Plant Manager

Mark A. Zapatka

** ******** ****** ( Newington, CT 06111 ( (c) 860-***-**** (

***********@***.***

[pic]

OPERATIONS EXECUTIVE

Director of Operations

Results oriented, executive level operations professional with emphasis on

process improvement, cost containment and employee involvement. Has

continuously achieved superior results by directing cross-functional teams,

establishing effective change management philosophies and implementing

contemporary process improvement techniques such as Lean Manufacturing.

Successfully integrated Big 6 consultative methodologies with real time

operational issue identification and solution driven management activities.

Career Highlights

. Led company through a Lean Initiative and designed, facilitated and

implemented a series of 9 Kaizen events that incorporated the main

departments/functions throughout the corporate facility.

. Through continuous improvement efforts over 11 year period, was able

to absorb labor attrition of 48%, while sales increased by 15%+ (not

adjusted for downward pricing) during the same period.

. Drove Cost-of-Goods-Sold initiatives where savings exceeded

$425,000 over two year period.

. Reduced inventories by 27% ($1.0M) while improving on-time performance

by nearly 10% within a year.

Core Competencies

Lean Manufacturing "Open Book" financials Industrial/Technology

sales

Product Management Consulting & Business planning Relationship

development

Global Mfg. strategy Change Management Driving ownership

culture

Professional Experience

Keeney Manufacturing, Newington, CT

2008 to present

$150M+ privately held corporation, with 500+ employees worldwide, that is a

global manufacturer and distributor of plumbing products.

Plant Manager - CT Operations

Managed Manufacturing, Engineering, R&D, Quality, Maintenance

and Facilities, reporting directly to Executive VP.

. Developed and implemented a Lean Manufacturing strategy that

placed over 1/3 of employees into Kaizen events in

the following areas: Packing and Assembly, Marketing

Quotations and Response Metrics, Injection Molding

and Kanban Inventories, Brass Fabrication and Set-up

Reduction, Plating Operations, Warehousing and Efficiency

Metrics, New Product Introduction, Toolroom layout for New

Product Development, and SKU Consolidation.

. Able to absorb a 29% labor reduction over the course of 3

years by eliminating waste throughout the various

manufacturing processes and improving labor efficiencies,

while maintaining customer fulfillment rates that were the

highest in the industry (98

Reflexite Americas, New Britain, CT

1996 to 2008

$35M division (largest) of a $90M, 500 employee, global corporation that is

an employee-owned manufacturer of reflective film safety products (Top 15

Small Companies for 2007 - Wall Street Journal).

Director of Operations - The Americas

Directed Manufacturing, Engineering, Maintenance, Material

Flow, Facilities and Customer Service, while reporting

directly to company's President, helped to create and implement

Global Manufacturing Strategy with corporate senior management,

responsible for helping to develop and maintain ownership

culture through participation on Board of Directors of

New England ESOP Association, served on the management team

that ran the overall business.

. Developed operators into Team Leaders, taking the percentage

of attainment from 16% to 66%.

. Visited top customer base (20+ customers within a year) on

manufacturing "roadshow" initiative to support sales.

. Directed offshore outsourcing activities on low margin

product in excess of $1.5M that resulted in margin

improvement and acquisition of additional sales exceeding

$750,000.

U.S. Repeating Arms Co. (Winchester Rifles and Shotguns), New Haven, CT

1993 to 1996

Long-standing producer of quality firearms (>$50M sales).

Product Manager

Implemented mechanisms to maintain control of $4M budget, led staff of 8

(management) and 80+ (hourly) personnel in shaping and finishing

operations to supply assembly of all product lines, coordinated technical

resources in design and development of new processes, planned and

implemented action on all present and future capital/manning

requirements, layout of new facility.

. Reduced space utilization by over 70% with new factory layout

configuration.

. Improved finishing lead times (bottleneck) through eliminating

transportation and quicker drying process.

Scott & Daniels Inc., Portland, CT 1991 to 1993

A progressive manufacturer of folding cartons (<$5M sales).

Production Planner, Departmental Supervisor and Process Improvement Manager

Scheduled production for plant wide operations, design and led employee

involvement programs, worked closely with Quality Control to monitor and

improve Finishing Department performance, provided training for

understanding of World Class Manufacturing concepts, facilitated weekly

supervisor's status meetings, interfaced with customers to explain

company's manufacturing process advancement.

. 48% set-up reduction in external elements alone (chipboard

press/diecut process).

. Implemented new process for printing/cutting press die modifications

that increased throughput and reduced space requirements by over 40%.

. Led printing team to identify process improvements leading to scrap

reduction, improved throughput and quicker offset press plate

turnaround.

Andersen Consulting (known currently as Accenture), Hartford, CT 1988 to

1991

Highly respected market leader among international management consulting

firms (>$100M sales).

Senior Consultant: Manufacturing and Change Management Services divisions.

JIT Projects - managed projects incorporating: set-up reduction,

cellular design, kanban systems, reductions in

inventory, lead times, work-in-process and space requirements,

product oriented sub-plants.

Instructional Design - developed performance based training, film

and script instructional videos, advised and

instructed on nominal group techniques.

Systems Design and Installation - determined design issues and

transformed them into completed design specifications, customized

software to fit client's system environment, tested programs and assist

in conversion of the new system.

Client results: (e.g. General Electric, Electric Boat, Sargent, Marlin

Firearms, Scott & Daniels)

. Inventory and lead times cut by 75%, Work-in-process slashed by 60%.

. Customer service level (on-time deliveries) went from 65% to over 90%.

. Reduced labor requirements by 24%.

Professional Affiliations & Associations

Executive Vice President - New England Chapter of the ESOP (Employee Stock

Ownership Plan) Association.

President - Rebuilding Together of New Britain, Inc. (largest national

organization repairing low income homes).

Classroom Consultant (8+ years) - Junior Achievement (teaching business

education to students grades K - 8).

Education & Professional Development

M.S. Management (Production & Operations Management concentration)

Rensselaer Polytechnic Institute

Lally School of Management and Technology (GPA 3.9)

B.S. Management Engineering (Industrial Engineering concentration)

Worcester Polytechnic Institute

With distinction (GPA above 3.5)

B.A. Economics (GPA 3.1) College of the Holy Cross

Varsity football and baseball

References

Available upon request

Contact this candidate