A representative overview of my expertise and key results delivered by teams I have led. Three situations are highlighted with a defined problem, action plan and results.
Leading with Respect: Standard Work for Frontline LeadersKaiNexus
Recording: https://info.kainexus.com/continuous-improvement/continuous-improvement-leadership/standard-work-for-frontline-leaders/webinar/signup
Presented by
Jen Ashley, Care Center Site Supervisor for Practice Design
Didier Rabino, Client Advisor for Value Capture
Leader standard work is an essential component in a lean environment. The fact is that using lean with processes without changing leadership principles and practices never goes well. Consequently, when leaders stick to their old ways the new lean processes will eventually break.
Didier Rabino, Client Advisor at Value Capture and Jennifer Ashley, Site Supervisor Sutter Health will discuss “Leading with Respect: Standard Work for Frontline Leaders." They will share the concepts of frontline leader standard work and their practical applications.
Learning Objectives:
Explain the frontline leader's role and responsibilities
Define processes and tools to support the frontline leader’s SW
Despite Learning measurement frameworks like Kirkpatrick and Philips ROI that have been around for so many years, defining meaningful measures still continues to be a big challenge for L&D. ‘E’ has become the most ignored in ADDIE.
We talk to an experienced panel about the unsatisfactory current state and what needs to be done to improve the importance, visibility and value of measuring Learning effectiveness in the real world. We focus on how to collect actionable insights about learning effectiveness: not only seeking to answer, did learning achieve the desired or intended result, but also why/why not.
Why could this presentation be relevant for you?
IF you have: - duplications in your organisation
-unclear processes
-unclear responsibilities Or: - It is not clearly defined, who your internal consumers are - What are the real added value activies? - You do not exactly know how measure the effectiveness?
Leading with Respect: Standard Work for Frontline LeadersKaiNexus
Recording: https://info.kainexus.com/continuous-improvement/continuous-improvement-leadership/standard-work-for-frontline-leaders/webinar/signup
Presented by
Jen Ashley, Care Center Site Supervisor for Practice Design
Didier Rabino, Client Advisor for Value Capture
Leader standard work is an essential component in a lean environment. The fact is that using lean with processes without changing leadership principles and practices never goes well. Consequently, when leaders stick to their old ways the new lean processes will eventually break.
Didier Rabino, Client Advisor at Value Capture and Jennifer Ashley, Site Supervisor Sutter Health will discuss “Leading with Respect: Standard Work for Frontline Leaders." They will share the concepts of frontline leader standard work and their practical applications.
Learning Objectives:
Explain the frontline leader's role and responsibilities
Define processes and tools to support the frontline leader’s SW
Despite Learning measurement frameworks like Kirkpatrick and Philips ROI that have been around for so many years, defining meaningful measures still continues to be a big challenge for L&D. ‘E’ has become the most ignored in ADDIE.
We talk to an experienced panel about the unsatisfactory current state and what needs to be done to improve the importance, visibility and value of measuring Learning effectiveness in the real world. We focus on how to collect actionable insights about learning effectiveness: not only seeking to answer, did learning achieve the desired or intended result, but also why/why not.
Why could this presentation be relevant for you?
IF you have: - duplications in your organisation
-unclear processes
-unclear responsibilities Or: - It is not clearly defined, who your internal consumers are - What are the real added value activies? - You do not exactly know how measure the effectiveness?
Journey to a Lean Enterprise: New FrontiersTKMG, Inc.
Recorded webinar: http://slidesha.re/1fqHvei
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is material from a webinar regarding the problem with tools-centric approaches to Lean transformation, and where the opportunities lie for a more successful journey.
Over the past two years we've begun to learn more deeply about what REALLY makes the Toyota Production System tick. We've learned that, while tools are necessary, they are not sufficient for creating a Lean enterprise. Leadership, culture, and problem-solving proficiency are common missing links that slow organizational transformation, creating the need to build new skills.
This presentation was done at the MD&M West Conference in Anaheim, CA on 2/11/15. In it, we explain why most lean programs fail to produce lasting results, why a lean transformation model should be based on Key Process Indicators (KPI) and Key Behavioral Indicators (KBI), how strategy deployment and A-3 thinking can be used to cascade metrics and goals down to the front lines, and how to operationalize lean daily management and daily Kaizen using A-3 and the Improvement Kata
Power Your PMO with the Adaptive Enterprise Stephen Parry
Business is evolving. Today’s customer expects an instant response to their demands. Today’s executive expects the PMO to deliver with unprecedented speed and accuracy. The name of the game is adaptability – not predictability.
