Manufacturing requires an equal balance of People, Assets, and Processes. Many times manufacturing professionals spend much of their time on the latter two. Focusing on recruiting, retaining and developing talent is critical for the long term success of an organization.

1. Manufacturing Leadership
The importance and potential of effective people
management
Pablo Cussatti – VP Supply Chain
Operations West

2. The Manufacturing Agenda
2

3. The Manufacturing Agenda
• Manufacturing is an equal balance of the right
people, assets, and process
• Effectively building an World Class
Manufacturing Team is the key to any plants
success.
3

4. The People Challenge
• Define the leadership profile for the Manufacturing
organization
• Diversity – Leading for the future.
• Build the Bench – assuring the right mix of talent on the team
• Strengthen existing team – Create processes to constantly
calibrate against the leadership model (not just the results,
but the how as well)
• Retaining talent in the organization – Rewarding through
increasing responsibility
4

5. The Perfect Manufacturing Leader
5
The Engineer The Leader

6. Getting the right balance
• Balance functional capability and leadership
capability
• We all want someone who can get our plants
back up and running, but that might not be
the right person to run the plant
• The challenge – Assuring the right leaders are
in place may not always mean advancing our
best technical people. But we need to assure
our technical talent are valued as well.
6

7. Dean Standard Leadership Model
7
• Results Orientation
• Leading Change
• Innovation and
Continuous
Improvement
• Organization-wide
Perspective
• Strategic Thinking
• Problem Solving and
Decision Making
• Leading Talent
• Communicating
Effectively
• Fostering Teamwork
• Accountability
• Flexibility and Adaptability
• Passion for Learning Guiding
Principles
Integrity
Company-wide POV
Excellence
Communication
Personal
Responsibility
Personal
Leadership
Thought
Leadership
Executional
Leadership
Team
Leadership
Technical
Competency
• Technical Expertise
• Work Standards
• Ability to simplify

8. 8
FunctionalCapability
LeadershipCapability
Senior Leader or Executive (e.g. VP, SVP, EVP):
A Senior Leader or Executive has at least one Senior Manager or Leader
reporting to them, and has accountability for shaping and/or driving a
function, platform or Dean-wide initiative
Senior Manager or Leader (e.g. Sr. Manager, Director):
A Senior Manager or Leader has at least one Manager/Supervisor
reporting to them
Individual Contributor (e.g. Specialist, Generalist, Analyst):
An Individual Contributor is a member of a group or team and neither
supervises nor is solely accountable for a process.
Manager or Supervisor (e.g. Plant, Sales, HR Manager):
A Manager or Supervisor has direct accountability for people and/or
processes

9. Leaders are made, they are not born. They are made
by hard effort, which is the price which all of us must
pay to achieve any goal that is worthwhile.
- Vince Lombardi
9

10. Summary of the Leadership Profile
• Defines the objectives of what you look for in
a leader in your organization
• Creates a consistent message when calibrating
your team on what they need to work on
• Eliminates the vague “leadership” reviews
10

11. DIVERSITY-
11
“It were not best that we should all think alike; it is
difference of opinion that makes horse races.”
Mark Twain

12. Diversity
• Female Gap
– Over 50% of college recruits are female
– Availability of Manufacturing Pros are on
decline
– Need to be cognizant of current environment
• Latinos
– How many folks in your plants speak Spanish
exclusively?
– When you walk into the plants, do the frontline
faces look like the management faces?
• Experience
– Rookie – “Fresh perspective”
– Veteran – “Understands our business”
– Outside Pro – “Expertise we don’t possess”
12
Setting an example is not
the main means of
influencing another, it is
the only means.
- Albert Einstein

13. The Female Gap
• From 1970 to 2010 the
percentage of females
enrolling in college went from
36% to 58%. *
• Female percentage of the
workforce during the “Great
Recession” has risen to 50%!
• Manufacturing is trailing the
trend.
13

14. 14
6.4
9.0
12.5
15.5
17.8
20.1
22.3
24.4
4.7
1970 1980 1990 2000 2010* 2020* 2030* 2040* 2050*
Percent Hispanic of the Total Population in
the United States: 1970 to 2050
*Projected Population as of July 1
ProjectionsCensus
Source: U.S. Census Bureau, 1970, 1980, 1990, and 2000 Decennial Censuses; Population Projections, July 1, 2010 to July 1, 2050

15. Assuring Inclusion
• If you are to recruit the best talent, you must be
inclusive
– You will not have the best talent if you exclude 50% of the
population
• Inclusivity must be more than the interview process
– Exclusion is not always cognizant
• You must create a supportive culture
– Train leadership to be prepared
– Be open to understanding issues
• Candidates should be chosen on capabilities
– Diversity cannot be seen as a pass
15

16. 16
It is not the strongest of
the species that survives,
nor the most intelligent
that survives. It is the one
that is the most
adaptable to change.
- Charles Darwin

