Manufacturing Supply Chain

Richard J. Kruszynski

***** ** ******* ** *, Unit 5-21 ( Clearwater, FL 33764 ( 727-***-**** (

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

Director of Manufacturing and Operations

Results-oriented, seasoned Director of Manufacturing and Operations with an

outstanding background in developing strategic plans to increase efficiency

and productivity. Proven track record of excellence in the implementation

of Lean Manufacturing Programs and developing strategic plans. Recognized

as a leader in the management of production, manufacturing engineering,

quality, supply chain management and product distribution. Outstanding

ability to transition traditional manufacturing processes to build-to-order

processes, reducing inventories and COGS.

Strengths/Knowledge/Key Skills

< Medical and Instrumentation Equipment Management

< DOD Electronics and RF Communication Systems

< Metric-Driven and Financial Reports

< Change Agent and Turnarounds

< Certified Lean Sensei - Lean Six Sigma

< Low Volume - High Mix Production

< Manufacturing and Process Engineering

< Materials and Supply Chain Management

Professional History

Digilab Genomic Solutions, Inc., Holliston, Massachusetts (2006 to 2008)

Director of Manufacturing

< In this turnaround situation established a reputation of expertise for

outstanding contributions during Union Biometrica, Inc. and Genomic

Solutions, Inc. combination of three business units into one asset for

future purchase by Digilab Global, Inc. in 2007.

< Managed the production, manufacturing, manufacturing engineering and

supply chain management, as well as quality departments in the

manufacturing process of multi-optioned robotic instrumentation, built-to-

order specifically for clients in Bio/Pharmaceutical Research.

< Closed and moved a United Kingdom Business to Holliston, Massachusetts

within a 90 day period through exceptional ability to transfer six

product lines and spare parts manufacturing for ten legacy products.

< Reduced company supplier base by 20% utilizing regional sourcing and

incoming freight charges by 11%, directly contributing to cost savings

for the company and increased client service.

< Employing 5S, VSM and Kaizen techniques, implemented cellular

manufacturing and point-of-use (POU) stocking for 15 product lines

through Lean Manufacturing practices, resulting in an average 30%

reduction in material handling and build time.

< Contributed actively to the implementation of a new materials requirement

planning system and the development of a sales and customer service

management process and financial controls to ensure cost effectiveness.

< Assumed essential management roles in manufacturing engineering capacity

such as generating manufacturing processes, supporting new product

introductions, developing plant and office layouts, and resolving

supplier related product quality issues.

Medica Corporation, Inc., Bedford, Massachusetts (2005 to 2006)

Director of Production

< Directed Production including overseeing Manufacturing Engineering,

Materials, Supply Chain, and Documentation Control Departments

responsible for producing Class II medical devices and associated

products such as blood gas analyzers, electrolyte analyzers,

electrochemical sensors, and reagents.

< Converted a multi-optioned analyzer build process from a one month

finished goods inventory consisting of 90 to 100 systems to a build-to-

order process through Lean Manufacturing strategies, resulting in a

$50,000 reduction in work in progress inventory.

< Reduced material handling by 30% through the implementation of point-of-

use stocking (POU) for all manufacturing cells.

< Redesigned a reagent packing and filling line by leading a Value Stream

Mapping and Kaizen Event which directly reduced labor by 20% and

converted the cell to a build-to-order process for 26 different products.

< Conducted weekly quality and product support reviews along with

improvements to the Field Quality and Yield Reporting System, which

resulted in a 50% decrease in warranty reserve expenses.

< Reduced inventory by 24% and contributed to a 30% sales growth by meeting

on-time shipping goals and delivering products that meet and exceed

client expectations.

< Resolved over 130 quality, process, and material issues through the

introduction of visual boards in blood analyzer final assembly cells and

introduction of daily quality metrics and weekly Pareto Charts to track

trends indicating a need for corrective action.

< Championed Lean continuous improvement program utilizing 5S, standard

work, setup reduction, TPM, and load leveling.

Rapor, Inc., New Britain, Connecticut (2001 to 2004)

Director of Operations

< In this company startup directed subcontract manufacture and field

service department including managing profits and losses, achieving 100%

on time delivery and installation of all Rapid Access Portal Security

Systems.