Annual planning and cumbersome project lifecycles are no longer enough to meet these challenges. A new mindset is needed – one that enables the PMO to constantly evaluate and innovate as opportunities emerge, adding business value beyond tasks and processes.
Join this webinar with internationally renowned Author, Keynote Speaker and Change Architect, Stephen Parry at Lloyd Parry International and Carina Hatfield CPA, Senior Product Manager at Planview, to explore:
How to create an adaptive PMO that flexes to the speed of change
How to build a PMO that is responsive to the business need
How to promote executive confidence, even in times of uncertainty
How to create budgets, plans and resource maps that deliver the strategy but respond to the reality
How to partner with the business and become an Enterprise PMO
OAN Strategic Planning and Transformation Webinar - Eugene NzeyimanaSSCG Consulting
Creating a strategic plan is a key part of planning for growth and all executives and business leaders know that strategy is important for sustainable growth and long term success. But almost all also find it scary, because it forces them to confront a future they can only guess at and predict. Choosing a strategy entails making decisions that explicitly cut off possibilities and options. In fact, if you are entirely comfortable with your strategy, there’s a strong chance it isn’t very good. You’re probably stuck in one or more traps inhibiting your business. A strategic plan helps prepare a realistic vision for the future of your business and maximise your potential for successful business growth. Business leaders and entrepreneurs should not confuse strategic planning with business planning.
Journey to a Lean Enterprise: New FrontiersTKMG, Inc.
Recorded webinar: http://slidesha.re/1fqHvei
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is material from a webinar regarding the problem with tools-centric approaches to Lean transformation, and where the opportunities lie for a more successful journey.
Over the past two years we've begun to learn more deeply about what REALLY makes the Toyota Production System tick. We've learned that, while tools are necessary, they are not sufficient for creating a Lean enterprise. Leadership, culture, and problem-solving proficiency are common missing links that slow organizational transformation, creating the need to build new skills.
This presentation was done at the MD&M West Conference in Anaheim, CA on 2/11/15. In it, we explain why most lean programs fail to produce lasting results, why a lean transformation model should be based on Key Process Indicators (KPI) and Key Behavioral Indicators (KBI), how strategy deployment and A-3 thinking can be used to cascade metrics and goals down to the front lines, and how to operationalize lean daily management and daily Kaizen using A-3 and the Improvement Kata
Power Your PMO with the Adaptive Enterprise Stephen Parry
Business is evolving. Today’s customer expects an instant response to their demands. Today’s executive expects the PMO to deliver with unprecedented speed and accuracy. The name of the game is adaptability – not predictability.
Annual planning and cumbersome project lifecycles are no longer enough to meet these challenges. A new mindset is needed – one that enables the PMO to constantly evaluate and innovate as opportunities emerge, adding business value beyond tasks and processes.
Join this webinar with internationally renowned Author, Keynote Speaker and Change Architect, Stephen Parry at Lloyd Parry International and Carina Hatfield CPA, Senior Product Manager at Planview, to explore:
How to create an adaptive PMO that flexes to the speed of change
How to build a PMO that is responsive to the business need
How to promote executive confidence, even in times of uncertainty
How to create budgets, plans and resource maps that deliver the strategy but respond to the reality
How to partner with the business and become an Enterprise PMO
OAN Strategic Planning and Transformation Webinar - Eugene NzeyimanaSSCG Consulting
Creating a strategic plan is a key part of planning for growth and all executives and business leaders know that strategy is important for sustainable growth and long term success. But almost all also find it scary, because it forces them to confront a future they can only guess at and predict. Choosing a strategy entails making decisions that explicitly cut off possibilities and options. In fact, if you are entirely comfortable with your strategy, there’s a strong chance it isn’t very good. You’re probably stuck in one or more traps inhibiting your business. A strategic plan helps prepare a realistic vision for the future of your business and maximise your potential for successful business growth. Business leaders and entrepreneurs should not confuse strategic planning with business planning.
