"We are a woman-owned business, with women in a lot of key positions," Jorgenson-Osiecki said. She came to the company in 2006 in an emergency situation, when the company discovered that an employee had embezzled money. Her father, sister, brother and husband were already working at Plastic Parts.
At first, she didn't have a title. But after she put the company's finances back in order, she discovered other management systems needed attention.
"I wasn't even sure I was going to stay. But I started to see things that I could help improve. We changed the accounting systems, and we started to do some office automation," she said. "I worked in big companies for 25 years. I started to see that working in a small company had significant benefits."
Plastic Parts has 42 employees, working three shifts, five days a week in a 44,000-square-foot plant. It has 15 injection molding machines with clamping forces ranging from 55-500 tons. Plastics News estimates the company's annual sales at $7 million.
"We're kind of in a big growth spurt right now, with a large number of new customers and a large number of new tools," Jorgenson-Osiecki said. "Dollar-wise, it's going to be 20-25 percent growth in sales.
"We're not a commodity molder. Our customers ask us to do complicated things," like insert molding and overmolding, she said.
Key markets include transportation and heavy equipment, gears, motor components, plumbing/HVAC/appliances, outdoor power equipment and lawn and garden.
Jorgenson-Osiecki talks passionately about the importance of manufacturing to the economy.
"Manufacturing is the key to our economy in general. We can't be flipping each other's burgers," she said. "We've stuck with it through different economic cycles, and we have a good economic cycle right now. But that doesn't mean if the economic cycle goes bad that we're going to throw in the towel. We, as Americans, need to know how to make things.
"The fact is that this is a great industry," Jorgenson-Osiecki said. "My dad saw plastics as the material of the future, and it truly was."
While she has the CEO title, Jorgenson-Osiecki said the company has a collaborative approach to management. In addition to Jill and Sheri, brother Jeffrey is general manager. In conversations with the siblings, they all chime in with stories and information. Sometimes they even finish each other's sentences.
"It's not just run by Sheri, Jeff and I. We set the tone and we establish what we want to do here and the culture and so forth, and then we allow our managers to do what they do best," Jorgenson-Osiecki said.
Hiring and developing employees is a challenge.
"We have higher turnover in entry-level positions than we do in higher-level positions. But we do try to develop people from the ground up," she said. "We are a woman-owned business, and believe it or not, all three of our shift supervisors are women, and we have a lot of women in key areas, and they were trained from operators."
Does she think that being a woman-owned business made the company more open to promoting women to key roles?