CONNSTEP advantage magazine, Vol 2, Issue 3
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Transcript of CONNSTEP advantage magazine, Vol 2, Issue 3
advantageVol 2, Issue 3Special Issue in Celebration of Connecticut Manufacturing
Connecticut Manufacturing:
Current State, Future State
Manufacturers that move ahead and stay ahead choose
CONNSTEP to guide their continuous improvement and
growth strategies.
Through close collaboration with our industry experts,
CONNSTEP accelerates top line growth, operational
effi ciencies and long-term sustainability.
Ready to experience a new level of success with your
company? Bring us your business goals and we’ll work
together to make them happen.
CONNSTEP. Your total business improvement resource.
Operational Excellence
Business Growth
1.800.266.6672 | www.connstep.org
>>> CONTENTS
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advantageVol. 2, Issue 3
4Manufacturing MonthIn this special issue of advantage, we celebrate the work of our Connecticut manufacturers, touching on topics including the need for a skilled workforce, the need for collaboration, and our current and future states as an industry.
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13Made in CTCONNSTEP is proud to launch the Made in CT Program to create a higher visibility for Connecticut’s manufacturers by showcasing products and services to the public, elected offi cials and interested buyers.
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6The Buzz Newsworthy trends, topics, statistics and an opportunity to ask the experts.
42Why NOT Manufacturing?These days there are countless articles that seem to write-off manufacturing in general and manufacturing jobs in particular. Do not despair, the reports of our demise are premature and do not tell the whole story.
22Current State,
Future StateTo commemorate Connecticut Dream It. Do It. Manufacturing Month, CONNSTEP talked with leaders from some of the state’s key industries to examine their condition in 2012. How have they weathered the recent economic slowdown and what is the forecast going forward?
16What I’ve Learned...Paul Murphy of Electri-Cable Assemblies, discusses his philosophy on hard work, why leaders need to be accountable to those who work for them and makes the case for a strong state manufacturing strategy.
34Blazing a New PathLean has turned up the heat at Metallurgical Processing, Inc. and their continuous improvement culture is white hot!
38Gen NeXt, Gen YThey’re anxious to explore new fi elds, eager to learn and serious about their careers. Meet the next generation – a perfect fi t for modern manufacturing.
Manufacturing Month
Welcome to manufacturing month in our state! It is a great feeling to have such
dedicated support for our local industry, giving merit to the importance of the role
which it plays in the Connecticut economy. They say that good things come to
those who wait - certainly the manufacturing sector has learned how to be patient,
endure, and “hang on” during the years where fi nancial gain has become less and the
challenges to compete have become greater. But we are not alone.
This past year, I had the pleasure of participating in the Making the Future Policy
Academy of the National Governors Association. Eight states participated, assembling
teams to engage in and identify areas to improve innovation in the manufacturing
sector. And to no surprise, there were many common threads... opportunities for
improvement in areas such as networking, the need for talent, stronger research and
development, and improving the overall business climate in the states in which we
work.
In this special issue of advantage, we celebrate the work of our Connecticut
manufacturers, touching on topics including the need for a skilled workforce, the need
for collaboration, and our current and future states as an industry. And although we
know we have a long road ahead, the forward momentum has begun. Learn how
Metallurgical Processing, Inc., has employed Lean strategy in a service-based business.
Discover the opportunities through the new Made in CT Program, where the innovative
products and services, made right here in Connecticut, are showcased. Follow the
Industrial Tourism map, engage in our proud manufacturing heritage, and pay homage
to those who built the foundation on which our industry stands.
I would also like to thank the organizations who supported this issue. Please read their
profi les and learn about what they are doing to keep our manufacturing sector alive
and well, serving as great resources to many of the industry’s needs.
But most of all, enjoy manufacturing month! Check out the calendar of events -
dedicated to an industry that, with no doubt, still makes up the
backbone of our great state.
May your reading be satisfying...
Bonnie Del Conte is the president & CEO of CONNSTEP.
She can be reached at [email protected].
Bonnie
advantage
4 advantage Vol. 2, No. 3
Advantage Magazine is a publication of CONNSTEP, Inc.
For the small to medium size business that wants to remain competitive and grow in local and global markets, CONNSTEP provides technical and business solutions proven to have both immediate and sustainable long-term impact.
