Push Button Manufacturing: The Future of Making Things

Push Button Manufacturing: The Future of Making Things

  • The nature of work is changing
  • How can we remove the constraints on design that traditional manufacturing processes impose?
  • What are the major catalysts for disruption that we are seeing?
  • There is a convergence of new technologies in manufacturing and our goal is to make these available to everyone
  • Our prediction: “As designed” will become “as built” with the push of a button

At the 2018 edition of the North American Manufacturing Excellence Summit, Greg Fallon, Autodesk’s VP of Generative Design and Manufacturing Products, gave a breakfast briefing on Push Button Manufacturing. Afterwards he sat down for a follow up interview on this important new trend.

The full transcript of the interview is below, or you can download a PDF version.

You gave a talk today, a breakfast briefing. What was the subject of your presentation?

The briefing this morning was about our vision for Push Button Manufacturing.

Push Button Manufacturing is a simplified version of where we see manufacturing going in the future. The simplified analogy that we use —and I don’t mean this to be insulting to manufacturers because it is very simplified— but if you think back to the early days of desktop printing in the 80s and 90s the idea is that you would design a document, you would essentially write a document that you would see on your screen, and then you would go to print it and what came out on the printer was often not what you had in mind.

In a way that’s a nice metaphor or analogy for manufacturing, because it’s very hard to make what you’re manufacturing look like the design intent, and that’s the problem that we’re trying to solve.

It’s how do you automate different steps in the process so that what comes out of the manufacturing line matches what the design looks like without a lot of work going on in between.

In the past five years or so, Additive Manufacturing has grown into its own and matured. It is now being used in real world applications. How does that fit into the larger topic of Push Button Manufacturing?

It’s perfect because Additive Manufacturing gives the end user a lot of flexibility. You can customize every design and you can go from design to print much faster than traditional methods, like machining where you have to do very complex tool pathing and understanding the tools you’re working on and the tools you’re working with.

Whereas, Additive Manufacturing gives you a ton of flexibility. You can print a shoe one minute and an engine block later that day with a lot of changes.

There’s also tremendous change in the types of designs that you can print versus designs that you can say machine or cast. Printing gives you access to geometric complexity that was not available before.

An example I like to talk about is the redesign of an F1 cylinder head that we worked on with another company. To think about how Additive Manufacturing would change that cylinder head, we came up with a bunch of different design changes and manufacturing changes.
Traditionally the cylinder heads are cast and machined, so changing that to Additive Manufacturing changes that particular paradigm. Once you’re 3D printing a type of cylinder head, you don’t have to worry about all the excess material that exists in the original cylinder head, so you can use things like lattices to reduce the volume of the cylinder head.

You have a lot less excess or unused material. The whole concept of waste is very different with 3D printing. The amount of waste material might be 5% of what you would have with another method.

Once you start to do things like latticing the design, you get things like weight reduction inherently in the design. In this case, this is important to a racecar.

In addition to that, you get things like enhanced heat transfer. Because you’re using these lattices, the amount of surface area on the engine available to cool it goes up by many orders of magnitude and that allows you to get more heat out of the engine, which allows you to operate at higher temperatures and pressures, which improves the performance of the engine overall.

So, there’s this avalanche of benefits that comes out from simply changing the means of production.

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Building a CI Culture in LEGO

Building a CI Culture in LEGO

  • Business Services Organization – A new adventure
  • Joining the LEGO Family – onboarding and developing
  • Building our BSO Management System – Cascaded Strategy & Accountability
  • Continuously Improving – The LEGO way…

Peter Evans
LCI Director

Peter Evans was born in 1955. He joined the LEGO in February 2016

The early part of his career was in Finance in various industries, including Defence, Financial Services and Telecommunications. Peter worked for GE Capital throughout the 90’s including spells in Manchester, Brussels, Shannon (Eire) and Connecticut in various Quality Leadership roles

From 2000 to 2013 he worked in Telecoms in the UK, first with Vodafone, then Cable & Wireless, before finally leading Operational Excellence for Virgin Media.

