Supply Chain Injection Molding

William H. Patrowicz_______________________________

** ********* ***** ******* *****, NJ 08055 * 609-***-**** *

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

Exceptional Leader in Operations and Manufacturing Disciplines

P&L Management / Strategic Planning / Implementation Director / Lean Six

Sigma Continuous Improvement Champion / Culture Change Mentor / Team

Builder

A success driven management leader with versatility and outstanding

achievement in various industries manufacturing custom designed projects

and standard product to fill supply chain requirements. Industry

disciplines include various types of metal fabrication, architectural

millwork, die castings, injection molding, refrigeration, and pre-packaged

consumer goods.

Extensive experience repeatedly structured and improved company's value

stream, made best use of capital resources, developed and optimized a

disciplined workforce, significantly increased margins and contributed to

meaningful well organized growth plans for each company's future.

Financial awareness accompanied with astute analytical and organizational

skills has relentlessly driven companywide continuous improvement to

surpass expectation, achieve customer defined requirements and continuously

meet delivery commitments.

Professional Experience

Director of Manufacturing, December 2006 - October 2010

RPI Industries, Inc., Medford, New Jersey

Architectural Millwork, Stainless Steel Fabrication, Refrigerated Casework

Defined and perfected task list for all facets of the value stream from

order inception through manufacture and installation of company product.

Areas organized and improved included, Project Management, CAD, Production

Control, Purchasing, Plant Scheduling, Workforce Disciplines, Quality

Control, Warehousing, Logistics, scheduling of multiple field installation

teams, OSHA compliance, building and equipment maintenance. Resulting

achievements of this tenure as follows:

. Plant layout and Lean Sigma operating disciplines for a 32% increase

in throughput.

. Scrap reduction from 18% to 2%.

. Establish an inventory system, adding JIT disciplines to increase

turns from 6 to 18.

. Maintain the perpetual inventory at 99% accuracy.

. Reduce purchase cost by 23% through negotiations and long term

agreements.

. Create manufacturing scheduling model for 98% on time delivery

performance.

. Installation of ERP and labor tracking systems, resulting in a 38%

increase in efficiency.

. Double operating profit in first year of service.

VP of Operations, July 1992 - November 2006

Holly Holdings, Inc. Bala Cynwyd, Pennsylvania

New Jersey - Architectural Millwork & Store Fixture

New Mexico - Custom Design for Computer Circuitry

Colorado - Public Venture Startup Project

Teamed with a group of investors in the acquisition of a failing millwork

company in New Jersey to reorganize its base, restructure its disciplines

and set it on a path to success. Within 18 months the company had become

profitable and initiated an Initial Public and Secondary Public Offering

for its stock. A second failing company assembling computer circuitry in

New Mexico was acquired, reorganized and set on a similar path to success

driving the company's net worth and stock value. A third organization in

Colorado was acquired as a development project to build the largest hotel

and casino in the town of Blackhawk. Accomplishments of this tenure are as

follows:

. Turnaround of three business failures through the disciplines and

experience outlined.

. Initiate and complete IPO and Secondary Offering.

. Create business plan for the hotel and casino project.

. Establish international financing for this $150 million business

model.

. Increase revenue 500%, operating profit 41% and net pretax 16% during

tenure.

VP of Operations, January 1982 - January 1992

USE Diamond, Inc. York, Pennsylvania

Steel Fabrication, Castings & Injection Molding

In 1982 accepted a challenge by ownership to join a multi-disciplined $2

million dollar, negative profit manufacturer looking for direction in

bringing a 50 year old fabrication shop into the 20th century. The 25,000

sq. ft. facility was small and machinery antiquated, systems and computers

non-existent, with most operations performed by hand. Through my efforts

and expertise over a 10 year period this now $25 million dollar a year, 13%

pretax organization, was sold to a major conglomerate at a significant

profit. The initial challenges were to establish operational and

manufacturing systems, setup a business model for planned growth and

prepare a budget for capital expenditure with (ROI) return on investment in

a firm timeline. The results of this tenure were as follows:

. Introduce and install MRP II concepts and disciplines.

. Revamp and/or replace machinery and equipment with modern technology.

. Create a distribution network and supply chain for 39 locations in

North America.

. Achieve and maintain 98% on time delivery to stock points throughout

the country.

. Inventory turns 2 to 24, maintaining 99% accuracy.

. Increase revenue 1250%, operating profit 34% and net pretax 13% during

tenure.

. Successfully negotiated the acquisition of three competitors.

. Consolidate multiple facilities (5) into single 120,000 sq. ft.

manufacturing headquarters.

. Successfully negotiated five union contracts.

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