17. DIVERSITY - BUILDING THE BENCH
17

18. Building the Bench
18
High potential internal
candidates
Experienced Players
from the Outside
College Recruits

19. Building the Bench
• Veterans
– Identifying and growing current bench
• Communicate to the others gaps and how to get on the
bench
• Don’t forget the frontline
• Rookies
– Campus Hire programs
• Free Agents
– Getting the right candidate
19

20. Building the Bench – The Veteran
Internal People Planning
• Communicate the leadership model
• Let’s your team know you care about
their career development
• Develop action plans to help team
grow their careers
• Proactive approach to assure your
position slates are identified before
you have an opening
20
High potential internal
candidates

21. Why it’s important
How to Keep Your Best
Executives – Wall Street
Journal
• “The executives we surveyed
ranked opportunities to work
on challenging tasks and to take
on more responsibility higher
than any other factor in career
satisfaction.”
• WSJ October 29th 2009
21

22. Building the Bench – The Veteran
Frontline Development Program
• Allows you to tap into a larger pool of talent
• Great pool for “contributes in place”
personnel
• High retention rate of folks who move up
from frontline
• High level of internal knowledge of process
and culture
• Watch outs
– Give feedback to those that apply
– Disciplined interview process to validate
leadership capability
22
High potential internal
candidates

23. Building the Bench – The Veteran
What they expect
• Understand the
expectations
• Spend time thinking about
their career desires
• Plan and support to get to
the next level
• Treated fairly compared to
new hires
23
How we deliver
• Define the leadership
profile
• Robust People Planning
process
• Individual Development
Plans
• Openly available salary
ranges

24. Building the Bench – The Rookie
Robust College Recruiting
• Train recruits in your culture and
process from the ground up
• No “pre-defined” views of how
things should work
• Great perspective from a fresh set of
eyes
• Your leadership for tomorrow.
24
College Recruits

25. Fundamentals – Supervisory Skills Training, Continuous Improvement Training, Metrics and Measures Training, SOP Development
Project Assignments – Each phase of the training should have a project and report out required to Senior Management
Building the Bench – The Rookie
• Training for Success
– College recruit programs must be more than a week of on boarding
25
On Boarding
1 Month
• Plant Tour
• Intro to Lab
• Intro to
Maintenance
• Plant Floor
Shadowing
• Warehouse
Shadowing
• Sales Call
• Route Ride
with Driver
Lab Training
2 Months
• Basic Lab Testing
• Testing incoming raw
materials
• Line checks
• Micros
• CI Process
Maintenance Training
2 Months
• Shadow Line positions
• Production Metrics
• Line Efficiency
• Processing Fundamentals
• PM System Basics
• Maintenance Planning and
Scheduling
• Skill set training
• CI Process
Warehouse Training
2 Months
• Service Metrics
• Fundamentals of the order
• Order Picking
• Warehouse layouts
• Route Rides
• CI Process
SkillsLearned

26. Building the Bench – The Rookie
26
*Leadership
Skills
*Technical
Skills
Management
Skills
Year 1 Year 1 - 4 Year 6 - 8 Year 8 - 12
Functional
Leadership
Year 4 - 6
• Quality Control
Supervisor
• Maintenance
Supervisor
• Production
Supervisor
• Cooler Supervisor
• Plant Department
Manager
- Production
- Cooler Manager
- Quality
- Main. Manager
- Chief Engineer
• Network Ops
Analyst
• CI Manager
• Engineering
Manager
• HQ project roles
in Engineering
and Supply Chain
• Plant Designate
• Management
Trainee
• Plant Manager
Plant
Manager
Basic
Operations
Skills
Accelerated
Time Frame
Career
Placement
Experience
Gained
Position Titles
• Operations-
Specific
Functional
Skills
• Team
Management
• Broad
leadership and
technical
management
• Broad
leadership and
influence
management
• Complex field
operational
role or national
initiative role
• Learning the
Dairy
Foundation
Skill Set
Acquired
• Supply Chain
Associate
• Written SOP
and developed
sustainment
process
• Competent of
performing each
QC, Prod, Maint,
and Whse
Frontline
Function
• GMP
• Datastream
• PM Process
• Frontline
development and
coaching
• Continuous
Improvement
Process
• FTE Mgmt.
• Proven Frontline
Leadership
• Supervisor
development
and coaching
• Cost Mgmt.
• Capital Mgmt.
• Multi-
departmental
leadership
• Subject matter
expert
• Develop
Customer Focus
• Develop
Leaders
• Drive Business
Results
• Creates
Organizational
Impact
• Simplify the
Agenda
Director
Year 12+
• Ops Director
• Engineering
Director
• QA Director
• Director PMO
• CI Director
• Strategic
Management
• Define
Strategy
• Tactical
deployment of
strategy
• Development
of Executives
Need to show them the path to success!

