Toll Manufacturing Minute with CPS: Building Operational Excellence with COO Ken Zrebiec

TL; DR

CPS COO Ken Zrebiec is strengthening operations by bringing structure, clear communication, and a safety-first culture to Custom Processing Services. His initiatives — like daily alignment meetings, improved scheduling, and expanded training — are helping CPS deliver even greater consistency, reliability, and innovation. For customers, that means on-time performance, compliant processes, and long-term value across a range of industries.

Manufacturers in pharmaceuticals, food, nutraceuticals, and other industries depend on toll processors for one thing above all: consistency. Even the most advanced formulation or product launch can be derailed by missed deadlines, poor throughput, or compliance lapses.

That’s why CPS welcomed Ken Zrebiec as Chief Operating Officer. With more than 30 years of operational leadership in major industries, Zrebiec is helping CPS build stronger processes, smarter communication systems, and a training culture where consistency drives customer value.

Marketing Team Coordinator Jen Lepore sat down with Ken to discuss his experience and how it’s shaping his vision and goals for CPS. Here are key details we captured from the podcast episode.

From Chemicals to Pharma: A Career Built on Structure

Zrebiec’s career path provides an uncommon mix of perspectives:

• Specialty Chemicals: Engineering and production management in both batch and continuous operations
• Pharmaceuticals: Oversight of active pharmaceutical ingredients (APIs), supply chains, and regulatory-driven manufacturing
• Project Management: Leadership of cross-functional initiatives requiring accountability and precise execution

Ken sees it this way:

“With CPS serving such a diverse customer portfolio, the chance to bring together my pharmaceutical and chemical background in a structured manufacturing environment was a natural fit.”

Leadership Philosophy: Shared Vision + Clear Communication

In industries where a small misstep can lead to major setbacks, Zrebiec emphasizes the importance of alignment. His philosophy centers on:

• Shared Vision of teams working toward the same goals
• Clarity with objectives broken down into actionable steps
• Built-in Accountability that holds everyone to the highest CPS standards, driving measurable progress

His communication focus is intentional as it sets the team up for success; employees know what to do and why it matters. It fosters stronger buy-in and faster execution, both of which directly improve customer outcomes.

Turning Strategy Into Action: What’s New at CPS

Since joining CPS, Ken has focused on converting his philosophy into daily practice. Among the first initiatives:

• Tiered daily meetings wherein teams across manufacturing, scheduling, and quality review what went right, what went wrong, and what needs correction. This fast feedback loop keeps projects moving smoothly
• Expanded scheduling visibility from weekly and monthly horizons, so the CPS team can see the big picture, anticipate bottlenecks, better align resources, and consistently meet delivery commitments
• Cross-functional collaboration that brings representatives from different departments into the same conversations to eliminate silos, leverage expertise, and strengthens handoffs

Safety & Compliance: More Than a Requirement

In toll processing, safety, quality, and compliance are often considered table stakes. For Zrebiec, they are also the cultural foundation that makes growth and innovation possible:

• Safety First: Protecting employees ensures continuity and reduces risk
• Compliance as Culture: Strong regulatory programs build audit-ready processes that customers can trust
• Quality as Differentiator: Delivering reliable, specification-meeting output creates long-term partnerships

Preparing for the Future: Training & Innovation

Zrebiec knows that long-term growth requires investing in both people and processes. His forward-looking initiatives include:

• Employee Training Programs: Expanded onboarding and ongoing education ensure every team member is equipped to communicate clearly, solve problems, and perform consistently
• Innovation Pipeline: CPS is actively exploring technologies that will enhance processing capabilities, expand service offerings, and help customers with complex applications

This combination of workforce development and technology adoption positions CPS as a partner capable of growing alongside its customers.

For CPS customers, Ken’s leadership translates into direct benefits:

• Stronger performance against delivery commitments
• Improved throughput and reduced downtime
• Audit-ready compliance programs and quality systems
• A proactive toll processing partner invested in continuous improvement

Beyond the Plant: Leadership in the Community

Zrebiec’s leadership philosophy doesn’t stop at CPS. He has long been active in organizations such as the Boy Scouts and the Society of Chemical Manufacturers & Affiliates (SOCMA). These experiences reinforce the importance of collaboration, mentoring, and shared goals — lessons he brings back into the workplace.

By encouraging differing perspectives and open communication, Ken ensures CPS remains adaptable, innovative, and resilient.

Reach out to connect with Ken or to learn more about how the CPS team, services, and solutions support your next product run.

🔑 Key Takeaways

• Who: Ken Zrebiec, Chief Operating Officer, Custom Processing Services (CPS)
• Background: 30+ years in specialty chemicals and pharmaceuticals (engineering, operations, supply chain, project management)
• Leadership Focus: Structure, shared vision, clear communication, accountability
• Core Values: Safety, quality, and compliance as cultural foundations for productivity and innovation