The document discusses the importance of effective people management in manufacturing leadership. It emphasizes building a world-class manufacturing team through defining leadership profiles, promoting diversity, and strengthening existing talent. It stresses the need to balance functional capability and leadership capability when selecting manufacturing leaders. It also provides models for leadership capabilities and career progression.

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

2. The Manufacturing Agenda
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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
The Engineer The Leader
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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.
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7. Dean Standard Leadership Model
• Leading Talent
• Accountability
• Communicating
• Flexibility and Adaptability Personal Team Effectively
Leadership Leadership
• Passion for Learning Guiding • Fostering Teamwork
Principles
Integrity
Company-wide POV
Excellence
Communication
• Organization-wide Personal • Results Orientation
Perspective Thought Responsibility Executional
Leadership Leadership • Leading Change
• Strategic Thinking
• Innovation and
• Problem Solving and Continuous
Decision Making Technical Improvement
Competency
• Technical Expertise
• Work Standards
• Ability to simplify
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8. Individual Contributor (e.g. Specialist, Generalist, Analyst):
Functional Capability 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
Leadership Capability
processes
Senior Manager or Leader (e.g. Sr. Manager, Director):
A Senior Manager or Leader has at least one Manager/Supervisor
reporting to them
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
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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
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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
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11. DIVERSITY-
“It were not best that we should all think alike; it is
difference of opinion that makes horse races.”
Mark Twain
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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? Setting an example is not
the main means of
– When you walk into the plants, do the frontline
influencing another, it is
faces look like the management faces? the only means.
• Experience - Albert Einstein
– Rookie – “Fresh perspective”
– Veteran – “Understands our business”
– Outside Pro – “Expertise we don’t possess”
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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.
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14. Percent Hispanic of the Total Population in
the United States: 1970 to 2050
24.4
22.3
20.1
17.8
15.5
12.5
9.0
6.4
4.7
1970 1980 1990 2000 2010* 2020* 2030* 2040* 2050*
Census Projections
*Projected Population as of July 1 14
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
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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
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17. DIVERSITY - BUILDING THE BENCH
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18. Building the Bench
High potential internal Experienced Players College Recruits
candidates from the Outside
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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
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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
High potential internal you have an opening
candidates
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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
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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
High potential internal – Disciplined interview process to validate
candidates leadership capability
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23. Building the Bench – The Veteran
What they expect How we deliver
• Understand the • Define the leadership
expectations profile
• Spend time thinking about • Robust People Planning
their career desires process
• Plan and support to get to • Individual Development
the next level Plans
• Treated fairly compared to • Openly available salary
new hires ranges
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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.
College Recruits
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25. Building the Bench – The Rookie
• Training for Success
– College recruit programs must be more than a week of on boarding
On Boarding Lab Training Maintenance Training Warehouse Training
1 Month 2 Months 2 Months 2 Months
• Plant Tour • Basic Lab Testing • Shadow Line positions • Service Metrics
• Intro to Lab • Testing incoming raw • Production Metrics • Fundamentals of the order
• • •
Skills Learned
Intro to materials Line Efficiency Order Picking
Maintenance • Line checks • Processing Fundamentals • Warehouse layouts
• Plant Floor • Micros • PM System Basics • Route Rides
Shadowing • CI Process • Maintenance Planning and • CI Process
• Warehouse Scheduling
Shadowing • Skill set training
• Sales Call • CI Process
• Route Ride
with Driver
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
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26. Building the Bench – The Rookie
Accelerated Year 1 Year 1 - 4 Year 4 - 6 Year 6 - 8 Year 8 - 12 Year 12+
Time Frame
Basic
Career *Technical *Leadership Management Functional Plant
Operations Director
Placement Skills Skills Skills Leadership Manager
Skills
• Management • Quality Control • Production • Plant Department • Network Ops • Plant Manager • Ops Director
Position Titles Trainee Supervisor Supervisor Manager Analyst
• Engineering
• Maintenance • Cooler Supervisor - Production • CI Manager Director
Supervisor - Cooler Manager • Engineering • QA Director
- Quality Manager
- Main. Manager • Director PMO
• HQ project roles
- Chief Engineer • CI Director
in Engineering
and Supply Chain
• Plant Designate
• Learning the • Operations- • Team • Broad • Broad • Complex field • Strategic
Experience
Dairy Specific Management leadership and leadership and operational Management
Gained
Foundation Functional technical influence role or national
Skills management management initiative role
• Supply Chain • Competent of • Frontline • Supervisor • Multi- • Develop • Define
Skill Set Associate performing each development and development departmental Leaders Strategy
Acquired QC, Prod, Maint, coaching and coaching leadership
• Written SOP • Drive Business
and developed and Whse
• Continuous • Cost Mgmt. • Subject matter Results • Tactical
sustainment Frontline deployment of
Improvement expert
Function • Capital Mgmt. • Creates strategy
process Process
• Develop Organizational
• GMP
• FTE Mgmt. Customer Focus Impact
• Development
• Datastream of Executives
• Proven Frontline • Simplify the
• PM Process Leadership Agenda
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Need to show them the path to success!

27. Building the Bench – The Rookie
What they expect How we deliver
• Well developed training • Campus Hire
and on-boarding plan development program
• Access to executive • On boarding Project
management presentations
• Career path for future • Structure path to
development executive management
• Reward and recognition • Campus reunion events
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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
Experienced Players • May try to change culture instead of processes
from the Outside
• “The grass is always greener”
• High cost of entry
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29. Building the Bench – The Free Agent
Minimizing the Risk
Identifying candidates The Interview
• Stretch internals with known • Validate their experience meets your
potential needs
– Better message for the organization • Stay away from standard interview
• Go with someone you know questions
– You already know their potential – These candidates have probably been
and experience coached
• Define the experience requirements • Look for results along with
– Dairy, Batch, High speed packaging, accountabilities
– DSD, Warehouse Delivery, • Ask for specific examples (names and
– Continuous Improvement, Six position) and dig
Sigma, TPM, – Ask follow-up questions
– Plant Management, Multi Plant, • Interview more than once, the second
Direct, Indirect time with someone else
It’s still a 50/50 shot!
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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
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31. RETAINING TALENT IN YOUR
ORGANIZATION
Calibrate, calibrate, calibrate
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32. Define the call (their stretch potential)
Abbreviated
Definition Description
Designation
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 This employee has not been able to either a) achieve results or b)
Necessary 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.
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33. Present the teams
Sally Silo
Plant Manager
Mark Moo Charlie Caser Hank Hammer
QA Manager Operations Manager Maintenance Manager
IN SP SP
Harry Hook
Rachel Resin William Wrench
Production Supervisor
Production Supervisor Maintenance Supervisor
CiP
CiP P1
Focus on the Red, Blues and Greens
Call out Diversity, Degrees and Campus Recruits (the rookies)
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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
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35. Isn’t this HR’s job?
• 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?
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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?
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38. Self Evaluate
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!
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39. Ask for Feedback
• 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…”
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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
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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?
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