From 2013 to 2015 Peter led Process Excellence in Northern Europe for Maersk Line, based in Copenhagen

Since February 2016 Peter has been Director of LCI (LEGO Continuous Improvement) at LEGO with specific responsibility for Business Service Operations and is actively involved in establishing a Global Business Services Organisation for Finance, HR and other services

Peter is a Six Sigma MBB, a Lean Practitioner and has a deep and lasting interest in Change Management and the psychology of Change.

Peter Lives in Newtown, Wales, UK with his wife Amanda, Dogs Harvey and Maisie and various other pets and pests.


The Three Steps Manufacturers Must Take to Succeed in Industry 4.0

The Three Steps Manufacturers Must Take to Succeed in Industry 4.0

As part of the 2018 edition of the North American Manufacturing Excellence Summit, Atul Mahamuni, Oracle’s VP, Internet of Things and Blockchain Cloud Applications, gave an in-depth interview on how manufacturers are embracing Industry 4.0 solutions with specific examples and lessons learned to illustrate what all successful rollouts of these new tools have in common.

The full transcript of the interview is below, or you can download a PDF version.

What is the real competitive advantage of the Industrial Internet of Things for the early adaptors, the companies that are well-launched into their journey?

First of all, the benefits of Industry 4.0 are all about productivity gains, about understanding our processes, about achieving our productivity goals through the reduction of unpredictability. Reducing things like unplanned downtime and increasing continuous production.

I would also say people have been talking about Industry 4.0 for a while now, so I think your question could also be, “Why are there so few companies that have successfully done something?”

I think that speaks to a void in the market that is impacting early adaptors.

Most vendors today are offering IIoT platforms, and there is a gap between the platform and what you need to build on top of an IIoT platform before you see a solution that delivers results. Early adaptors have had to take the risk of investing in a platform and building their solutions on top of it, and that’s what the early adaptors have done that their competition has not done.

What we try to do at Oracle is reduce that risk. It shouldn’t take a lot of time and money to create a custom solution. We believe it’s our job in the vendor community to create applications and solutions that our customers can deploy very quickly so they can see the ROI very quickly.

In a lot of conversations when we talk about new tools, new processes, at the end of the day it really comes down to people. Tell us a little bit about the people part of how manufactures are moving into Industry 4.0.

You cannot talk about moving into Industry 4.0 without talking about the people involved in that journey. There are two things that happen as we bring in new tools. We have people in the workforce doing the mundane job of data collection, and we also have people spending time on mid-level data analysis and operations research. Those things do not need to be done manually in an IIoT environment anymore with the help of machine learning and artificial intelligence, and that can lead to a little bit of resistance because we are changing the way people spend their time.

With that said, that initial friction quickly disappears, because we are actually helping people do their jobs better. Taking those boring jobs out of their hands and doing those better through automation very quickly demonstrates its value to the workforce: It helps them avoid the costly, stressful breakdowns that lead to high-stress environments that are created when a machine failure takes a production line offline.

Can you give us an example of what you are talking about?

We are working with a steel manufacturer right now. Their problem is they are building large steel sheets, and they explained to us that when something goes wrong in their manufacturing process, the sheets will jam in the machinery exactly the same way pages jam inside a printer, except imagine it is happening to a very large sheet of steel, right?

It is a major breakdown of productivity for them. They have to shut the whole line down, take heavy machinery apart, get the jammed steel out, and sometimes those sheets end up as scrap. It is a real mess, and this sort of thing impacts everyone.

With Industry 4.0 solutions, we are spotting the problems in the equipment and the processes earlier and more accurately than was possible before. We are able to anticipate where and when a breakdown will happen so the steel sheets can be corrected before the unplanned downtime. It really is benefiting people in the long-term, so once you get past that initial friction, that hesitation that their job is changing, they become very happy to see how the new tools are helping them to do their jobs better.

That’s when the culture starts changing.

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Business Bootcamp – Driving Greater Execution, Engagement, and Ultimately Earnings!

Business Bootcamp – Driving Greater Execution, Engagement, and Ultimately Earnings!

Are you ready to accurately assess your teams, your leaders, and your performance? For 25 years, Competitive Solutions, Inc. has been taking organizations through Business Bootcamp with some pretty dramatic results. Learn how to:

  • Drive Business Acumen at a tactical level
  • Move accountability from a concept to a practice and elevate expectations of engagement
  • Eliminate hours of meetings a week by recalibrating intent
  • Moving from abstract OPEX tools to business critical necessities
  • What are the eight essential elements of 21st century leaders?

