Frank Rzeznikiewicz is an experienced operations executive with a track record of turning around underperforming manufacturing facilities and leading organizations to new levels of profitability, quality, and productivity. He has held senior leadership roles at Fortune 50 companies, where he has led facilities from significant losses to record performance. Rzeznikiewicz has demonstrated success implementing lean processes and driving cost reductions to optimize operations.

1. Frank Rzeznikiewicz
5 Accent Circle, Camp Hill, PA 17011 (717) 695-9770  rzezpaw@comcast.net.
Executive Profile
A Leader of a Fortune 50 Company
Senior Operating/General Manager successful at building corporate value and leading a sophisticated
manufacturing and service organization with P&L responsibility. A strategic visionary with a clear sense of
purpose and urgency when faced with diverse situational challenges during periods of both declining sales
and rapid growth. Leads facilities to new levels of profitability, quality and productivity setting the industry
benchmark for performance. Selected by the most senior management of companies to lead facilities out of
distressful losses to record performance. An articulate communicator and motivator capable of directing and
influencing others to contribute to collaborative endeavors and strategic plans
Demonstrated success record in:
 Leading a facility from a four million dollar annual loss to extreme profitability
 Creating a market that allowed a three hundred percent growth in three years
 Implementation of Lean Business Processes and Manufacturing
 Engaging and empowering employees to the highest job satisfaction scores in the industry
 Being a Visionary and providing guidance to execute a strategic plan
CORE COMPETENCIES
 Lean Business Transition Leader  Financial Turnarounds & Performance Enhancement
 Quality System Creation and ISO standards  Cost Reduction/Containment & Profit Optimization
 Efficiency Innovations & ROI Development  Process Management and Turnaround Management
PROFESSIONAL EXPERIENCE
USSC GROUP, EXTON, PENNSLYVANIA 2016– Present
CHIEF OPERATING OFFICER
Reporting to the President/CEO and serving as an integral member of the Board of Directors, I am responsible for
the development of USSC’s operational management strategy and the development of the organization’s operational
strategic goals. In addition to the strategic components, I am charged with developing and implementing more
sophisticated policies and procedures both in the general operational realms and in the development of a world-class
lean manufacturing facility. I am responsible to ensure that the company has the proper operational controls,
administrative and reporting procedures, and people systems in place to effectively grow the organization and to
ensure financial strength and operating efficiency.
Essential Functions
• Develop a vision for operational excellence supported by an operational strategic plan. This plan should
support rapid growth, improve profitability and exceed customer’s requirements.
• Provide day-to-day leadership and management to an operation’s organization that mirrors the adopted mission
and core values of the company.
• Responsible for the measurement and effectiveness of all processes internal and external. Provide timely,
accurate and complete reports on the operating condition of the company.
• Motivate and lead a high performance management team and provide mentoring as a cornerstone to the
management career development program.