Unlike other professional consultants that focus only on a single component of your business, CONNSTEP’s multidisciplinary team uses a deliberate holistic approach, providing innovative results-driven top line growth solutions that impact the entire organization.
Since 1994, nine out of ten CONNSTEP clients have reported increased profi tability. In 2011 alone, data provided by an independent survey credited CONNSTEP with impacts of more than $160 million dollars, including new and retained sales, and the creation and retention of nearly 1,600 jobs. Our experience and network of local, state and federal resources, make us not only unique but unequaled in our fi eld and in our state.
PublisherBonnie Del Conte, President & CEOCONNSTEP
EditorRebecca Mead, Manager, Marketing & CommunicationsCONNSTEP
Contributing WritersKen Cook, Peer to Peer Advisors
Caren R. Dickman, CRD & Associates
Bill Greider, P4 Executive Lean Strategy
Matin Karbassioon, CONNSTEP
Michael Perrelli, CONNSTEP
Susie Zimmermann, Channel Z Marketing
Contacts
To subscribe: [email protected]
To change an address: [email protected]
For reprints, PDF’s: [email protected]
For permission to copy: [email protected]
To pitch a story: [email protected]
CONNSTEP, Inc., all rights reserved. Reproduction
encouraged after obtaining permission from CONNSTEP.
CONNSTEP Advantage Magazine is printed three times
a year by CONNSTEP, Inc., 1090 Elm Street, Suite 202,
Rocky Hill, CT 06067. 800.266.6672
POSTMASTERSend address changes to:
CONNSTEP, Inc.
1090 Elm Street, Suite 202
Rocky Hill, CT 06067
>>> Contributors
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Caren R. Dickman has over twenty-fi ve years experience in marketing, business and grant development, for trade
associations, higher education institutions and nonprofi t organizations.
Currently the Communications and Grant Development Specialist at HRA, Inc., she was previously the Director of Marketing and Membership at EANE where she spearheaded the Strategic Marketing team project to re-brand the association, create a new logo, and standardize all communications. While at EANE and at CBIA she worked closely with numerous manufacturing companies throughout Connecticut on a variety of projects.
Ken Cook is the Founder and Managing Director of Peer to Peer Advisors.
His background includes over twenty years consulting with high growth and middle market companies, focusing on marketing, sales and growth strategies. Ken’s consulting includes fi ve years as a Senior Contract Consultant for Inc. Magazine.
He’s written three books, his latest being The Wisdom of Our Peers. His fourth book, The Wisdom of Relationships, is due out this fall. Ken also writes monthly columns for The Hartford Business Journal and The Worcester Business Journal, and has written columns for The Boston Business Journal and The American Marketing Association.
Bill Greider has spent over 20 years at Dur-A-Flex, Inc. (East Hartford, CT) as Technical Director, Operations Manager
and Co-Owner. Over a seven year period, he led the company on it’s Lean journey, cut process times by eliminating non-value added activity and began Dur-A-Flex down the road to become a learning organization. During their Lean transformation, Dur-A-Flex was voted one of the “Best Places to Work” in CT four times and won national recognition as winner of the 2010 MEP Excellence in Innovation Award at the Manufacturing Extension Partnership (MEP) National Conference in Orlando, FL.
In 2012, Bill decided that he would like to help other company’s management teams and Lean champions as an independent consultant, hoping to help secure their future success by teaching them the tools needed to turn a “continuous improvement or lean sigma department” into a culture of continuous learning.
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Matin Karbassioon is a Lean Consultant skilled in applying best business practices and leadership principles
to continuously improve productivity, quality and throughput. Mr. Karbassioon has provided consulting, training and facilitation services to small and medium size manufacturers in their pursuit of Enterprise-wide excellence. He is certifi ed by the Supplier Excellence Alliance (SEA) to deliver the Lean Enterprise System to suppliers of Aerospace and Defense OEMs to ensure American competitiveness.
Since joining CONNSTEP in 2005, Mr. Karbassioon has successfully facilitated the transition of manufacturing companies from traditional to Lean. These organizations ranging from medical instrument to electronic component manufacturers have become more profi table through enhanced quality, shorter lead-times and increased capacity. His latest initiatives include successful deployment of Lean in healthcare, architecture as well as the government sectors.
