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ROBERT F. POLCYN
902 Creekwood Drive • Corinth, MS 38834
polcynr@bellsouth.net • 662.397.9811
MANUFACTURING & OPERATIONS LEADER
Accomplished operations professional combines Master’s degree with 20+ years of experience in manufacturing, quality,
finance, and accounting leadership. Adept at implementing systems and processes to streamline production activities. Well
versed in Lean, 6S, and other quality methodologies. Proven success:
—Optimizing production capacity, yield, and team productivity. —Fueling process, safety, and quality defect improvements.
—Leading capital planning and plant expansion initiatives. —Reducing production and operations costs to drive ROI.
----Formulated marketing strategies and cultivated five new distributor relationships which successfully drove market expansion.
Team Leadership • Strategic Planning • OSHA & ISO Compliance • Production & Assembly • P&L
Lean Manufacturing Techniques • Strategic Sourcing • Scrap Reduction • Quality Assurance & Control
Inventory Management • Training & Mentoring • Cost Accounting • Logistics & Distribution • M&A
PROFESSIONAL EXPERIENCE
ALBION INDUSTRIES, Newnan, Georgia 10/2012 – 4/2015
Georgia Plant Manager
Responsible for the manufacturing, assembly and distribution of a 150,000 square foot facility employing 70 hourly and 16
salary personnel. We manufactured polyurethane wheels along with the assembly and distribution of industrial and
commercial casters and wheels. Manufacturing operations included stamping (press – 110T coil fed and 200T hand fed),
plasma cutter, welding (automatic & hand), machining (5 CNC’s), open/liquid cast polyurethane wheel process and
assembly. Accomplishments include:
• Reduced WW Grainger past due lines from 4400 at the beginning of 2013 to 10 lines at the end of April 2014.
• Implemented a safety process that included, monthly safety training, forming a safety committee, 6S training and
weekly communication meetings.
• Kept the plant union free through hands on leadership and constant communication with all employees.
• Turned around the polyurethane department with process improvements and hiring 2 key additions including a
Polyurethane Specialist.
• Reduced scrap and M&R cost by over $150K through process improvements and upgrading the equipment.
• Took down 60 sections of racking to improve the process flow and increase productivity (packed lines) by 6% - from
350 lines to 371 lines with reduced headcount.
SOUTHERN DIVERSIFIED INDUSTRIES, Baldwin, Mississippi 07/2012 – 10/2012
Manufacturing Consultant
POLYESTER FIBERS, INC., Tupelo, Mississippi 11/2011 –
03/2012
The largest and most flexible manufacturer and distributor of nonwoven materials for the bedding, furniture, industrial, auto, filtration, craft,
and seasonal markets in the United States with customers in North America, Asia and Europe. The company is comprised of five operating
units, operates 10 plants, and two distribution centers, with a world-wide network of hundreds associates and affiliates.
Tupelo Plant Manager
Oversaw a team of 70 associates to include all aspects of manufacturing, engineering, production planning and scheduling,
materials and inventory management, and HR for a 200,000 square foot, non-union facility.
• Saved $50,000 by utilizing scrap fiber versus virgin fiber.
• Implemented a safety process that included, monthly safety training, forming a safety committee, implemented safety
incentives and conducted 6S training.
• Successfully led the transfer of the air filtration product from the Verona plant to the Tupelo on time and within
budget.
MARMON GROUP OF COMPANIES, Chicago, Illinois 08/1989 – 09/2011
Privately held $4 billion manufacturer of electrical, industrial, transportation, and retail products 60% owned by Berkshire Hathaway.
ECOWATER SYSTEMS LLC (EWS), Ripley, Mississippi
Global leading manufacturer of retail water softeners under multiple brands with nearly 300 employees and $115 million in sales.
Plant Manager (02/2002–09/2011)
Led an 18 person team with 190 total resources in all aspects of manufacturing, engineering, production planning and
scheduling, materials and inventory management, accounting, and HR for 200,000 square foot, non-union blow and
injection molding, filament winding, assembly, and distribution facility. Directed quality control programs to facilitate
compliance with stringent product specification and process standards. Devised and executed strategies to improve
processes, team performance, and profitability. Coordinated customer fulfillment and service excellence initiatives. Planned
and managed plant P&L.
• Improved plant safety to earn OSHA Safety & Health Achievement Recognition Program (SHARP) Award.
• Transformed organizational infrastructure, which optimized management oversight for 100,000 square foot plant
expansion to foster water softener production.
• Slashed headcount by nine FTEs by revamping team composition and processes in parts assembly and distribution,
saving $227,000 annually.
• Secured productivity improvements of 4% and 2% in 2009 and 2010, respectively, by unifying and balancing assembly
line operations.
• Instituted stringent statistical process controls and quality checks into production and assembly operations that cut
scrap costs by $87,000 over five years.
• Delivered $1.7 million reduction in inventory costs in 2003 alone stemming from inventory turn increase from 4.7 to
6.5.