< Restructured and managed electro mechanical subcontractor manufacturing

process to include areas such as sourcing, development, costing, contract

negotiations, schedules, and design changes.

< Utilized design for manufacturability and design for excellence

strategies to reengineer an existing product design by achieving a 30%

reduction in cost of goods sold.

Richard J. Kruszynski

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Photoelectron Corporation, North Billerica, Massachusetts (2001)

Director of Manufacturing- Contract Assignment

< Lead manufacturing operations to produce Class III Medical Devices

through a focus on implementing management systems to transition from a

low volume lab assembly process to a medium volume manufacturing

operation.

< Utilized Value Stream Mapping to convert medical x-ray product line to a

build-to-order process requiring partial or full approval of

manufacturing process.

< Provided excellent support during the manufacturing implementation of an

industrial x-ray product line through strategic planning and direction

based on industry knowledge.

< Reduced inventory by 10% by promoting a proactive approach to the

purchasing of materials and financial management.

Automatic Machine Products, Attleboro, Massachusetts (2000 to 2001)

Director of Manufacturing

< Managed fabrication and assembly work centers, materials, engineering,

and facilities department as well as a 140 person and two plant operation

producing custom steel and brass valve assemblies used in air

conditioning and heating industry.

< Redesigned final assembly work center and modeled it after a point-of-use

cellular design necessary to eliminate steps, reduce material handling,

and assembly labor by 11%.

< Implemented Toyota Production System using lean manufacturing techniques

to eliminate waste and reduce set up times in secondary machining

operations.

Wright Line Corporation, Monson, Massachusetts (1999)

Interim Plant Manager- Contract Assignment

< Oversaw a 150 person, two shift cellular sheet metal operation producing

electronic enclosures and control consoles.

< Increased production revenue by approximately 11% during initial two

months of employment with company.

< Converted an assembly line to a product cell through the incorporation of

Lean Manufacturing techniques to increase production by more than 15%.

American Science and Engineering, Inc. (AS&E), Billerica, Massachusetts

(1993 to 1998)

Director of Manufacturing Operations- Secret Clearance

< In this turnaround situation assumed essential management roles including

profit and loss management for a 104 person, two plant manufacturing

operation producing x-ray threat detection systems (LVHM).

< Increased manufacturing revenue from $7 million to $27 million in four

years through the restructuring and development of a manufacturing team

utilizing a mentorship training style needed to instill responsibility in

staff members.

< Achieved a 99.9% on time delivery rate over a period of eighteen

consecutive growth quarters.

< Implemented a TPS Program reducing the manufacturing cycle times of seven

multi-optioned products by 57%, the average cost of goods sold by 13%,

inventories by 40%, WIP by 50% and final assembly times by 40%.

< Reduced material overhead costs by 7% through the implementation of

supply chain management strategies and a supplier partnering program.

< Created new polices and standards for ISO 9000 by restructuring the

quality system and creating a focus on the production of outstanding

goods in a timely manner.

GTE Government Systems Corporation, Needham, Massachusetts (1983 to 1993)

Manufacturing Operations Engineering Manager- Secret Clearance

< Supported the technical production of a vertically integrated $190

million per year electronics manufacturing operation by managing over 80

engineers, as well as process, product, manufacturing, industrial

engineering, and prototyping departments.

< Directed division's five year strategic modernization plan by identifying

requirements for new systems, process technologies, equipment,

outsourcing and facilities, directly contributing to a sales growth of

$80 to $190 million per year.

< Achieved $1 million in annual cost savings through the implementation of

TPS and SPC (Lean Six Sigma) Programs.

< Assumed essential management functions including serving as a liaison for

a $120 million per year client and created a strong focus on outstanding

production, quality, and product design.

< Achieved a 30% reduction in production start-up times through

collaboration with design engineers to develop a multi-divisional design

for manufacturing and design for excellence program.

Education

Boston University, Masters' Degree in Administration, Innovation and

Technology

Harvard University Extension School, Graduate Certificate in Administration

and Management

State University of New York at Buffalo, Bachelor's Degree in Industrial

Technology

Value Train, Six Sigma Green Belt Certification

Villanova University, Lean Six Sigma-Certified Lean Sensei (CLS)

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