1. Steve Spiva
742 Marsolan Ave.
Solana Beach, CA 92075
rangerat@roadrunner.com
(H): 858-350-5165; (C): 858-692-2546
Experience: Over 13 year’s executive management experience and nearly 40 years of hands-on
expertise in service and manufacturing, including materials management, logistics, production,
production engineering, product design processes, equipment installation, field support and direct
customer interface. Well versed in organizational change management, information technology
support and business process re-engineering. At home in fast paced high technology environment
with high change rates and quick product introductions. Have a reputation for growing teams,
creating enabling environments and achieving measurable results. Part of the executive
management team that grew Applied Materials from a $200M to $8B business in 12 yrs.
Qualifications
May 2006–Present: Cymer, Inc.
Senior Vice President, Worldwide Service & Manufacturing Operations
Conducted an organizational assessment of the manufacturing organizations in San Diego and Korea,
supporting a $300M business with 330 manufacturing personnel. Significant competencies were missing,
basic materials management processes were inadequate and the supplier management function was a group
blindly chasing piece part cost reductions and completely missing the charter of sourcing and managing key
suppliers for delivery, quality and “total” cost reduction. Upgraded the management structure with key
manufacturing engineering skills, production floor management and developed a new Supplier Management
Team & strategy. Established the 5-year vision for manufacturing, with key objectives and strategies, starting
with predictable delivery capability, leading to predictable quality and eventually to lean manufacturing. Less
than 3 years later, the manufacturing organization has achieved every planned milestone on time, has
established itself as a strategic arm of the company and is now pressing other organizations to catch up in
order to achieve their remaining goals. Trained 40 of the most senior operations managers on social skills,
situational leadership and “shared-responsibility” requirements of high performance management teams, all
with actionable objectives. Significantly raised the executive management capability of both groups within 18
months. Successes include:
 Improved equipment shipment linearity from 60% of shipments out the last month of the quarter (50
systems/qtr) to 54% in 2 months to 34% in 5 months. Maintained on time delivery of 99% on-time and
100% linearity for 8 consecutive quarters. A side benefit of this program was the reduction of uplanned
overtime by 45%.
 On-time delivery for spares (3000 shipments/qtr) averaged 60% prior to implementing a new service
ERP system and redesigning the supporting manufacturing flow processes. Achieved 90% on time
delivery, while increasing shipments to 4000/qtr.
 Completed full suite of quality metrics and corrective action processes. Overall quality scorecard
improved to 99%. Reduced outgoing quality defects per unit for lasers shipped from 6.5 to 0.73 in 6
months and sustained a defect rate of <1/shipment for 2 consecutive years. Established DOA metrics
and conducted in-depth analysis of root causes. Drove manufacturing related DOA’s to the bottom of
the pareto list at less than 1.5% for equipment and spare parts; the lowest in the industry.
 Reduced production cycle time from 7 weeks to 5.9 weeks on our newest product and achieved a 25%
improvement on current products, despite numerous engineering change orders and immature designs.
Dramatically increased the skill set of the Manufacturing Engineering organization to assist
engineering in the development and introduction of significantly improved designs to the factory floor,
as well as increase process controls.

2. The service organization of 230 supports a $270M business. This organization was also struggling
with providing the significantly increasing demands of the lithography manufacturing customers in a
time of an industry transition to low cost memory chips from high margin logic chips. Replicating the
same successes used at Applied Materials, added equipment managers to run the service groups,
duplicated the productivity metrics used by our chipmakers, upgraded the service ERP system to
capture installed base performance data and systematically drove improvements to plan. Now
exceeding all operational requirements of our customers. In addition, took advantage of our data-rich
installed equipment and established a predictive, remote maintenance capability that has already
paved the way for a significant change in man/machine models and lower cost of ownership for the
customer; the first such capability in the semiconductor equipment industry.