La administración del Royal Albert Hall confía en las radios Motorola Solutions para ofrecer alta calidad de funcionamiento constante en espectáculos nocturnos
Brand: Digisol
Model: DIGISOL Wireless Access Point DG-WA3002NP
Description:
DIGISOL Wireless Access Point DG-WA3002NP enables communication between wireless and wired notebooks/desktop computers in the network. It complies with IEEE 802.11n standard and is backward compatible with IEEE 802.11b/g standard. The DG-WA3002NP wireless Access Point can provide wireless data transmission rate up to 300Mbps which enhances the sharing of files, photo, audio, video and gaming experience over wireless network. DG-WA3002NP supports PoE, which helps in easy installation by eliminating the need of a dedicated power source for the Access Point.
Thales Learning & Development Customer Open Day 23rd May 2014Jenny Mudd
How many Thales Learning & Development customers does it take to build a bridge?
We found out the answer to that question last Friday when we held an open day event at our learning centre.
We showcased some of our latest L&D interventions, including leadership games, videos of our experiential learning, what’s new in Microsoft Office 2013 and how project management can be applied in unexpected scenarios. It was a really fun day for us, and we’ve had lots of positive feedback already. The cupcakes didn’t go down too badly either!
If you’d like to be informed about future events, email hellomarketing@thalesgroup.com
A presentation exploring ratings in performance management, prepared for and presented at the 2015 UK Annual E-Reward Conference. Were my predictions correct and is there still a debate to be had?
The world has changed dramatically since LEAN and Six Sigma were popularized in the early 1990′s. Globalization, product proliferation, information technology, intense competition, and an activist regulatory environment have contributed to a rapid rise in complexity. As a result, many companies are finding that LEAN and Six Sigma aren’t delivering the results they expected. In this presentation, delivered by Chris Seifert at APICS 2013, we discuss a new approach that a select few companies are utilizing to achieve Operational Excellence in the face of complexity.
Culture of quality workshop - Qualsys Training WorkshopQualsys Ltd
Establish and nurture a culture of quality within your organisation with this quality culture training.
More tools and resources at https://quality.eqms.co.uk/culture-of-quality-toolkit
The slides contain:
- How to sustain a culture of quality
- Culture of quality and continuous improvement
- Culture of quality vision statement
A structured process results in high quality management decisions about leadership development, succession, and career planning. The business benefits from better leaders and greater employee motivation which means improved retention of key talent and a lower cost of turnover.
Measurement tool strongly related to business results.
We wanted to create a dialogue-tool that is:
Easy to understand
Easy to use for effective dialogue
Easy to convert into action
To ensure optimal working conditions for direct reports.
To create effective leadership and followership.
Organisational Performance Index (OPI) Business Excellence Model helps organizations interrogate their processes and benchmark the same against global standards. OPI is the tool KIM uses to determine Company/SME of the Year during COYA gala celebration
تواصل_تطوير
المحاضرة ال 176
مهندس / أكرم النجار
بعنوان
"إدارة التغيير وتطبيق نظام إدارة المشاريع"
يوم الإثنين 03 أكتوبر 2022
الثامنة مساء توقيت القاهرة
التاسعة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZErcuqvrTkpGtfrNqMYASLf5riU0pmSXbvm
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
In today's business world, developing an effective onboarding strategy has big impact on the success of organizations.
In this presentation, Interactive Services CLO, Matt Plass and co-presenter Bryce Tache, Manager of Enterprise Learning at Iron Mountain focus on how to develop onboarding programs that lay the foundation for talent and leadership development.