27. Building the Bench – The Rookie
What they expect
• Well developed training
and on-boarding plan
• Access to executive
management
• Career path for future
development
• Reward and recognition
27
How we deliver
• Campus Hire
development program
• On boarding Project
presentations
• Structure path to
executive management
• Campus reunion events

28. Building the Bench – The Free Agent
Benefits
• Quickly bring knowledge and experience in that
your team currently does not possess
• Proven leadership in similar roles
• Can be a catalyst to Change Leadership
• Has seen the end game
Watch outs
• Needs to learn culture, process and reporting
systems
• May create strife in local ranks
• May try to change culture instead of processes
• “The grass is always greener”
• High cost of entry
28
Experienced Players
from the Outside

29. Building the Bench – The Free Agent
Minimizing the Risk
Identifying candidates
• Stretch internals with known
potential
– Better message for the organization
• Go with someone you know
– You already know their potential
and experience
• Define the experience requirements
– Dairy, Batch, High speed packaging,
– DSD, Warehouse Delivery,
– Continuous Improvement, Six
Sigma, TPM,
– Plant Management, Multi Plant,
Direct, Indirect
29
The Interview
• Validate their experience meets your
needs
• Stay away from standard interview
questions
– These candidates have probably been
coached
• Look for results along with
accountabilities
• Ask for specific examples (names and
position) and dig
– Ask follow-up questions
• Interview more than once, the second
time with someone else
It’s still a 50/50 shot!

30. Building the Bench – The Free Agent
On Boarding Plan
• 90 Days before the investment pays back
• Make sure in the first 90 days they can
learn:
– Metrics and reporting systems
• Don’t have them struggle to search for data while
trying to acclimate to a new culture
– Cadence of Management
– Capability of their team
– Full knowledge of how the organization
works
• Think outside your box
– Shadow the best
• They must own their 90 day plan
30

31. RETAINING TALENT IN YOUR
ORGANIZATION
Calibrate, calibrate, calibrate
31

32. Define the call (their stretch potential)
32
Abbreviated
Designation
Definition Description
TN Too New to Determine This employee has been with Dean Foods for less than six
months (regardless of time in position).
R Redirect Not demonstrating leadership nor achieving results consistently
Is or needs to be placed on performance plan
Redirect or move out if not improved in 90 days
IN Improvement
Necessary
This employee has not been able to either a) achieve results or b)
demonstrate leadership ability in a consistent manner and needs
to improve in either area before the next people planning review
session.
CiP Contributes in Place This employee demonstrates the ability to achieve results
consistently.
Not on slate for larger roles at present.
SP Strong Performer Experienced subject matter expert. Significant contributor to the
profession. Difficult and costly to replace. Demonstrates ability to
learn and grow into a broader functional role.
P1 or P2 Promotable This employee demonstrates exceptional ability to lead others
and drive results and has the potential of advancing one or more
levels in the future.

33. 33
Sally Silo
Plant Manager
Charlie Caser
Operations Manager
SP
Hank Hammer
Maintenance Manager
SP
Harry Hook
Production Supervisor
CiP
Rachel Resin
Production Supervisor
CiP
William Wrench
Maintenance Supervisor
P1
Mark Moo
QA Manager
IN
Present the teams
Focus on the Red, Blues and Greens
Call out Diversity, Degrees and Campus Recruits (the rookies)

34. Communicate and calibrate with the team
their call
• Identify opportunities and
strengths focused around the
leadership model
• Identify the “one big thing”
that person needs to do to
improve
• Calibrate at the presentation
• Communicate with team
member individually and
develop an action plan to
improve
• Calibrate constantly
34

35. Isn’t this HR’s job?
35
• Who is best to define the capability
of your team?
• Who do you think has more influence
in your career, your boss or HR?
• Does any career discussion with HR
sound like something you want to
do?

36. People Planning Summary
• Creates a fair and open process for determining who
gets promotions
– Eliminates the perception of backroom deals and favorites
• Allows internal candidates to understand what they
need to do to get to the next level
– They now have control of their careers
• Reduces the perception that the only way to advance
is to go to another company
– Can see how to get there
36

37. GREAT, WE DON’T DO THAT, WHAT
DO I DO?
37

38. Self Evaluate
38
Article from Nov. 8th Bloomberg Business Week
Three Types of People to Fire Immediately
Want a more innovative company? Get rid of these folks.
Today
Three Types:
1. Victims
2. Non believers
3. Know-it-alls
Don’t be one of the three types!

39. Ask for Feedback
39
• Tips on getting great feedback
– Respect:
• “Next week, I’d like to talk about …”
– Candor:
• “How would you rank me on …”
– Sincerity:
• “Don’t sugarcoat it … I want to improve”
– Follow-up:
• “Two months ago, we talked about…”

40. The “One on One”
• Once per month with each Direct Report
• Dedicate 1 hour for them to review their
results, project updates, etc.
– Undivided attention
– Don’t answer phone, don’t review emails
• Calibrate on performance
• Congratulate good performance and calibrate
on expectations
• Give and receive feedback
40

41. The People Challenge
• Define the leadership profile for the Manufacturing
organization
• Diversity – Leading for the future.
• Build the Bench – assuring the right mix of talent on the team
• Strengthen existing team - Create processes to constantly
calibrate against the leadership model (not just the results,
but the how as well)
• Retaining talent in the organization – Rewarding through
increasing responsibility
41

42. QUESTIONS?
42