Manager Plant

MARK IGNATOWICZ

**** ******** ****** 408-***-****

Scotch Plains, NJ 07076 ****.**********@*****.***

http://www.linkedin.com/in/markignatowicz http://www.mycareerhighlights.com/markignatowicz

MANUFACTURING EXECUTIVE

SEMICONDUCTORS, PHARMACUETICALS, CHEMICALS

A senior Manufacturing Operations executive with a proven track record with unparalleled dedication to product

quality, cost controls, lean manufacturer protocols, and safety. Proven track record in developing and executing new

production processes that improve output, enhance product quality, minimize waste, and streamline product

inventories. History of success in manufacturing in both established and start-up organizations. Forward-thinking

leader who blends sharp analytical and tactical skills to deliver cost-effective, high performance solutions to a

customer base including Fortune 100 companies. Excellent customer service skills; demonstrated propensity to deliver

customized solutions to clients on time and within budgetary parameters. Ability to communicate effectively across all

lines of the organization, domestically and internationally.

CORE COMPETENCIES: Multi-Site Plant Manufacturing Operations, P&L Responsibility, Feasibility Studies,

Facilities Engineering, Quality Control, Continuous Process Improvement, LEAN/Six Sigma, kaizen, Pareto

Diagrams, 5S Implementation, Value Stream, SPC, cGMP, Food Safety, ISO 9001, ISO14001, ISO18000

Implementation & Maintenance, Cpk, 8D, HACCP, Contract Manufacturing, Cycle Time Reduction, Capacity

Expansion, Strategic Planning, Logistics, Supply Chain Management, Procurement, Inventory Control, Data

Management & Documentation, Product Analysis, Safety, FMEA, Self-Directed Work Teams, Internal Auditing

PROFESSIONAL EXPERIENCE

Principal, I-Five Consultants, Scotch Plains, NJ; 3/12 – present (www.ifiveconsultants.com)

Relocated to the east coast and launched a consultancy that provides manufacturing expertise that focuses on process /

continuous improvements, systems implementations and lean manufacturing principles. Expertise includes extensive

knowledge in the following disciplines:

ISO9001:2008, ISO14000, ISO18001, ISO22000, ISO/TS16949, 5S, Kaizen, Seven Wastes, Value Stream Mapping,

Total Productive Maintenance, Statistical Process Control

Use of Balanced Scorecard, Failure Modes and Effects Analysis,

• ISO9001:2008, ISO14000 Certifications: Provided Gap Analysis, Overview training, and Internal Audits for

3 small manufacturing companies in order to achieve Certification within 6 months.

• 5S Implementation: As part of a 3 month project provided overview training and recommendations on

location and 5S team members at a small manufacturer of batteries. Produced an Audit form and schedule to

be used for future performance measures.

• Semiconductor Market Analysis: 3 month project for a New York investment firm to provide expertise and

analysis of the supply chain for chemical and gas suppliers to the Semiconductor Industry. Analysis was

instrumental in the Firm’s investment choice.

• Value Stream Mapping: Provided training, and facilitated mapping exercise in order to arrange production

tanks in the most efficient manor in a small chemical company. The tank rearrangement led to a 20% decrease

in cycle time.

• Visual Factory – Developed and implemented Visual Factory program at small chemical company that led a

15% decrease in cycle time due to increased productivity and decreased equipment downtime.

MARK IGNATOWICZ PAGE TWO

VP Operations

NEXPLANAR CORPORATION, Portland, OR 2010 – 2012

Recruited to transform distressed and inefficient business operations for an emerging $12 million manufacturer of

customized CMP pads used in the production of semiconductors and hard drives. Managed plant operations in two

sites - start up facility in OR and MN – with 12 direct reports.

Developed Quality Systems in order to become ISO9001:2008 Certified within 1 year in 2010: Co-authored

Quality Manual, Quality System Procedures and developed internal auditing form to achieve certification. Served

as Quality Management Representative and participated on the internal audit team.

Increased production yield 60% within the first 3 months: Used improvement methods - Pareto Diagrams and

brainstorming - during newly established regular forum of Engineering, Production and Quality departments to

review data real time and develop actions in order to maintain and continuously improve yield. Negotiated with

vendor to produce material via campaign method to minimize contamination from other products.

Addressed poor process controls of major parameters - improved CPK of major process variables by 15%:

Identified critical process parameters and incorporated a control plan around that variable using SPC software.

Established a weekly review meeting with Engineering, Production and Quality to develop actions. Negotiated

with vendor to tighten specifications on parameter having the most impact on customer's process. Response to

customer investigation requests decreased due to data analysis capability on SPC software.

Efficiency of production process was improved from 40% to 75%: Used LEAN manufacturing techniques

such as value stream mapping to implement efficiency improvements.

Significantly improved Housekeeping: Trained employees on LEAN Techniques and implemented 5S program.

Improved equipment uptime by documenting and implementing a preventative maintenance program:

Searched and evaluated software. Cost justified purchase. Developed maintenance schedule for each piece of

equipment based on previous history and vendor recommendations. Trained users. Implemented program and

executed to schedule.

New facility built was not validated or qualified. Timing was critical due to ramp up schedule at customer.