Michael Perrelli is the Marketing Specialist with CONNSTEP where he is responsible for developing the content,
markets and promotions of CONNSTEP training, networking and outreach programs. Additionally, Michael works with the Manger of Marketing & Communications on organizational market development, website maintenance and trade show efforts.
Before joining CONNSTEP at the end of 2010, Michael worked for the Alcone Marketing Group, a promotional agency based in Darien and for SourceMedical in Wallingford, where he controlled multiple direct marketing and trade show efforts for the leader in ambulatory surgery center management software.
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Susie Zimmermann has more than 20 years of experience developing and managing marketing and
communications for corporations, non-profi t organizations, and government agencies. In her current work with clients from both the commercial and non-profi t sectors, she provides strategic consulting on branding, product launches, messaging, positioning, employee communications and comprehensive marketing programs.
Prior to launching her own consulting business, Susie managed marketing and communications programs for the Department of Commerce’s Manufacturing Extension Partnership, AmeriCorps and the Peace Corps. as well as for organizations specializing in commercial real estate, urban revitalization and health insurance.
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>>> calendar
Continuous Improvement Champion Certifi cation
The gist: CICC is a ten-session course providing intensive exposure
to the principles and practices needed to develop and sustain the Lean
Enterprise.
Approach: You will receive immediate reinforcement of the classroom
learning by applying your training to a real-life project within your
organization. Together with on-site mentoring and knowledge
assessments, this approach dramatically reduces the time frame from
training to bottom-line results.
Who attends? Those tasked with implementing and sustaining a
culture of continuous improvement within their organizations.
The next CICC program begins March 5th and runs to May 21st. Visit
http://bit.ly/CICCprogram for complete program information.
SAVE THE DATE:Business Growth Over BreakfastOctober 24th
Join CONNSTEP and invited business growth and marketing experts to discuss growth strategy over breakfast.
Wednesday, October 24
Inn at Middletown, Middletown, Connecticut
7:30 am to 11:00 a.m.
Check www.connstep.org for more information and to register.
Connecticut Manufacturing Coalition RoundtablesOctober through May
The gist: The roundtables off er a confi dential forum where
manufacturers share and learn about common challenges as well as
best practice solutions to achieve sustainable continuous improvement
and profi table growth.
You’ll gain an invaluable network of trusted peers, business
development opportunities, best practice presentations, as well as,
industry related resources.
Who attends? Manufacturing professionals interested in
benchmarking, networking and learning from their peers.
http://bit.ly/cmcroundtables
6 advantage Vol. 2, No. 3
How does Lean tie into my organization’s overall business strategy?
During the numerous training sessions I conduct, people are quick and excited to tell me how many kaizen events they have completed within their department. But more often than not, they are hesitant or unable to tell me the improvement metrics from those events or how those events contributed to the company’s strategic goals.
If Lean isn’t a part of your organizational strategy, it becomes an event-based activity that is diffi cult to sustain in the long run. It becomes something focused on the Lean tools themselves and not the outcomes or how the initiatives benefi t the company.
Often, a strategy is put in place without tactical and communication plans behind it. Some people will expect things to happen on their own, but they don’t. The value lies in having a strategic linkage to Lean initiatives and in having Lean thinking drive the strategic planning process. In that way, whatever goals you set, Lean becomes the vehicle to get you there.
For example, if part of your strategy is to improve on-time delivery to your customers, you will need to defi ne which key processes are responsible. There will undoubtedly be processes in both the offi ce and on the manufacturing fl oor
that feed that goal. The bottlenecks could be that your “request for quote” process is too long, or your lengthy setup times have certain departments missing deliveries. If you don’t identify and work on improving those processes that directly impact on-time delivery, you may never meet your goal.
If the focus was strictly on the manufacturing processes for the goal outlined above, kaizen events would be implemented haphazardly with no direction or goal. At that point, the events may or may not benefi t your on-time delivery rate.
Strategically approaching Lean initiatives will identify the most critical improvement opportunities, the order in which kaizen activities need to be conducted and will help defi ne the outcomes, connected to the larger organization’s strategic goals.