Shane Yount is a nationally recognized author, speaker and principal of Competitive Solutions, Inc. Shane began his career with Perdue Farms, Inc. His “Real World” process driven approach to creating and sustaining high performance has led leaders across the country to embrace the Process Based Leadership® methodology as a core operating system in driving organizational focus, urgency, and accountability. Since 1991, he has led the offices of Competitive Solutions, Inc. to become one of the nations most recognized Business Transformation consulting firms, working first-hand with Michelin, Glaxo Smith Kline, Pfizer, Lockheed Martin, the Department of Defense and many others. Shane’s approach of challenging leaders to confront what truly “powers performance” within their organizations gives leaders a unique glimpse into their personal leadership legacies.


Digital Enterprise – Implement Now

Digital Enterprise – Implement Now

The technical prerequisites for Industry 4.0 are available. Digitalization is actively gaining competitive advantages. Now is the time to implement. Experience the Digital Transformation now taking place across various industries.

  • Siemens case study of time, cost, quality results achieved from their own digitalization journey
  • Learn the advantages of industries working together utilizing intelligent, predictive models (Digital Twins)
  • Illustrative examples presented to explain how virtual and real are being connected across the entire value chain

Michael Schroeder
Portfolio Development Executive CPG and SHF
Siemens PLM Software

Michael Schroeder is Portfolio Development Executive for Siemens Consumer Products and Retail Product Lifecycle Software. In his role for Siemens, Michael works across fast moving consumer goods companies enabling them to Think Big, Act Small and Scale Fast – utilizing modern digitalization strategy and technologies.

Michael combines a multi-disciplined background across Consumer Products, Food & Beverage, Health & Beauty, Softlines, Hardlines, Footwear and Apparel. His background includes running R&D, design and engineering facilities tied to global manufacturing operations. Achieving award winning global brand strategy, product & package design. He is an innovation leader, holding multiple patents. He thrives on helping numerous large and small businesses alike to realize their full potential in synchronizing innovation with operations and delivering to plan.

Building the Manufacturing Capabilities for the Future to Enable Healthcare Transformation

Building the Manufacturing Capabilities for the Future to Enable Healthcare Transformation

  • Recognizing and acknowledging the major healthcare trends and disruptors
  • How does embracing these trends impact manufacturing capabilities and the end-to-end Supply chain organization?
  • How are we developing a bold and holistic manufacturing transformation strategy, framework and deployment approach to address these implications and meet future customer and market expectations?
  • Offering insights into how to connect and seamlessly integrate the Technology Innovation Process (Mode 2) with the “Operational World” (Mode 1) for broad adoption and deployment across business segments
  • Sharing of critical success factors for implementation of this manufacturing and technology transformation to drive sustainable business and customer impact:
    • Emphasizing the importance of upfront exploration and industrial research
    • Building initial capability and accelerating organizational learning through an agile “test and learn” philosophy
    • Establishing broad business engagement early on in the journey and building & leveraging core strategic external partnerships
  • Understanding the criticality for having a robust Standard Operating System to deploy and scale new capabilities, processes, systems and technologies in a consistent and sustainable way

Bart Talloen
VP Product Supply
Johnson & Johnson

As an executive supply chain leader for more than 25 years, Bart has a proven track record of success across several key SC functions such as Planning, Engineering, Technology Transfers, Project Management, Continuous Improvement, Mfg Operations, and General SC Management in Asia, Europe, and North America.

During his career in pharma, OTC, consumer goods, and logistics/ material handling, Bart has managed large supply networks, has acquired and divested operations, build new plants but also has overseen the closure of plants, and has developed and executed a three-year Consent Decree Work Plan including the successful re-certification of three US OTC manufacturing plants by FDA.

In his current role as Vice President, Product Supply Strategy & Deployment, Bart is responsible for developing and deploying advanced processes & capabilities, agile OT systems and disruptive technologies to improve the end-to-end Supply Chain performance.

