MARK A.

ZAPATKA
South Pasadena, CA 91030 860-922-8100 markzapatka@aol.com

OPERATIONS EXECUTIVE Plant Manager

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 10 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 Product Management Global Mfg. strategy Open Book financials Consulting & Business planning Change Management Industrial/Technology sales Relationship development Driving ownership culture

Professional Experience
Keeney Manufacturing, Newington, CT 2008 to 2013
$150M+ privately held corporation, with 500+ employees worldwide, that is a global manufacturer and distributor of plumbing products. Plant Manager, Manufacturing 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 Manufacturing Operations The Americas Directed Manufacturing, Engineering, Maintenance, Material Flow, Facilities and Customer Service, while reporting directly to companys 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.

Mark Zapatka Page Two U.S. Repeating Arms Co. (Winchester Rifles and Shotguns), New Haven, CT 1993 to 1996
Long-standing producer of quality firearms (>$50M sales). Manufacturing Production Operations 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, 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). Manufacturing Operations Manager Scheduled production for plant wide operations (Production Planner), designed and led employee involvement programs (Process Improvement Manager), provided training for understanding of World Class Manufacturing concepts,. 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%.

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 customized software to fit clients system environment, tested programs and assisted 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) Lally School of Management and Technology (GPA 3.9) B.S. Management Engineering (Industrial Engineering concentration) With distinction (GPA above 3.5) B.A. Economics (GPA 3.1) Varsity football and baseball Rensselaer Polytechnic Institute Worcester Polytechnic Institute College of the Holy Cross