2. 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
• Lead Time Reduction and Business Model Alignment
• Peer feedback
3. 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
4. • 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
6. 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
7. 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
9. • 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
10. •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
11. 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
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 (Situation)
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 23.0 GM%
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
23. Lead Time Reduction and Business Model
Alignment
• Context
• Actions
• Outcomes and Results
24. • Circa 2004, the business acquired an equal sized business and accelerated the
consolidation of manufacturing operations in the Bay Point, CA location resulting in strained
space utilization, material flow and competencies with the manufacturing processes.
• Concomitantly, commercial aerospace build rates increased 20% impacting product demand
and availability to promise resulting in continually increased
• Delinquencies increased up to 1.25 months of revenue or $8million, and
• Lead times increased up to in some cases 40+ weeks
• On time shipments and customer satisfaction declined to 50-60%
• Legacy paste packaging systems were aged and unable to support the increased volumes
thus were outsourced, the equipment scrapped ultimately altering the business model.
• Capital expansion of warehousing, cold and frozen storage capacity was believed to need to
increase by 100% to support the current and 5 year business plan at a capital cost in excess
of $5million
• 13 temporary refrigerated trailers were leased with added operating costs, introduction of
safety risks, reduced productivity and inventory accuracy deterioration.
Lead Time Reduction/Business Model – Context
25. • Cross functional business team conducted an analysis and identified three segments
resulting in a modified business model
• Make to Stock – finished good stocked for immediate delivery with available to promise 1-3 days
• Make to Order – intermediate materials stock utilized to manufacture to order with increased
velocity with available to promised within 1 – 4 weeks
• Special – materials with no opportunity for intermediate stock and planned upon order with lead-
times based on raw material
• The above provided a warehouse footprint requirements for raw material, intermediate and
finished good stock requirement
• Integrated and semi-automated process line designed and developed to vertically integrate
packaging into the factory
Lead Time Reduction/Business Model – Actions/Journey
26. • Warehouse footprint reduced by 50% with a capital avoidance in excess of $4.5million
• Former warehouse space converted to packaging operations
• Refrigerated and frozen storage space utilization improved
• 13 refrigerated trailers removed from site
• Achieved a 50% reduction in lead times
• 23% reduction in operating costs
Lead Time Reduction/Business Model – Results
28. • Randy Clement, Henkel VP Operations and former supervisor
• “Deals in facts, team player, empowers his team.”
• Russ Thurman, Hexcel Director of Operations Americas and former supervisor
• Luigi is a driven leader who is very compassionate for all people who report into him”
• Chris Braakman, Q Challenge and Henkel Leadership Coach
• “Future oriented attitude, decisive, vulnerability, stimulation management, facilitator of HPO, openness to change, big
picture thinker”
• Maria Pereira, Hexcel Quality Manager and subordinate
• “Nurturing, Listener, Empowering, Integrity, Connecting.”
• Luis Alberto Perez. Hexcel Operations Manager and subordinate at Hexcel and Henkel
• “Luigi is very capable of motivating a team, he genuine about his feedback and that builds trust within his team”
• Matthew Stifter, Reginal Steering Head Americas, Henkel Aerospace and former colleague
• “He is very good at giving direction and explaining why that was the correct direction to take. He built a very good
team.”
• Steve Hartsoon, Hexcel EHS Manager and subordinate
• “Very strategic, great people developer and collaborative.”
• Patrice Buisson, Hexcel Global Airbus Director and former Henkel Aerospace Colleague
• “Leading by example. Results driven.”
Peer Feedback – Leadership Qualities
29. • Randy Clement, Henkel VP Operations and former supervisor
• “Luigi is focused on Quality, Safety , and Customer Service. He works to build a team environment..”
• Russ Thurman, Hexcel Director of Operations Americas and former supervisor
• Luigi has broad background in manufacturing with proven success. He also focuses on building a strong, diverse
team to support his operations.”
• Chris Braakman, Q Challenge and Henkel Leadership Coach
• “Luigi is team player and family man with lots of empathy and compassion.”
• Maria Pereira, Hexcel Quality Manager and subordinate
• Ability to engage with stakeholders at all levels in pursuing common goals, and extraordinary ability to develop talent “
• Luis Alberto Perez. Hexcel Operations Manager and subordinate at Hexcel and Henkel
• “Luigi brings to the table a greater level of soft skills when dealing with peers, direct reports and shop floor operators
that most analytical thinkers don't always have.”
• Matthew Stifter, Reginal Steering Head Americas, Henkel Aerospace and former colleague
• The client would have a difficult finding someone with a similar background to Luigi. He has experience with
everything including manufacturing, quality, R&D, operations and has really done a lot of things for the organization.
His diverse work experience helps him understand what works and how to impact the organization he works for.
• Steve Hartson, Hexcel EHS Manager and subordinate
• “Employees want to work for Luigi - he's humble, a great leader, gets results and is a great people developer.”
• Patrice Buisson, Hexcel Global Airbus Director and former Henkel Aerospace Colleague
• Industrial experience including operational crisis resolution. Understands people and processes..
Peer Feedback – What Separates Luigi from similar candidates?