An organization lays the foundation for great leadership when:
1. Individual contributors understand the culture and expectations of their new workplace
2. Managers see themselves as leaders
3. Future leaders begin their journey on day one
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
www.nidmindia.com
1. Table of Contents
• Expertise and Executive Summary
• Key Results
• Span of Control and Business Collaboration
• Situation (Context) / Action Plan / Results
• Safety Culture Improvement Strategy
• Leadership Development Program ( Q Challenge)
• Strategic Master Site Plan Development and Execution
2. Executive Summary
Passionate, engaged and resilient leader with proven ability to execute, inspire and transform organizations into
safe, productive and improved value to business and customer. Outstanding ability to drive visionary strategic
planning and maximizing key partnerships and relationships. Dynamic interpersonal and communications skills
enhanced by strong business acumen with expertise in leading, motivating and inspiring teams to reach and
exceed goals. Perfectly suited for an organization seeking an accomplished leader who has the ability to execute
and drive value at all levels of the organization with a strong focus on people and customers. My dream is to
create a future that "why we do what we do" is clear to all while maintaining a respectful harmony in personal
lives and our work while executing flawlessly for stakeholders
Luigi Cusano
Expertise
• Senior Executive Leadership
• Manufacturing, Supply Chain, and
Quality
• Lean Six Sigma Leadership
• Enterprise revenue and margin
growth
• Strategic Planning and Execution
• Technology and Product Realization
• Business Process Engineering
• Safety and Performance Culture
Transformation
• Talent spotting and development
• Aerospace, Electronics, Specialty
Chemical and Industrial Sectors
3. • Doubled Oven Capacity and
Reduced VOC Emissions 50%
through Innovative Design
• World Class Capital Replacement
quadrupling Print capacity
• Advanced Lean Tools (OEE,
PQPR, PFEP)
• Removed Fear of Near Miss
Reporting
• Improved OSHA Rate from 1.9 to <1 0
• Reduced VOC emissions
• Lean Practitioner Program driving
$12mil in stakeholder value
• Managers became leaders
• Underperformers – some became
stars and some departed
• Celebrated successes
“Don't judge each day by
the harvest you reap but
by the seeds that you
plant.”
- Robert Louis Stevenson
Quality Policy Aligned to Strategy and Results
Rework improvement from
45% to <2%
Margin improvement with 3-
6% material cost increase
and increased depreciation
Delivery and satisfaction
index improved from 60 to
90% and 60 to 83%
respectively
5. 0
20
40
60
80
Line P Line Insert Line Cure 1 Line Cure 2
Baseline 2012 2013 2014
World Class
Overall Equipment Effectiveness (OEE ) Trends
76
79
75
74
75
2010 2011 2012 2013 2014
Productivity Total Plant (%)
Key Results - Continued
50
700
3,500
5,500
6,000
6,600
3,000
2,000
150 300
Q1
2011
Q1
2012
Q2
2012
Q3
2012
Q4
2012
Q1
2013
Q2
2013
Q3
2013
Q4
2013
2014
Delinquencies ($000)
225 220
250
430 415
54 54 54 56 58
2010 2011 2012 2013 2014
Labor – Direct vs Indirect
Direct Indirect
6. Henkel
Manufacturing
Operations
Quality
Assurance,
Control and
Engineering
Process and
Manufacturing
Engineering
Planning,
Material
Replenishment,
Warehousing
and Logistics
Facilities
Engineering,
Security and
Maintenance
Environmental
Health and
Safety
Finance
Human
Resources
Project
Management
and Capital
Design
Engineering
Information
Technology
Customer
Service
Hexcel
Span of Control and Business Collaboration
Henkel
Marketing,
Product
Management
and Sales
Global
Operations /
Environmental
Health and
Safety
Customer
Service, Supply
Chain, Strategic
Sourcing
Research and
Technology
Product
Development
Legal and
Human
Resources
Corporate
Engineering
and Advanced
Manufacturing
Immediate Span of Control Business Leadership and
Collaboration
Hexcel
Cross Functional Collaboration - Global Customer Interactions and Relationships
Cross Functional Collaboration - Regional and Federal Regulatory Agencies
Supplier Qualification and Negotiation
8. • 2012 a year of extreme challenge for leadership, team and individuals.
• Experienced deterioration in occupational safety, process safety, environmental
compliance, process reliability and capacity shortfalls.
• We decided this was the last year of such performance shortfalls. So we asked how can
we innovate to achieve our desired results?
• We wanted to be great and to do so required a strong focus on
Authentic Inspirational Leadership
Team Building
Tactics to drive the trust that catapults us up the Team Success Pyramid.
• Our journey has been a good one and we expect to be great!