Prepared plan to validate processes and executed plan in order to provide samples to the customer to meet their

ramp up schedule. Samples produced passed the customers qualification process: New facility was validated

and qualified within the scheduled time frame.

Eliminated relationship with Toll manufacturer: Directed the transition of the planning process and inventory

control, bringing the entire production and procurement procedure in-house, ending the relationship with a

contract manufacturer.

Took Company to full compliance on all Oregon and Federal Health and Safety requirements within 5

months: Hired consultant to develop a gap analysis to develop action list. Assigned owners to actions and

completed according to schedule. Trained employees on Health and Safety program.

Led Team to develop performance monitoring and Bonus program. Developed and implemented employee

evaluation system which included the development of the evaluation forms for mid year and end of year

evaluations.

Corporate Director of Manufacturing/Plant Manager

JSR MICRO INC., Sunnyvale, CA 1996 - 2010

MARK IGNATOWICZ PAGE THREE

Assigned to build the $140 million US manufacturing unit for a $4 billion Japanese firm (the first to produce the KRF

and ARF chemical compound in the US), developer and producer of electronic materials that include photoresist anti-

reflective coatings and chemical/mechanical polishing (CMP) products. $16 million budget, 125 employees. Managed

multi-sites internationally.

Championed the Development of Quality Systems in order to become ISO9001:2008 in 1997 and ISO14000

and ISO18001 Certified in 2009: Authored top level manuals and system procedures including Internal Auditing

and Corrective Action processes. Served as Quality Management Representative and participated on the internal

audit team.

Led the team on the construction and start up of the new facility: Led gathering of internal qualifications.

Travelled to customers and presented data in order for them to qualify the facility. Prepared samples for

qualification. Planned logistics for phasing in the new facility.

Reduced cycle time for 13 consecutive years: Set up criteria for measurement. Implemented techniques to

minimize testing variation. Improved first pass yield by 20% using a cross-functional team approach. Used

LEAN techniques to improve testing turnaround and response time to data.

Reduced Cost per gallon by 20% and saved more than $2MM over a 36-month period: Cross-functional

team approach of all departments including Administrative for the first time, which led to savings in HR items.

Evaluated and qualified technical cost savings improvements such as filter use, filter type and wash solvent

quantity.

Successfully scaled up more than 100 formulations to allow for a #1 position in the marketplace: Developed

design review system with Sales, R&D, Production, Materials and Engineering to proactively address

development issues - raw material capacity and supply chain, production capacity and product safety.

Complaints decreased by 21% over a 2-year period: Cross-functional team formed. Developed method to

duplicate customer issue. Addressed issue with supplier. Developed new filtration system to clean product.

Changed Company culture on use of SPC and process data to make process decisions. Ownership for Chart

Review and data review completely transferred to Engineer and Technician level. Received highest Quality

Award from major customer 2-years in a row: Trained all employees on the correct use of Statistical Process

Control. Formed Process Control Forum consisting of members of Operations Team. Managers and developed

Charter Document for forum. Developed schedule for teams to present data and set metrics around the review and

improvement of data.

Decrease in Supplier Corrective Actions by 15% over 2-years: Implemented a supplier control and

performance measurement system using cross-functional teams. Developed and implemented a quality audit tool

that measured suppliers performance.

Grew Department from 2 to 125 people: Hired and trained 123 people. Scaled-up by installing 25 new vessels

over a 10-year period.

Plant Manager

PQ CORPORATION INC., Berkeley, CA 1989 - 1996

$400 million manufacturer that produced magnesium sulfate and sodium silicate, ingredients in laundry detergent,

paper production, pharmaceuticals, and ground stabilization for landfills. Accountable for two sites. Managed 18

engineering and semi-skilled employees.

Served as Quality Management Representative for ISO9000 program. Responsible for the overall quality

system.

MARK IGNATOWICZ PAGE FOUR

Reduced by 90% over a 3-year period customer complaints on product caking that were high on FDA

regulated products: Installed continuous centrifuge to ensure consistent moisture content of the solids feed to

the drying system. Designed and implemented a temperature feedback control system for the production of the

magnesium sulfide product.

Downtime for vessel cleanout was eliminated thereby increasing efficiency by 15%: Designed,

purchased and qualified new agitation system in the digestor reactor.

Effectively increased the production schedule to 24 x 7: From seven (7) days, two (2) shifts to around the

clock manufacturing to meet customer demands.

Hired as a Production Manager and was promoted to Plant Manager in less than one year.

Production Manager/Process Engineer

SANDOZ CORORATION INC., Chicago, IL and E. Palo Alto, CA 1985 - 1989

Participated on the team that commercialized a herbicide used for protection of corn from unwanted pests.

Participated on the team that developed the process in the lab, scaled the process up to pilot plant scale and

eventually commissioned a large scale production unit. Promoted to Production Manager as a result of my

performance on the project.

EDUCATION/TRAINING

BS, Chemical Engineering, NORTHWESTERN UNIVERSITY, Evanston, IL

Six Sigma – Completed Training Courses provided by Motorola Corp in 1999

ISO Internal Auditing - Completed training courses in 1992 and 1997

LEAN Tools – Completed Training Courses provided by Intel and IBM in 2005

Situational Leadership – Completed training course in 2008

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