• Achieved and sustained 98% or better on-time fulfillment rate six consecutive years.
• Obtained mission-critical ISO 9000 registration in 2005 and completed successful re-certification audits, earning
approved supplier status with Whirlpool and Electrolux.
• Reduced defects 65%, from 25,036 ppm at year-end 2005 to just 8,858 ppm by year-end 2010.
• Leveraged 6S quality methodology to improve processes and performance.
ALBION INDUSTRIES, INC., Albion, Michigan
Manufacturer and distributor of industrial caster and wheel products with $30 million in annual revenue.
Controller & Human Resource Director (08/1989–02/2002)
Selected by company President to direct team of 10 in all facets of financial management, accounting, human resources,
and information systems operations spanning one union shop in Michigan and one non-union facility in Georgia. Oversaw
financial planning, analysis, and reporting. Prepared and presented detailed cost-benefit analyses for capital projects.
Established and managed relationships with partners and financial stakeholders, negotiating terms and conditions of
various agreements. Evaluated opportunities to streamline operations through process improvements and technology
integrations. Coordinated benefit plan administration.
• Captured $140,000 in savings by designing robust make vs. buy analysis tool that improved margins while reducing
headcount requirements.
• Coordinated financial analysis and pro forma forecasting to justify plant expansion project in Georgia, negotiating IRB
terms to obtain lowest interest rate and achieve five year ROI.
• Collaborated with General Manager to perform strategic analysis and due diligence review for the successful
acquisition of Malaysian component parts supplier.
• Led overhaul of information systems department, replacing poor-performing leadership and personnel, implemented
JD Edwards ERP system, and upgraded AS400 platform which increased processing capabilities.
• Formulated marketing strategies and cultivated five new distributor relationships which successfully drove market
expansion.
** ** ** **
Additional experience includes roles as Plant Controller & Cost Accounting Manager for The Thermos Company; as Cost
Accounting Manager for Eclipse, Inc.; as Senior Cost Analyst for Arnold Engineering & FMC Corporation; and as Cost
Accounting Supervisor for Federal Signal Corporation.
EDUCATION & CREDENTIALS
MS, Accounting
Roosevelt University, Chicago, Illinois
BS, Finance
DePaul University, Chicago, Illinois
Certified Public Accountant (CPA) Certificate (Inactive)
University of Illinois – Champaign, Illinois
Professional Development/Skills
Lean Manufacturing Training, Juran Quality Training, Safety, 80/20 Analysis, Process Flow Analysis, Inventory
Management, Financial Analysis – ROI/Payback, Variance Analysis versus Plan & Forecast, Microsoft Office

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RES_Bob_Polcyn_2015

  • 1. ROBERT F. POLCYN 902 Creekwood Drive • Corinth, MS 38834 polcynr@bellsouth.net • 662.397.9811 MANUFACTURING & OPERATIONS LEADER Accomplished operations professional combines Master’s degree with 20+ years of experience in manufacturing, quality, finance, and accounting leadership. Adept at implementing systems and processes to streamline production activities. Well versed in Lean, 6S, and other quality methodologies. Proven success: —Optimizing production capacity, yield, and team productivity. —Fueling process, safety, and quality defect improvements. —Leading capital planning and plant expansion initiatives. —Reducing production and operations costs to drive ROI. ----Formulated marketing strategies and cultivated five new distributor relationships which successfully drove market expansion. Team Leadership • Strategic Planning • OSHA & ISO Compliance • Production & Assembly • P&L Lean Manufacturing Techniques • Strategic Sourcing • Scrap Reduction • Quality Assurance & Control Inventory Management • Training & Mentoring • Cost Accounting • Logistics & Distribution • M&A PROFESSIONAL EXPERIENCE ALBION INDUSTRIES, Newnan, Georgia 10/2012 – 4/2015 Georgia Plant Manager Responsible for the manufacturing, assembly and distribution of a 150,000 square foot facility employing 70 hourly and 16 salary personnel. We manufactured polyurethane wheels along with the assembly and distribution of industrial and commercial casters and wheels. Manufacturing operations included stamping (press – 110T coil fed and 200T hand fed), plasma cutter, welding (automatic & hand), machining (5 CNC’s), open/liquid cast polyurethane wheel process and assembly. Accomplishments include: • Reduced WW Grainger past due lines from 4400 at the beginning of 2013 to 10 lines at the end of April 2014. • Implemented a safety process that included, monthly safety training, forming a safety committee, 6S training and weekly communication meetings. • Kept the plant union free through hands on leadership and constant communication with all employees. • Turned around the polyurethane department with process improvements and hiring 2 key additions including a Polyurethane Specialist. • Reduced scrap and M&R cost by over $150K through process improvements and upgrading the equipment. • Took down 60 sections of racking to improve the process flow and increase productivity (packed lines) by 6% - from 350 lines to 371 lines with reduced headcount. SOUTHERN DIVERSIFIED INDUSTRIES, Baldwin, Mississippi 07/2012 – 10/2012 Manufacturing Consultant POLYESTER FIBERS, INC., Tupelo, Mississippi 11/2011 – 03/2012 The largest and most flexible manufacturer and distributor of nonwoven materials for the bedding, furniture, industrial, auto, filtration, craft, and seasonal markets in the United States with customers in North America, Asia and Europe. The company is comprised of five operating units, operates 10 plants, and two distribution centers, with a world-wide network of hundreds associates and affiliates. Tupelo Plant Manager Oversaw a team of 70 associates to include all aspects of manufacturing, engineering, production planning and scheduling, materials and inventory management, and HR for a 200,000 square foot, non-union facility. • Saved $50,000 by utilizing scrap fiber versus virgin fiber.