Safety Culture – Context (Situation)
"I'm not certain you heard me," O'Neill continued. "If you want to understand how Alcoa is
doing, you need to look at our workplace safety figures.“
Paul O’Neill former CEO Alcoa
9. •Safety Logo and Tagline
•Safety Football
•Safety Challenge
•Marshmallow Challenge
•Safety Fridays
•Safety Day
•PSM / PHA
•Huddle Meetings
•Q Challenge Workshops
•Engagement
•Communications
•Training
•Vision
•Management
Commitment
•Priorities Set
Safety
Summit
Leadership
& Safety
Teams
Team
Building
Safety
Awareness
Safety Culture – Strategy
10. Jan ‘12 Oct ‘12 Feb ‘13 Jan ‘14 Jan ‘15
• Management’s roles
and responsibilities
• Near Miss Reporting
• Objectivity (Behaviors)
Measured, Observable,
Reliable and Specific
(MORS)
• PIC/NIC
• Positive Immediate
Consequence (PIC)
• Negative Immediate
Consequence (NIC)
• Effectiveness of
(MORS)
• PIC/NIC Incorporation
into management
approach
• Machine Safety
• Other
• Safety program
effectiveness
• Break out teams
identified top three
focus areas
• Communications
• Engagement
• Training
Safety Culture – Journey / Actions
Lock Out Tag Out (LOTO) Job Hazard Analysis (JHA)
Process Safety Management (PSM) 14 Elements
Leadership
Behaviors
Toolsand
Systems
Advanced Root Cause Analysis
Safety Alerts: LCDs
Risk and Hazard RecognitionFMEA / 8D
Process Hazard Analysis (PHA)
Celebrations
11. • Safety Performance
• Engagement/Participation
• Safety Fridays
• Contests – safety logo, risk identification
• Celebrations
• Safety Day
• PHA’s
• Setbacks as learning opportunities
• Near Miss Reporting
2.39 2.5
1.85 1.91
0.92
1.17 0.95
2009 2010 2011 2012 2013 2014 2015
OSHA Injury Rate vs Goal
Safety Culture – Outcomes and Results
13. • Dysfunctional Leadership Team and collaboration was not a common theme
• Performance Management and Accountability not executed. Everyone had outstanding
performance reviews through their careers without getting any feedback as to how they
were really performing
• Goal setting was not SMART (Specific, Measurable, Achievable, Realistic, Time bound)
• Emerging Talent did not have a path for growth and development
• Problems were not being solved, symptoms were masked
• Corporate programs were not available to the leadership team and subordinates
• We decided this was the last year of such performance shortfalls. So we asked how can we
innovate to achieve our desired results?
• We wanted to be great and to do so required a strong focus on
Authentic Inspirational Leadership
Team Building
Tactics to drive the trust that catapults us up the Team Success Pyramid.
Leadership Development Program – Context
14. Aim high when recruiting/hiring for leadership and technical roles
Hire attitude and teach skills
Production Supervisors an Entry Level Role for Talented Engineers
Collaboration and Team Work through effective leadership programs
Q Challenge, ALP, Fierce Conversations® for Supervisors, Managers and Future Leaders
Pilot training execution and effectiveness in one key area
Encourage healthy sparring (mental martial arts)
Align oculars and actions to achieve results
Challenge and Provoke learning through setbacks
Formal mentorship
Obtain black belt in living our values
Navigate using common instruments
S.M.A.R.T. Goals
STRAP (Strategic Plan)
Cross functional and functional Roles and Responsibilities
Leadership Development Program – Context
15. 2012 2013 2014
Leadership Development– Journey / Actions
• Defined
problem and
collaborated
with Hexcel
Global Leader
for
Development
• Provided
inputs to Q
Challenge
• Q Challenge
Session 1 of 3
• 10 Participants
• Direct and
indirect reports
• Q Challenge
Session 2 of 3
• 10 Participants
• Direct and
indirect reports
• Q Challenge
Session 3 of 3
• 10 Participants
• Direct and
indirect reports
• 8 of 10
participant s
earn certificate
• Q Challenge
Session 1 of 3
• 10 Participants
• Direct and
indirect reports
• Q Challenge
Session 2 of 3
• 10 Participants
• Direct and
indirect reports
• Q Challenge
Session 3 of 3
• 10 Participants
• Direct and
indirect reports
• 10 of 10
participant s
earn certificate
Q Challenge Group 1 Q Challenge Group 2
• Fierce
Conversations
• Direct Reports
and peers
• Fierce
Conversations
• Direct Reports
and
supervisors
Key Programs Sponsored
• Communications
• Engagement
• Training
Key Program Sponsored
• Direct Labor bidding proves
16. • Develop a strong team
into a High Performance
Team
• Improve team
communications skills
• Shape the Hexcel culture
for the future
• Capitalize on existing
qualities and inspire peer
groups
“The best teams develop themselves further when they are winning, not after they start to lose!”
