Patrick Addonizio Email & Phone Number

METAL IMPROVEMENT COMPANY, BENSALEM, PAA business unit of Curtiss-Wright Surface Technologies PRODUCTION MANAGER, BENSALEM FINISHING 2006 TO PRESENT All manufacturing responsibility for this NADCAP approved division which supplies metal finishing services to the aerospace industry. Twenty-one direct reports covering line operations, paint department/clean room, quality, EH&S, engineering, customer service, and shipping/receiving. Specific accomplishments include:o Increased sales: Sales in 2005 were $2.1MM, since my arrival in 2006 we’ve averaged $3.7MM.o Streamlined operations to achieve smooth flow of product and elimination of production bottlenecks. o Predictable and reliable delivery performance. Reduced lead-times from 21 days to 5-7days. o Dramatically improved customer relations with our customers (Boeing, Lockheed Martin, Remmele Engineering, Sikorsky, Ashley, and L-3 Communications. o Responsible for reducing NCR’s by 50% from 2010 to 2011. o Managed the implementation of Lean Manufacturing /6S Concepts for the entire facility including continuous improvement monthly projects.

ERASTEEL, INC. - BOONTON, NJ NOVEMBER 1998 – 2006OPERATIONS MANAGERResponsible for managing all manufacturing operations in accordance with approved procedures for the world’s largest high-speed steel company and construction cutting tools with North American sales in excess of $35M.o Directing & scheduling operations of a high speed manufacturing facility encompassing line supervisors and 50 production employees. o Utilize Customer Link Commercialization to manage key accounts ensuring the highest level of products and services, and maintaining a better than 95% overall on-time delivery performance.o Demonstrate strong ability to analyze areas of inefficiency, initiate change, execute plans, and drive increased productivity, by reducing non-value added steps that increased profit marginso Lead project teams focused on the implementation of Lean manufacturing, 5S systems, and Kanban resulting in reduction in lead-times, as well as work-in-process and raw material inventories. o Track customer metrics for customer care including complaints, shipping issues, CAR's, and product improvement. o Manage all production planning, scheduling, inventory control, and ordering of consumables to ensure project milestones are achieved.o Implement ISO procedures for all plant manufacturing in accordance with company goals and deadlines.

ALLIEDSIGNAL AMORPHOUS METALS (HONEYWELL AS OF 2000) - PARSIPPANY, NJ PRODUCTION MANAGER, ELECTRONIC COMPONENTS (1994-1998)Responsible for the management of all manufacturing operations for Metglas magnetic components business with annual sales of $20M.o Managed three departments with a total of 65 technicians and operator.o Designed and implemented manufacturing strategy to increase production and testing process from 100,000 to 1.4M units per month. o Managed transfer of intellectual property for new start-up facility in India (UAML). o Led team that increased slitting operations in both yields and machine uptime. o Initiated implementation of material pretesting procedure, which increased yield by 11.5% resulting in 100% on-time deliveries and reduction of lead-times by 2 weeks. o Drove team that improved yield, productivity, and repeatability in the testing and quality control departments. o Set-up ISO-9000 procedures for production and testing departments. Resulted in organization readiness to be ISO qualified in less than 1 year. o Reduced manufacturing cycle time for electronic components from 57 days to 17 days by working on teams with sales, manufacturing and marketing. o Increased first pass yield for magnetic components from 68% to 84%.PRODUCTION SUPERVISOR, ELECTRONIC CORE MANUFACTURING(1991 - 1994) Responsible for daily supervisory duties and working as a team leader to improve capacity, productivity and rolled throughput yield in an industry doubling annually. Set all production requirements based on sales forecast and revenue goals.o Maintained 95% winding yield maximizing daily throughput when responsible for the operation of the winding machines. o Reduced lead-times and costs by 10% by forming teams, streamlining operations, recruiting, training and motivating employees which increased customer satisfaction. o Met all production goals and objectives on a monthly basis.