Bart is also responsible for the J&J Supply Chain Academy to provide enterprise-wide subject matter learning & development programs and build future leadership capabilities for the end-to-end Supply Chain organization.

He and his wife live in Skillman, NJ and have two sons in college.


Augmented Reality on the Shop Floor

Augmented Reality on the Shop Floor

  • How are new tools like augmented reality changing and improving the way we operate?
  • What challenges have limited the scope of this sort of technology until recently, and what has changed?
  • Working with industry partners and collaborators to develop in-house expertise to get the most out of these new capabilities
  • Walking through real-world examples where augmented reality is the difference-maker driving improved performance in our operations
  • Demonstrating the scalability of augmented reality on the shop floor: What can other organizations learn from our experience?

Derrick Register
VP, Supply Chain
Coca-Cola Refreshments

Derrick is a highly motivated leader who believes in achieving success through building exceptional teams. He believes teams that exhibit great communication, leadership, and job competency, furnish exemplary results. Derrick worked in the Automotive Industry for most of his career. While working for Meridian Automotive Systems, his responsibilities included Environmental Health and Safety Engineering. Most of his success was in managing several launch facilities where he implemented ISO 14001 and EHS Programs. Derrick was promoted to Plant Supervisor, responsible for productivity metrics that drove the financial budget.

After one year, he advanced to Operations Manager with P&L (profit and loss) responsibilities at multiple sites. In this role, Derrick’s direct responsibilities included managing the production and assembly departments, quoting, overseeing launches, budget development, customer liaison, quality auditing and implementation, capital justification and business plan development.

Later, Derrick traveled abroad on a special assignment with Ford Motor Company in Cologne, Germany, where he served for several years as a Program Manager on the global vehicle platform for future model vehicles. He developed the process flow to collect multiple inputs from the consumer business groups worldwide. After successfully completing that assignment, he moved to Product Planning to gain experience on vehicle development. There, he was responsible for developing the business cases for all Small Car platforms out of APA (Asia, Pacific and Africa) Consumer Business Group, which included engineering, marketing, purchasing, finance and cost estimating inputs to achieve financial targets. The Small Car platform accounted for 15 percent of the overall business in APA.

Over the past 7 years, Derrick has performed as the General Manager at Coca-Cola Refreshments in the following locations, Detroit – MI, Bellevue – Washington and Dinuba – California. As the GM, he was responsible for the entire operation of producing and transporting carbonated beverages, Dasani Water, Hot Fill and NHB (Natural Health Beverages).

He served as Director of Manufacturing – Northwest, Vice President of Manufacturing – Northern Texas and Vice President of Manufacturing – West Region. He has had P&L responsibility for as many as 16 locations including co-manufacturing, which includes development, distribution, and strategic business planning. Most recently, he served as Vice President of Supply Chain for the US Region, which includes Planning, Operational Excellence, Human Resources, Procurement, Quality, SES, and Engineering.

Derrick received a Bachelor of Science, Occupational, Safety, and Health with an engineering minor from Grand Valley State University and a Master’s in Business Administration with emphasis in Operations Management from Lawrence Technological University.

He volunteers throughout the year with various organizations. During the holiday season, he participates in feeding the sick and shut-in, homeless, and special needs citizens through Tabernacle Missionary Baptist Church. He serves as a mentor in the SOAR program-assisting elementary schools children improve their reading skills through Grace Community Church. Serves on the Parking Lot ministry at Grace Community Church. Acts as a sponsor for the Special Olympics – Washington. Participates in a host of activities to assist the local community when called upon.

Derrick Register is a native of Detroit, Michigan. He is a proud husband to wife, Rajoielle and father to beloved daughter, Blake and son, Derrick. In his spare time, he enjoys spending time with his family, mentoring, traveling, reading and sports.