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• Maintain continuous lines of communication, keeping the President/CEO informed of all critical issues.
Oversee, direct, and organize the work of the operations team.
• Promote a culture of high performance and continuous improvement that values learning and a commitment to
quality.
• Mentor and develop staff using a supportive and collaborative approach: assign accountabilities; set objectives;
establish priorities; and monitor and evaluate results.
PARADIGM PRECISION, STUART, FLORIDA 2015 – 2016
DIRECTOR OF QUALITY AND DIRECTOR OF ENGINEERING
Directed the Quality and Engineering Management teams with extensive solution development and deployment
throughout the production and aftermarket value streams. Led the organization to total value stream management
and enhancement systems premised on quality management, process control, lean manufacturing techniques and
continuous improvement. Attained significant improvement in reducing the cost of poor quality. Implemented lean
manufacturing optimization which resulted in double digit productivity increases. Provided methods for enhanced
employee cross training systems and techniques for an empowered workforce that became self-managed and directed.
Developed a visual workplace system that enhanced safety and employee engagement.
PRATT & WHITNEY, MIDDLETOWN, PA 2009 to 2015
GENERAL MANAGER
Led a profit loss organization into profitability in a declining business market. Developed new product lines and
international customers while simultaneously reducing costs by 38%. Improved the cost of poor quality by 71% to a
.8% level and reduced inventory by 46%. Implemented lean single piece flow, self-managed visual cells, standard
work and reduced product lead-times by 40%. Increased turns from 8 to 23 in two years. Improved employee
satisfaction by 32% and eliminated environmental health and safety recordable injuries. Empowered a team of
managers to drive sales increases by 285%. Double-digit productivity increases for five consecutive years. Improved
EBIT by 62% by improvements in lean flow and quality improvement. Responsible for engineering, procurement,
operations, quality, marketing, and sales. Attained UTC’s highest award for quality improvement and continuous
improvement. Received OSHA VPP award.
PRATT & WHITNEY, EAST HARTFORD, CT
PRODUCT DIRECTOR/ DEPUTY GENERAL MANAGER 2007 to 2009
Improved profitability while offsetting demand declines. Significantly reduced costs by increased output, improved
environmental, health, and safety conditions while enhancing employee and customer satisfaction. Strategic
implementation of profit assurance, quality improvements, forecasting and budgetary processes, production
management, cost control, scheduling, and all aspects of manufacturing.
 Improved Scrap, repair, and rework costs by 85% to a .7% cost of sales level
 Reduced environmental, health and safety recordable incidents by 67%
 Improved EBIT by 22% in a reduced volume (34%) environment
PRATT & WHITNEY, EAST HARTFORD, CT
OPERATIONS QUALITY MANAGER 2004 to 2007
Established quality strategies and systems for ensuring that the requirements of the Quality Management System are
put into practice on a permanent basis, as well as the adaptation of the AS9100 and ISO 9000 requirements. Assured
regulatory compliance with zero findings. Responsible for customer relations and tactical execution with Defense
Contract Management Agency (DCMA) and U.S Systems Program Office (SPO).
 Improved the cost of poor quality by 44% and compliance improvement by 88%
 Reduced customer complaints by 55% and increased six sigma processes by 120%
 Reduced environmental and safety recordable incidents by 35%

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PRATT & WHITNEY, EAST HARTFORD, CT
MATURE MILITARY ENGINE QUALITY MANAGER 2003 to 2004
Led a military product and serviceable material organizations to the unprecedented quality results. Primary customer
contact regarding flight safety issues. Established quality clinics for compliance and quality assurance initiatives.
Developed manufacturing corrective action boards to develop strategic plans for improvement.
 Implemented an immediate problem resolution organization for mature military engine programs.
 Reduced nonconformance activity by 35% and improved cost of poor quality by 42%
PRATT & WHITNEY, EAST HARTFORD, CT
OTHER EXPERIENCE (Prior to 2003)
International Supplier Quality Manager, Lean Manufacturing Manager, Assembly and Test Engineering Manager,
Production Manager, Teacher (Hartford Technical Institute), Deputy Mayor Town of Vernon, CT
EDUCATION
Masterof Business Management, 2006 (4.0 GPA) Albertus Magnus New Haven, CT
Bachelor of Science in Business Management, (3.85 GPA) 2004, Albertus Magnus New Haven, CT
PROFESSIONAL DEVELOPMENT
ASQC Certified Quality Engineer, Auditor, and Manager
Lean Manufacturing Certified
State licensed tool and die maker
Federal Aviation Administration Airworthiness Representative
Six Sigma / Process Certification Leader
State of CT Education Certification
AWARDS
American Society for Quality Control Leadership Award for valuable contribution in process control
Finalist for the Rochester Institute of Technology Annual Quality Award
Pratt and Whitney Leadership Awards for Quality, Employee Engagement, Productivity & Process
Improvement
OSHA Voluntary Participation Star Program Award
United Technologies Achieving Competitive Excellence Gold Award