RALPH SPICER

Dynamic Quality Specialist with a proven track record at Loram Maintenance of Way Inc, excelling in defect tracking and quality improvements. Adept at fostering team collaboration and enhancing customer satisfaction through effective communication. Recognized for implementing safety procedures that significantly reduced workplace incidents while maintaining high standards of documentation control.

Revised and Enhanced Operating Standards:
Redesigned the Loram Operating Rule Book to better align with standard Railroad Operating Rules. This included comprehensive rule additions, removals, and revisions to enhance clarity, regulatory compliance, and operational consistency.

Fleet Optimization and Expansion:
Revitalized a 6-unit Ditcher Fleet—originally with only 1.5 operational machines in 2003—through strategic planning and effective resource management. Achieved full operational capacity by 2006 and secured long-term contracts. Additionally, expanded the fleet with a seventh ditcher to meet increased demand, despite challenges related to a shortage of qualified personnel.

In 2003 Loram had only 4 Rail Vac machines in the fleet. Eleven more machine were added in a period of 1 per year making the total of 15 machines in the fleet by the end of 2017. This undertaking was difficult in regards to building qualified employees to operate the machines in a Safe, reliable manner that exceeds the customers expectations. The total employees trained and to keep the divison up and running in regards to the ditchers and railvacs is 34.

Revised and Enhanced Operating Standards
Led a full redesign of the Loram Operating Rule Book to align more closely with standard Railroad Operating Rules. This initiative included comprehensive rule additions, removals, and revisions aimed at improving clarity, ensuring regulatory compliance, and strengthening operational consistency across all functions.

Fleet Optimization and Strategic Growth
Transformed the Ditcher Fleet from a near-inoperative state—just 1.5 functioning units in 2003—into a fully operational 6-unit fleet by 2006 through strategic planning and resource optimization. Successfully navigated personnel challenges and later expanded the fleet with a seventh unit to meet increased demand, supported by long-term contract acquisition.

Rail Vac Fleet Expansion and Workforce Development
Expanded Loram’s Rail Vac fleet from 4 machines in 2003 to 15 machines by 2017, adding approximately one unit per year. This growth required not only capital investment but a rigorous focus on developing a qualified and safety-oriented workforce. Successfully trained and maintained a team of 34 skilled employees to ensure both the Ditcher and Rail Vac divisions operated at high standards of safety, reliability, and customer satisfaction.

International Operations

As Manager of International Operations, I was responsible for building and leading a team to train customers in operating and maintaining complex RGI machines. During my tenure, we successfully commissioned two such machines—one in Germany and one in Brazil—despite numerous technical challenges. Throughout these demanding projects, the team not only met expectations but also upheld Loram’s standards and integrity, consistently representing the brand with professionalism in front of customers.

A Transatlantic Transformation: The Story of C2101

In an unexpected turn of events, the C2101 rail grinding machine—originally built for service in the United States—was urgently redeployed to the United Kingdom to address critical rail defects. This rapid shift in mission meant C2101 had to undergo a major overhaul to meet the stringent engineering and clearance requirements of the UK rail network.

Ironically, just six months after entering service, C2101 was pulled from operation. The reason? A cascade of mechanical and system-level issues, including persistent software bugs, problematic hydraulic hose and feedback wire routings, and significant heat buildup within its enclosed grinding buggies.

One particularly creative fix stood out: engineers installed a 6-inch lift kit on the machine to vent the intense heat generated by the buggies—an unusual but effective modification.

As the overhaul progressed, C2101 had to be reconfigured to match the original British Rail profile. This wasn't a simple rollback—it required tight collaboration between operations and engineering teams. Together, they systematically addressed every issue, using the hard-earned lessons from C2101 to inform the build and deployment of its successors.

The result? C2102 and C2103—machines that not only met expectations but exceeded them. They were delivered on time, under budget, and became the most reliable rail grinders to come out of Loram's production line.

From setback to success, the C2101's journey ultimately shaped a new standard in rail grinding technology.

During my time as a Loram employee, I believe I have made significant contributions to the company, particularly in building and developing crews to support expansion activities. I have consistently worked to meet and exceed both customer expectations and internal crew standards, ensuring that our operations reflect Loram’s core corporate values. I have also prioritized safety by not only revising the current Operating Rule Book, but also by developing comprehensive Operating Skills Tests across all of our machine platforms.

I continue to stay current with operational practices by attending quarterly "Know Before You Go" safety meetings. Additionally, I have at times acted as a mediator to help smooth over misunderstandings or tensions between our customers and the operations department, helping maintain strong working relationships and ensuring alignment with our service standards.

I have worn many hats in my tenure, but the most rewarding is working the team and making a difference. I am the person to lead this division for correction and advancement going forward.

Regards,

Ralph Spicer