioning data for new product reliability improvement. • Reduced overall cost per truck by 40% while reducing dwell time by 50%.

Chaired primary responsibilities, which included leadership and management of multiple pallet recycling plants throughout the Midwest. Directed six facilities while confirming all safety, quality, delivery, and cost objectives were executed. Developed operations and business plans within budgeted goals. Facilitated continuous improvement throughout the organization for material handling, storage, and standardized workflows. Led efforts to develop prototype machines, conveyors, and processes for implementation into the facilities. Benchmarked processes and validated standards after application.• Initiated 5S and Lean management techniques to establish a culture of continuous improvement. • Increased revenue by 50% through improving material flow with no capital expenditures.• Enhanced throughput rates by 33% through value stream mapping and Kaizen events.• Reduced direct labor by 8% by standardizing work and on-boarding processes.

Us

Directed five manufacturing facilities throughout the state of Indiana, with total combined revenues of $180 million. Implemented cost-improvement teams and trackers, resulting in cost reductions of $8.6 million. Achieved an inventory decrease of $5.6 million through refining the material flow and reducing lot sizes and lead times, both internally and throughout the supply chain. Established weekly communications to share lessons learned across plants for safety, quality, and continuous-improvement activities. Built value-added teams to document processes and identify non-value-added undertakings to provide a baseline for continuous improvement.

Us

Directed the overall plant performance, metrics, and P&L. Implemented cross-functional teams to drive improvements in safety, quality, delivery, Overall Equipment Effectiveness (OEE), scrap reduction, and bottom-line performance. Consistently produced EBITDA numbers that exceeded fiscal business plans. Implemented control plan audits, resulting in zero non-conformances during customer audits. Reduced customer Parts Per Million (PPM) to below 50 PPM. Utilized program management processes to successfully launch several new programs. Doubled paint line throughput, resulting in $2.5 million in annualized savings. Improved molding OEE by 35% through improvements in first-time quality and scrap reduction.

Us

Instructed Kaizen classes and led events throughout the company. Implemented Kanban to improve the flow of material through molding, assembly, and paint departments, resulting in $1 million inventory reduction while achieving 99% on-time deliveries. Achieved 100% compliance with customer delivery metrics, allowing the plant to bid on new customer programs, Chrysler SMART, and Ford DDL. Reduced mold change time by 50% through Kaizen administration.

Auburn Hills, Mi, Us

Maintained plant Materials Requirements Planning (MRP) system, controlled plant inventories, ordered steel, prepared sales forecasts, supervised scheduling, coordinated traffic, and managed the plant production control office. Implemented Future Three and Business Planning Control Systems (BPCS). Eliminated and maintained zero service part backlog by level-loading service parts into production schedules.

Ms, Management And Strategic Leadership

Bs, Accounting