  • 2. • Implemented a safety process that included, monthly safety training, forming a safety committee, implemented safety incentives and conducted 6S training. • Successfully led the transfer of the air filtration product from the Verona plant to the Tupelo on time and within budget. MARMON GROUP OF COMPANIES, Chicago, Illinois 08/1989 – 09/2011 Privately held $4 billion manufacturer of electrical, industrial, transportation, and retail products 60% owned by Berkshire Hathaway. ECOWATER SYSTEMS LLC (EWS), Ripley, Mississippi Global leading manufacturer of retail water softeners under multiple brands with nearly 300 employees and $115 million in sales. Plant Manager (02/2002–09/2011) Led an 18 person team with 190 total resources in all aspects of manufacturing, engineering, production planning and scheduling, materials and inventory management, accounting, and HR for 200,000 square foot, non-union blow and injection molding, filament winding, assembly, and distribution facility. Directed quality control programs to facilitate compliance with stringent product specification and process standards. Devised and executed strategies to improve processes, team performance, and profitability. Coordinated customer fulfillment and service excellence initiatives. Planned and managed plant P&L. • Improved plant safety to earn OSHA Safety & Health Achievement Recognition Program (SHARP) Award. • Transformed organizational infrastructure, which optimized management oversight for 100,000 square foot plant expansion to foster water softener production. • Slashed headcount by nine FTEs by revamping team composition and processes in parts assembly and distribution, saving $227,000 annually. • Secured productivity improvements of 4% and 2% in 2009 and 2010, respectively, by unifying and balancing assembly line operations. • Instituted stringent statistical process controls and quality checks into production and assembly operations that cut scrap costs by $87,000 over five years. • Delivered $1.7 million reduction in inventory costs in 2003 alone stemming from inventory turn increase from 4.7 to 6.5. • Achieved and sustained 98% or better on-time fulfillment rate six consecutive years. • Obtained mission-critical ISO 9000 registration in 2005 and completed successful re-certification audits, earning approved supplier status with Whirlpool and Electrolux. • Reduced defects 65%, from 25,036 ppm at year-end 2005 to just 8,858 ppm by year-end 2010. • Leveraged 6S quality methodology to improve processes and performance. ALBION INDUSTRIES, INC., Albion, Michigan Manufacturer and distributor of industrial caster and wheel products with $30 million in annual revenue. Controller & Human Resource Director (08/1989–02/2002) Selected by company President to direct team of 10 in all facets of financial management, accounting, human resources, and information systems operations spanning one union shop in Michigan and one non-union facility in Georgia. Oversaw financial planning, analysis, and reporting. Prepared and presented detailed cost-benefit analyses for capital projects. Established and managed relationships with partners and financial stakeholders, negotiating terms and conditions of various agreements. Evaluated opportunities to streamline operations through process improvements and technology integrations. Coordinated benefit plan administration. • Captured $140,000 in savings by designing robust make vs. buy analysis tool that improved margins while reducing headcount requirements. • Coordinated financial analysis and pro forma forecasting to justify plant expansion project in Georgia, negotiating IRB terms to obtain lowest interest rate and achieve five year ROI. • Collaborated with General Manager to perform strategic analysis and due diligence review for the successful acquisition of Malaysian component parts supplier. • Led overhaul of information systems department, replacing poor-performing leadership and personnel, implemented JD Edwards ERP system, and upgraded AS400 platform which increased processing capabilities. • Formulated marketing strategies and cultivated five new distributor relationships which successfully drove market expansion.
  • 3. ** ** ** ** Additional experience includes roles as Plant Controller & Cost Accounting Manager for The Thermos Company; as Cost Accounting Manager for Eclipse, Inc.; as Senior Cost Analyst for Arnold Engineering & FMC Corporation; and as Cost Accounting Supervisor for Federal Signal Corporation. EDUCATION & CREDENTIALS MS, Accounting Roosevelt University, Chicago, Illinois BS, Finance DePaul University, Chicago, Illinois Certified Public Accountant (CPA) Certificate (Inactive) University of Illinois – Champaign, Illinois Professional Development/Skills Lean Manufacturing Training, Juran Quality Training, Safety, 80/20 Analysis, Process Flow Analysis, Inventory Management, Financial Analysis – ROI/Payback, Variance Analysis versus Plan & Forecast, Microsoft Office