– Phil Jackson
Q Challenge Program Objectives
Program Concepts
Change
Management
Performance
Maximization
• Strategy to align culture to Hexcel Values
• Leadership effectiveness
• High performance negotiations
• e-coaching (e.g. emotional intelligence)
• Measurement of ROI, POL and ROC
• Performance Strategy and Management
• Customer Marketing and Retention
• High Performance Teams
Common Language and Tools
17. “I believe that Q Challenge was a very effective leadership course. I have attended
multiple leadership courses in the past that primarily focused on book learning, personality
types, team building, etc. This course focused on situations, interactions and
methodologies to get the most out of yourself and your team.” “Anybody can be a manager
of task, few truly lead.”
“Q Challenge was a different teaching/coaching approach from the traditional previous
leadership trainings I had attended in my career. It was a high energy, very hands on
and interactive exchange of ideas and feedback which made for a very enjoyable and
memorable training. The best and most effective tool is the SMART objectives/goals
technique.”
“Q Challenge is an unusual program in my experience because it concentrates on the person,
on an individual’s responsibility to their employees, to themselves, and to their employer. He
speaks to who you are and what you think of you. I think it is highly effective”
“My most effective concept was finally understanding what is meant by ocular.”
“Q Challenge has been unlike any other training I have encountered because it is not training, it is
coaching. I believe the program is more about becoming self-aware, and recognizing strengths
and weaknesses around you. Q challenge puts you in a position that challenges you to change
your point of view and become a better coworker, employee and ultimately leader.”
Q Challenge – Qualitative Results
18. Q Challenge – Quantitative Results
Fantastic results in 2013
• Occupational Safety: TAR 0.92
• Top Line Revenue: $201m
• Improved Customer Satisfaction Index from 63% to 90%
• Delinquency reduction from $6.3m to <$350k
• OTD form 48% to 87% (94% Jan’14)
• Executed complex strategic capital projects
• Developed 10 year site plan aligned to STRAP
The challenge for the business in 2014
• Adjust to an unanticipated temporary market decline
• Take the opportunity to use Blue Ocean Thinking to radically
improve our cost structure and agility
• Succession Planning / Right People / Champions
19. Strategic Site Plan Development and Execution
• Context
• Actions
• Outcomes and Results
20. • Aged assets circa 30 - 50 years of age with no integration plan for either a Maintenance
Management or Manufacturing Execution Systems
• Constrained capacity low capability of critical process lines and not aligned with market
• Print
• Stack
• Lean design was not factored into legacy material and process flow.
• Material flows caused severe lost time injuries
• Numerous fires, explosions and power interruptions a significant risk to business continuity
• Regulatory remediation compliance with EPA, ADEQ and Pinal County and occupational
health concerns caused by high LEL / VOC exposure to employees during processing
• Title V air permit assumptions were incorrect and did not support the capacity and throughput
expansion need for 2015 through 2022. Required collaboration with ADEQ, Pinal County and
EPA Region 9.
• Customer collaboration and approved qualifications required per AS9100 rev C
• Closed in excess of $30million in capital improvements from 2011 through 2014
Strategic Master Site Plan Development – Context
• Saw
• Cure (Ovens)
21. Strategic Master Site Plan Development – Objective
Expansion Objectives
Safety and
Environment
Revenue
Development
• Title V Permit / NEIC
• Innovate Process Safety Hazard Elimination
• Occupational Safety Improvement through Automation
• 737 MAX, Acousticap® Programs, HexShield®, Legacy Cores
• Market Retention (the right ones)
• Market Capture (the right ones)
Cost Down
Value Innovation
• Direct Cost Improvement
• Overhead Improvement
• Operating Income Improvement
Execute STRAP Revenue Development of $300m and Margin Contribution of XXGM%
through 2022 at a CGAR of 14%
• Boeing Partnership for
Success (PFS) Program
• Customer Satisfaction
• Rate Readiness 2015-2025
• Customer Technology
Roadmap Alignment
Internal
• Environmental
Sustainability
• Product Stewardship
External
22. Results
New
Erwin
Ext.
20K
Exist.
Erwin
20K
New
Dip Cure
~40K
AST
New
Multi-purpose
New
Shipping/
Receiving
70K
• 35% of plan executed
• Critical expansion of print and
oven capacity completed ahead
of schedule and below budget
• Collaboration with Boeing and
subcon spec custodians afforded
rapid qualifications
• Collaboration with EPA and Pinal
County afforded Title V permit in
8 months vs anticipated 18
months
• Saw center relocation completed
with improved flow, velocity and
air quality
• Undisputed global capacity
leadership