Panel: Increasing Cooperation with Purchasing, HR, IT, Product Development and Supply Chain Teams

  • How can organizations realistically work towards a “one business, one goal” mentality?
  • Discussing ways to align the actions of front-line workers with the company’s corporate values and goals from the top down and the bottom up
  • Offering best practices to eliminate silos within support organizations to advance the innovation trajectory


Alistair Hirst, SVP Global Supply Chain, Kellogg Company

Alistair Hirst has been Senior Vice President, Global Supply Chain, Kellogg Company, since 2012. He is also a member of the company’s Global Leadership Team. Mr. Hirst joined Kellogg Company in 1984 as a Food Technologist at the Springs, South Africa plant. While at the facility, he was promoted to Quality Assurance Manager and Production Manager. In 1993, he accepted an assignment at the company’s Botany, Australia plant as Production Manager. In 1994, he returned to South Africa when he was promoted to Plant Manager, and in 1997, he was named Director, Supply Chain at the facility. Mr. Hirst relocated to the Manchester, England facility in 2001 when promoted to Director, Procurement, and in 2004, he was named European Logistics Director. In January 2005, he relocated to the U.S. when promoted to Vice President, Global Procurement. Mr. Hirst was promoted to Senior Vice President, Snacks Supply Chain in January 2008 and to Senior Vice President, North America Supply Chain in October 2011.


Ebly Sanchez, Director Volvo Production System – Region Americas, Volvo Trucks North America

Ebly Sanchez has worked in the Volvo Group  since 2008 both in Sweden and in USA mainly in the area of Continuous Improvement. Before 2008, he worked for the Ford Motor Company for almost 20 years in several areas of manufacturing including quality, production, manufacturing engineering, new product launches and general operation management in USA and South America, particularly Brazil, Argentina and Venezuela. Currently, Ebly has overall responsibility for Continuous Improvement in Region Americas including strategy, deployment, and coaching for the whole organization including Manufacturing, Sales/Marketing, Purchasing, Product Development and the support organizations such as HR, Group IT, logistics, customer service, business control and financial services.

Susan Freije, VP Quality Assurance, Benjamin Moore

As part of the Senior Management team, Susan is responsible for leadership in all areas of Quality Systems, Color and Product Standards, Customer Satisfaction, and Supplier Quality Management. Her team is focused on developing processes and standard practices to assure quality across the supply chain, from supplier materials, through Product Development, on to Manufacturing and Distribution, and finally at the customer level. Susan’s additional area of focus is leading the Continuous Improvement effort. This team, working with the entire Operations organization, implements standards of excellence to improve efficiency and effectiveness measured using metrics. Susan came to Benjamin Moore in 2013 after a long career as Director of Quality Systems at Colgate-Palmolive. During her tenure at Colgate, Susan developed and implemented the company’s first Good Manufacturing Practices initiative and subsequent audit program of more than 60 sites around the world. 

Jorge Perez, GE Aviation Supply Chain Growth Playbook Leader, GE Aviation

Jorge joined GE in 2001 and is a graduate of the Operations Management Leadership program. He has amassed broad experience across Aviation including Engine Assembly, Overhaul, Systems and Component Manufacturing. Roles ranged from front line leader, black belt and operational leader to plant leader at three different supply chain sites. This positioned him well to lead the strategic initiatives including ‘Brilliant Factory’ for GE Aviation Supply Chain. In addition, he has a demonstrated track record of delivering results in uncertain times and growing and developing strong diverse teams. Jorge has a bachelor’s degree in Manufacturing Engineering from Boston University. Outside of GE, he enjoys spending time with his wife Caroline and two young daughters Gabriella and Sophia. He is an avid runner and enjoys training for marathons.


Implementing Layered Process Audits to Validate Quality Management and Improve Customer Satisfaction

  • Discussing how to prevent quality management programs from growing complacent over time
  • Walking through how different tiers of management can engage with the quality management process at varied, regular intervals to maintain motivation and a fresh set of eyes to identify and mitigate challenges before they impact the customer
  • Offering best practices to reinforce continuous improvement in quality management to prevent backsliding and improve end-product performance

Eric R. Branyan oversees the complex international network of suppliers that provide critical hardware for the F-35 program. He was most recently Vice President, F-35 Aircraft Production Business Unit, responsible for global F-35 production and for the full life cycle of production aircraft from proposal of long lead components through delivery to operational bases. Key elements supporting F-35 production include: program operations, supply chain, affordability, tooling, and quality. Mr. Branyan has also held the position of Vice President & Deputy General Manager responsible for the overall execution of the F-35 development across tri-company team and suppliers, and F-35 Air System Development. His responsibilities also included leadership of 1,900 technical professionals across Air System Integration, Air Vehicle Development and Mission Systems.


