Robert E. Zygulski

563-***-**** ● adnzer@r.postjobfree.com https://www.linkedin.com/in/bobzygulski/

COO VP OPERATIONS GENERAL MANAGER PLANT MANAGER

Delivering consistent business growth with full P&L accountability.

Revitalizing under-performing operations to achieve profitability.

Managing multiple sites, including off-shore plant locations.

Implementing ISO 9001, ISO 13485 & Lean Six Sigma standards.

Delivering precision plastic parts and assemblies to medical, electronics, automotive, and defense industries.

Leading planning, operations, procurement, quality, engineering, maintenance, and human resources.

Injection Molding

Extrusion Molding

Scientific Molding

Polymer Optics

Single-Point Diamond

Turning

Thin Film Coating

Mold Making

Clean Room Manufacturing

EXPERIENCE

CONSULTING ASSIGNMENT (Confidential)

Operations Management Consultant May 2019 to March 2020 Engaged to optimize operations for headquarters plant of precision machining firm supplying aerospace and defense industries. Assignment ended after 10 months due to Covid-19 pandemic.

• Instituted staffing changes that realigned the work force with business goals and improved operations.

• Implemented new scheduling system that optimized supply chain, inventory, and production. EMPIRE PRECISION PLASTICS; Rochester, NY (https://www.empireprecision.com/) A leading custom plastics manufacturer producing injection molded, polymer optics, and micro-molded parts for the medical devices, consumer electronics, optics, and defense industries. The company employs 100+ people and is ISO 9001-2015, ISO 13485-2016, and ITAR certified. Empire is recognized as an industry leader in scientific molding principles and practices, and was twice named to Rochester’s Top 100, as one of Greater Rochester’s fastest growing companies.

Chief Operating Officer Apr. 2011 to March 2019

Directed day-to-day operations of 70,000 sq. ft. plant featuring 40 electric and hydraulic molding machines. Full P&L accountability for plant generating $14.5 M in annual revenues.

• Managed growth of the business from $6.5M to $14.5M in annual revenues over an eight-year period (a 125% increase). Plant footprint grew from 45,000 sq. ft. to >70,000 sq. ft.

• Played key role in the acquisition of optics firm in 2012, which generated $1M in annual revenue through 2018 and was forecasted to deliver $3M in annual revenues in 2019 and beyond.

• Integrated acquired mold building shop into operations to increase mold making capabilities. Toolmaker headcount tripled and tool shop floor space more than doubled.

• Consistently passed ISO 9001 and ISO 13485 audits with no noteworthy deficiencies.

• Oversaw introduction of single-point diamond turning, thin-film coating, and non-contact laser measurement equipment to remain current with newest technologies and maintain competitive advantages.

• Upgraded tool room with CNC milling equipment, EDM machines, and state-of-the-art robotics equipment. ALENE CANDLE; Milford, NH (https://alene.com/)

Alene designs, develops, and creates candles for leading retail, boutique and cosmetic brands. Vice President of Operations 2009 to 2011

Managed manufacturing operations for this $27M company employing 300 people. Assisted founders / owners to position company for profitable sale to private equity firm. PRIVATE EQUITY HOLDING COMPANY (Confidential)

Chief Operating Officer 2004 to 2009

Recruited to address operational issues at firm’s least profitable operation, achieving results that led to promotion to oversee $180M company’s six US-based and two Chinese-based plants. Established strategic vision, developing and implementing new organizational structure, and implementing performance metrics.

• Designed and implemented profit improvement plan that delivered $4M in annual savings; renegotiated lease agreement that saved $450K over the 18 months remaining on the lease.

• Standardized operating procedures at all eight plants, including Lean Six Sigma implementation.

• Reduced scrap and product rejects from 8% to less than 1% over a five-year period.

• Spearheaded initiatives to introduce automation to each plant, enhancing productivity and profitability. Robert E. Zygulski

Resume – Page Two 563-***-**** ● adnzer@r.postjobfree.com G. I. PLASTEK; Newburyport, MA (currently part of PSI Molded Plastics, Inc.) Company included $22M plant (Newburyport, MA) and $13M plant (Wolfeboro, NH) (see Phoenix Custom Molders, Inc., below). Customers included heavy equipment manufacturers and F500 aerospace companies. Director of Northeast Operations 2000 to 2004

Retained to manage both plants following acquisition of Phoenix Custom Molders. Directed operations and implemented improvements that led to increases in productivity, reductions in costs, and enhanced profitability.

• Revised portions of ISO procedures and championed aggressive process improvement initiatives to advance overall performance of both plants. Organized cross-functional teams to address plant issues.

• Transformed Newbury, MA plant from three years of operating losses to profitability within first six months. Reduced customer rejects from 30% to 10%; improved on-time delivery from 70% to 92%; and revitalized dysfunctional ISO system.

• Resolved five-month backlog of accumulated rework obligations; instituted new procedure for responding to corrective action / root cause issues within a two-week time frame. PHOENIX CUSTOM MOLDERS, INC.; Wolfeboro, NH (acquired by G. I. Plastek in 2000) A $13M firm specializing in injection molding, structural foam molding, and insert molding to meet the needs of consumer electronics, telecommunications, and defense industry firms. President & Chief Operating Officer 1996 to 2000

Joined the firm within one month of Chapter 11 bankruptcy declaration and undertook major operational reorganization that led to emergence from bankruptcy within eight months and positioned the company for profitable sale to G. I. Plastek within four years.

• Grew annual revenues from $7.9M to $13M over a four-year span through a variety of cost control programs, production reporting systems, and manufacturing best practices.

• Increased production throughput by 35%; reduced in-plant rejects from 23% to 3% within first year; instituted repair and maintenance programs that improved plant uptime to 97%.

• Revamped pricing structure and introduced new quality processes; promoted new company culture that led to positive employee morale, contributing to improved performance. Early Career

President / COO, Automatic Technologies; South Bend, IN (3 years) Successfully managed this $40M company producing custom-molded parts for Fortune 500 firms in the consumer electronics and automotive industries.

President / COO, South Bend Plastics, Inc.; Mishawaka, IN (12 years) Grew revenues from $3M to $16M; launched two satellite plants. Achieved Ford Q1, Chrysler Pentastar, and General Motors Spear 1 quality certifications.

EDUCATION / PROFESSIONAL DEVELOPMENT

INDIANA UNIVERSITY; Bloomington, IN

Business Administration

ACME INSTITUTE OF TECHNOLOGY; South Bend, IN

Tool, Die & Mold Design Program (including apprenticeship) Managerial Training

Advanced Inventory & Production Control

Materials Management

Manufacturing Organization & Management

Purchasing Principles

Motion & Time Study

Dynamic Listening

Statistical Process Control

Lean Manufacturing Training (BAE Systems)

Ford Motor Company Training

Continuing Process Control & Process Capability Improvement Developing & Instituting a Quality Operating System 8D Method of Problem Solving

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