July 2001-2006: Retired to the American Amateur Golf Tour; not good enough
March 1988-July 2001: Applied Materials
July 2000-2001, Management Consulting Services, Applied Materials
September 1997-2000: Appointed Vice President, Enterprise Service Division
Asked to lead the implementation of an Oracle ERP system for Manufacturing and Order Fulfillment business
processes and integrate it with SAP Finance & Spares system. Established a single integrated business process
from forecasting through shipment. Reduced the number of legacy systems from 68 to 3 and eliminated 232
disconnected procedures. Leveraged extensive benchmarking and a sophisticated change management system
to achieve largest, most successful Oracle ERP implementation at the time, with 16,000 worldwide users, a
go-live completion 16 months after launch and at a true cost of only $100M (half the budget). Completed 6
months ahead of schedule. Established the functional home for Applied’s change management function.
August 1995-1997: Managing Director, Global Installed Base Support & Services
Operations executive, responsible for P&L management and performance of all field service organizations,
logistics management, as well as delivery performance for worldwide spares support for all customers
($500M business). Personally drove 8-level root cause analysis process to identify over 15 business process
deficiencies. Formulated 6-month corrective action plan and completed re-engineering process to enable
record spare parts delivery performance and best in class cost structure to support it. Developed new business
models to measure cost/benefit tradeoffs for stocking spare parts around the world. Partnered with global
account teams to establish new success criteria based strictly on customer requirements (service levels).
Mentored service management teams worldwide on customer interface success criteria, equipment
performance management and technician certification. Left the organization with scalable service business
processes, systems and tools.
June 1993-1995: Senior Director, Intel Account Operations
Leveraging my aviation maintenance expertise, I was assigned to reorganize the equipment service
organization of 900+ people to fit a new paradigm in account management strategy for all key customers &
specifically to enable Intel’s rapid introduction of the Pentium across multiple factories. Put our service
engineers on the floor with our customers’ operators and changed site management expertise from on-call
service to chipmaker fabrication production experience. This customer service profile was so successful that it
became the benchmark for other key accounts.
May 1991-1993: Director, Advanced Manufacturing Group, Global ACET Operations
Successful work with engineering led to the creation of an organization to support concurrent vs. sequential
engineering processes for delivery of new products. Achieved first-attempt success with the introduction of a
new product by teaming manufacturing, manufacturing engineering, test engineering, materials, purchasing &
document control experts with the engineering design group. Achieved 25% cycle time reduction & 80%
reduction in post-release engineering change orders. Within 9 months, all design teams insisted on the

3. assistance of our organization to get their products to market faster at less cost and without the need to deploy
design engineers to the field to resolve problems during installation and initial service support.
April 1990-1991: Materials Manager, Etch Manufacturing, Applied Materials
Moved from manufacturing to materials organization to drive process changes in master scheduling,
purchasing & planning, as well as supplier management functions to meet the shorter cycle time demands in
production. Acquired APICS and CIRM certifications and drove APICS certification across all production
and materials management functions. Systematically reduced materials shortages from average of 100/day to
less than 10 and sustained it for the duration of my assignment. Initiated a partnership with design engineering
to reduce unnecessary engineering change orders and document control overloads associated with the release
of new products to manufacturing. Collaborated with the design team to define streamlined product
development and introduction processes for uninterrupted handoff to manufacturing, with scalable volume
capability.
March 1988-1990: Production Manager, Etch Manufacturing, Applied Materials
Responsible for production of 8100 & 8300 systems & ramp of 5000 Etch product. Reduced overall 8300
manufacturing cycle time from 12 weeks to 6 weeks within first 9 months, reduced manpower requirements
by 50% for all products and eliminated 25% of manufacturing floor space requirements. Achieved 3-day early
sustainable delivery date capability from average 10-day late performance. Developed company’s first
integrated, high performance teams in production, which included production, manufacturing engineering &
buyer/planner functions in a each work center.
March 1977-1988: United States Navy
Promoted to officer ranks, serving as Aircraft Maintenance Officer in 4 organizations; primarily as an
organizational troubleshooter to turn around failing equipment maintenance teams. Each demonstrated and
won awards for best in class status within 18 months. Completed naval aviation career with selection to
Lieutenant Commander while on assignment to the Royal Canadian Air Force to develop their entire aircraft
planned maintenance system from scratch.
March 1968–1977: United States Navy
Fast track promotions from E-1 aviation electric/electronics technician to chief petty officer with ever
increasing management responsibilities in aircraft maintenance management. Included Flight Engineer
responsibilities.
Education: BSBA, University of Phoenix, 1984; APICS and CIRM Certified 1990