Utilizing the Digital Industrial Transformation to Gain a Competitive Advantage

In this presentation given at NAMES17, Jay Ford, Director of Membership for UI Labs at DMDII, and Paul Boris, VP Industry Solutions at GE Digital discuss how GE leveraged digital transformation to drive over $700 Million of cost out of their operations. Viewers will learn about the next generation operational capabilities enabled by IIoT technologies, and understand how to better reduce production costs, be more effective with existing resources, and control production schedules in manufacturing operations.

Jay Ford is the Director of Membership for UI LABS, a Chicago based innovation accelerator that brings Universities, Industry, and Government together to deliver solutions to tomorrow’s challenges.  Jay is charged with recruiting the best and brightest Industrial leaders to join UI LABS Digital Manufacturing Design and Innovation Institute.  DMDII brings together technical experts, entrepreneurs, executives, investors, and leaders in government to reimagine the challenges they face and to guide them toward solutions that will drive innovation in their industries. Before devoting his work fulltime to UI LABS, Jay served in senior leadership roles with software and hardware startups in Silicon Valley and Chicago.  In addition to his day job at UI LABS, Jay leads the UI LABS running club –  better known as the Goose Island Rat Dodgers, he maintains and races a vintage Miata, and care takes of a flock of nineteen chickens and two ducks. 

Paul Boris joined GE in 2014 as CIO of Advanced Manufacturing, driving IT’s brilliant factory strategy by using big data, software, sensors, controllers and robotics to increase productivity and deliver asset and operations optimization. In early 2016, with the creation of the GE Digital business, Paul stepped into a new role as Head of Manufacturing Industries for GE Digital. Paul’s focus in this role is to define and enable GE’s commercial strategy for Brilliant Manufacturing by working with companies to accelerate their own digital transformation.

Interview – Jim Freaner, Senior Director, Advanced Technology Services

Interview – Jim Freaner, Senior Director, Advanced Technology Services

At the 2017 edition of the North American Manufacturing Excellence Summit, Jim Freaner shared his thoughts on how people, processes, and technologies are changing in relation to predictive maintenance.

Celebrating Operational Excellence – A Presentation from the Shingo Institute

Celebrating Operational Excellence – A Presentation from the Shingo Institute

Ken Snyder, Executive Director of The Shingo Institute and Executive Dean of the Jon M. Huntman School of Business at Utah State University gave the Day One closing keynote presentation at NAMES17:

  • Offering an overview of the past, present, and future of The Shingo Institute and the Shingo Prize for Operational Excellence
  • How has the Shingo Model changed over the years to focus on building sustainable cultures of excellence rather than generating a short-term moment of peak performance?
  • Discussing the ‘Benchmark Companies’ that have continued to improve after winning a Shingo Prize. – What do they have in common and what can we learn from them?
  • Understanding that culture change is about evolution, not revolution. How should organizations best embrace incremental change and hold onto improvements in the long-term?
  • Showcasing case studies of the Shingo Model in action. What can manufacturing executives take away from these examples?

Ken Snyder, the executive dean and chief administrative officer of the Jon M. Huntsman School of Business, recently joined the Shingo Institute as the executive director. Mr. Snyder has served as a member of the Shingo Executive Advisory Board for the past seven years and has intimate knowledge of the Institute and its history. Mr. Snyder developed an interest in Japanese business practices while living in Japan during the time he was a student. His interest led him to major in Japanese history and then to pursue an MBA for the purpose of working with a Japanese business expanding to the United States. Inspired by the work of Professor Mike Yoshino and Professor William Ouchi, Mr. Snyder wrote his master’s thesis on “Applying Japanese Business Practices in American Companies.” Mr. Snyder has served as a member of the Shingo Executive Advisory Board since 2009, and as a Shingo examiner since 2010. He was named chairman of the Shingo board and executive director of the Shingo Institute in 2015.


