Vadym_Maintenance_Supervisor_Interview_Deck_v2

1.

ARC’TERYX
Maintenance
Supervisor
Interview
Vadym Kapeliushnyi
Leadership is earned through
competence, trust, and results.
Vadym Kapeliushnyi
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Maintenance Supervisor Interview
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2.

30-S econd Opening
Strong, direct, and interview-ready.
I am applying for this role because I believe I am already operating beyond the
standard Maintenance Mechanic position.
I bring a Ma ster’s Degree in Me chanical Engineering, more than 1 0 years of industrial and
automotive experience, and real leadership experience from my previous career.
At Arc’teryx, I have built trust by solving difficult issues, supporting production under pressure,
helping teammates when troubleshooting reaches a de ad end, and introducing improvements that
reduce downtime, cost, and repeat failures.
This role is the opportunity to officially take responsibility for the leadership I already practice
every day.
Vadym Kapeliushnyi
|
Maintenance Supervisor Interview
02

3.

Leader vs. Boss
The leadership style I believe in.
A boss gives orders.
A leader earns trust.
• Leads from the front
• Mentors and teaches
• S olves problems without blame
• S ets standards by example
Trust was not given by a title. It was earned through results.
Vadym Kapeliushnyi
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Maintenance Supervisor Interview
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4.

How I Answer Problems
STAR structure: situation, task, action, result.
S
Situation
Manufacturing depends on uptime, safety, quality, and fast response.
T
Task
Protect production, reduce repeat failures, and support the team.
A
Action
Take ownership, troubleshoot difficult issues, listen to operators, improve parts and
processes.
R
Result
Less downtime, fewer repeat tickets, better reliability, and lower cost.
Vadym Kapeliushnyi
|
Maintenance Supervisor Interview
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5.

Proof of Impact
I bring more than repair skill — I bring reliability thinking.
10+
1/3+
years of industrial /
automotive experience
approx. share of maintenance
tickets closed
Root
Cause
not temporary fixes
Go-To
support when troubleshooting
hits a dead end
From mechanic execution to supervisor thinking:
reduce downtime • reduce cost • prevent repeat failures • develop people
Vadym Kapeliushnyi
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Maintenance Supervisor Interview
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6.

Cos t + Reliability Improvements
Strong H knives and tungsten-carbide plates changed the maintenance pattern.
Original knives
Needle plates
every ~4 hours
$1 09 → $6
sharpening cycle
Strong H knives
up to 2 weeks
one sharpening cycle
Vadym Kapeliushnyi
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Maintenance Supervisor Interview
Strong H tungsten-carbide reinforcement reduced
repeated grinding adjustments and helped keep
the cutting distance more stable.
Fewer repeat tickets . Lower part cos t.
Better uptime.
06

7.

Operator-Driven Improvements
Frontline feedback becomes pr actical engineering action.
Gerber cutter knives
YIH SHIN NF feet
80% → 1 30%
Ready for us e
wear utilization after testing alternative Strong H
knives, lower cost
less filing/modification time, faster setup, lower
cost
Leadership lesson:
Vadym Kapeliushnyi
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Lis ten to operators . Convert repeated problems into permanent
improvements .
Maintenance Supervisor Interview
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8.

Troubles hooting Under Pres s ure
H&H press example — clear root-cause identification.
S
Two H&H presses were non-operational. The issue had remained unresolved after previous
troubleshooting.
T
Identify the root cause quickly and clearly so the team could correct it safely.
A
Within minutes, I identified and showed loose CSA-approved incoming power cable connections as
the source of failure.
R
The root cause was clear, downtime was reduced, and the situation reinforced the need for stronger
wiring and inspection standards.
Important s upervis or les s on: fix the machine, then improve the s ys tem s o the failure does not repeat.
Vadym Kapeliushnyi
|
Maintenance Supervisor Interview
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9.

P oka-Yoke / Toyota Thinking
The concept is built on the philosophy that systems should be
designed to make human and machine errors impossible, or to
highlight them immediately so defects cannot proceed.
Build quality into the process; prevent mistakes before they
become downtime.
PREVENT
If a cable can rub, secure it before it fails.
DETECT
Use inspections and operator feedback to catch
weak signals early.
CONTR OL
Maintenance s hould not only react to
downtime. Maintenance s hould des ign
conditions where downtime becomes les s
likely.
If a failure repeats, change th e system — do not
repeat the same repair.
Vadym Kapeliushnyi
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Maintenance Supervisor Interview
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10.

Firs t 90 Days Plan
How I would create value immediately.
0–30 days
31 –60 days
61 –90 days
Listen to the team
R eview recurring tickets
Find quick wins in safety,
PM, and spare parts
Address repeat failures
S tandardize common
repairs
Coach mechanics through
difficult issues
Build reliability plan
Track downtime and
repeat tickets
S trengthen ownership and
PM routines
Vadym Kapeliushnyi
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Maintenance Supervisor Interview
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11.

What I Bring
Technical leadership + te am leadership + op erational leadership.
Technical
Team
Operational
deep troubleshooting
mechanical engineering
root-cause thinking
textile equipment
knowledge
mentoring mentality
calm under pressure
sharing expertise
leading by example
cost reduction
downtime reduction
standardization
preventive mindset
I am not looking for just another job. I am looking for a place where I can build long term,
develop people, improve systems, and create real operational impact.
Vadym Kapeliushnyi
|
Maintenance Supervisor Interview
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12.

F INAL ME SSAGE
Leadership is earned through
competence and trust,
not through title alone.
People already come to me when problems become difficult. This
role would allow me to formalize the leadership responsibilities I am
already taking on.
I am ready to take that responsibility officially and
help move the maintenance team to the next level.
Vadym Kapeliushnyi
Vadym Kapeliushnyi
|
Maintenance Supervisor Interview
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