Interview – Frank McCrady, President/CEO of EMCID

With nearly 30 years of experience in economic development and banking, Frank McCrady has spent 14 of those years as EMCID’s President and CEO, elevating East Montgomery County through strategic planning to a community ready for growth. Under his leadership, development has soared and sales tax revenue for the 158-square mile improvement district has increased by more than 200 percent, from $2.5 million in 2002 to $7.7 million in 2015. Current retail and entertainment projects underway stand to further financial success for the District and the community in the form of job creation, additional business recruiting tools, expanded services, community grants and scholarships for local youth.

McCrady was elected in November 2015 to serve as the Western Region Director of the Southern Economic Development Council (SEDC), the oldest and largest regional economic development association in North America. The SEDC is comprised of 17 states in the southern United States and the District of Columbia. As Western Region Director, McCrady will lend a strong voice for economic leadership to Arkansas, Kansas, Louisiana, Missouri, Oklahoma and Texas. This is the second time McCrady has been elected to the position; he served a one-year term in 2008.

Prior to taking over the leadership position at EMCID, McCrady served as the Deputy Director of Community and Economic Development for Salt Lake City, the Executive Director of the Tulsa Economic Development Corporation and as Operations Manager of Riggs National Bank in Washington, D.C. He also served in the U.S. Army Reserve and retired as a lieutenant colonel after 28 years.

McCrady graduated from the University of Arkansas with a BS in Finance and Banking. He received his MBA from Webster University in St. Louis, MO. McCrady also attended the United States Command and General Staff College in Fort Leavenworth, KS and took the Advanced Operations and Warfighter course, completed studies at the United States Army War College in Pennsylvania, and he took on additional coursework at the National Defense University in Washington, D.C.


Digital Manufacturing in the Medical Device Industry

In this presentation Dean Kossila, Sr. Principle Business Solution Architect of Medtronic, and Frank Platt, Senior Director of Solution Management and Manufacturing of SAP, speak about:

  • Managing operations in real-time delivers a strategic advantage
  • Plant to enterprise integration speeds information flow
  • Touchscreen operations replace paper based processes
  • Quality management and guided procedures assure compliant manufacturing
  • Automated data collection minimizes errors
  • The growing importance of traceability

Dean Kossila is a senior principle business solution architect for Medtronic. Dean’s primary responsibility is the strategic direction and blueprint design for supply chain and manufacturing solutions globally for Medtronic. Previously, Dean was Sr. IT manager responsible for the deployment of SAP manufacturing solutions globally. Medtronic has plants in Asia, Europe, North and Central America running SAP Mii and SAP Me with footprint expanding yearly. Dean has a bachelor’s degree in electrical engineering from North Dakota state University, and a master’s degree in software engineering from the University of St. Thomas St. Paul Minnesota. Dean is married with with three children, two grandchildren and is an avid baseball fan having played collegiately at NDSU.

Frank Platt is a Senior Director for SAP in the solutions area: Line of Business – Manufacturing. He joined SAP in 2005 as a part of the acquisition of Lighthammer, where he served as VP Sales and Marketing from its’ inception. Prior to Lighthammer, Frank served in Sales, Marketing and Management roles for a number of leading plant automation solution providers, including ABB, Bailey Controls and Leeds and Northrup. He has deep background in sensors, controls, process automation, and enterprise software. His current activities support the SAP manufacturing strategy across the globe, with a focus on the SAP MII solution.


Discover the ROI of Operational Excellence: An Executive Discussion

In this keynote presentation at NAMES17, Phil McIntyre, Managing Director of Client Development for Performance Solutions by Milliken, shares his experience with making the most out of a lean journey.

Phil McIntyre has been with Milliken over 29 years in leadership roles encompassing both the business and manufacturing arenas. He successfully led several business units within Milliken & Company to profitable growth and financial sustainability, as well as the Performance Products Division Milliken Performance System implementation. Phil was Director of Cost Improvement, and he also spent time as the Pursuit of Excellence Director responsible for integrating customer needs with manufacturing and business capability. Early in his career, Phil worked in several different manufacturing locations for Milliken & Company across the southeast. He credits this early diversity in job responsibility and scope as the beginning of his in-depth knowledge of continuous improvement, his appreciation for sustainable, empowered safety processes and systems, and the criticality of establishing the right financial metrics to drive the right behavior.