You have questions - Matin Karbassioon has the answers. An expert in Lean and continuous improvement, Matin answers your questions using his experience and the knowledge of industry’s top thought leaders.
Matin Karbassioon is a Business Growth Advisor skilled in applying best business practices and leadership principles to continuously improve productivity, quality and throughput. Since joining CONNSTEP in 2005, Mr. Karbassioon has successfully facilitated the transition of manufacturing companies from traditional to Lean. These organizations ranging from medical instrument to electronic component manufacturers have become more profi table through enhanced quality, shorter lead-times and increased capacity.
Reach Matin at [email protected].
>> > Ask the Experts
Could you use a little more balance in your life?Studies have shown that too much work can lead to a variety of stressers that sap workers’ energy, making them more prone to errors on the job, sick days, burnout and turnover. Helping individuals reach a balance between work, family and lifestyle commitments by introducing work/life balance policies can provide benefi cial gains in output, morale, and overall health for company staff.
Does your company have a formal or informal policy in place? A recent survey conducted by the Society for Human Resource Management (SHRM) found that 24% of U.S. organizations have a formal work/life balance policy in place, whereas approximately one-half of organizations (52%) have an informal work/life balance policy.
What is a work/life balance policy?Work/life balance policies help create a better balance between the demands of the job and the enjoyment of life outside of work. Initiatives within the policy can include (among others):• Not working during sick or vacation time• Working from home, telecommuting, fl exible hours• Family leave policies• Fitness facilities or fi tness membership assistance
Why use work life balance policies? Benefi ts include (among others):• Attracting new employees• Helping to retain staff• Reducing sickness and absenteeism• Increasing levels of production and satisfaction• Decreasing stress and burn-out
According to 80% of the respondents, leadership encouragement is the most commonly used practice in ensuring employees take advantage of these policies. Managers and supervisors must take a pro-active approach to ensure their employees utilize these benefi ts for the better good of themselves as well as the company.
SHRM’s complete fi ndings on work/life balance policies can be found at: http://bit.ly/SHRMWLB
C
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BUZZthe >> > Business Barometer
Earlier this year, Senator Richard Blumenthal and Congressman
Chris Murphy solicited input from the industry through the 2012
Survey of Connecticut Manufacturers. Following on from the
2011 survey, the legislators asked a myriad of questions on the
business climate - cost of healthcare, increased competition from
foreign sources, ease of fi nding skilled workers, availability of
capital and credit, and federal, state and local taxation - and out
of 5,000 manufacturers across the state, 191 provided feedback
through the on-line survey, representing a broad cross-section
of the industry. This was a 21% increase over last year’s survey
response.
The 2012 survey response shows that:
• The economic recovery is still a major concern for
Connecticut manufacturers with 54% of respondents
anticipating a fl at economy for the upcoming year and only
17% of respondents anticipating an economic expansion.
• There is signifi cant optimism among the group for the
future of their businesses. A high 77% feel confi dent in the
fi nancial future of their companies with nearly half expecting
an increase in profi ts in 2012.
• The majority of respondents plan on creating jobs and
increasing wages over the next year. However, the industry
is still having diffi culty hiring - simply fi nding the workers
with the skills needed to fi ll open positions is a challenge.
• Connecticut manufacturers report they are still feeling the
effects of foreign competition, mostly from China and the
far east.
• One third of the respondents supply to the federal
government and there is a shared sentiment among all
respondents that a better job needs to be done to make the
federal government a better partner to Connecticut industry.
“Continue to provide grant funding for skill training
efforts which are company
driven.”
“Get more funding for the trade
schools. Not every graduating high
school senior is slated for a
four-year college degree. We need to start giving these kids an option.”
“Stress basic math skills
so younger workers
have the basics to
learn - let young people
know the opportunities
for workers with these
skills.”
“Appropriate education is of course a requirement
but add in actual, practical working experience
at almost any type of work. They need to know
what work really is and be responsible for their
actions.”
Suggestions from survey respondents when asked about skilled workers
“Work with colleges to foster apprentice type programs with
manufacturers.”
“Changing federal policies that encourage companies to outsource or offshore their business by eliminating loopholes
in the tax code and incentivizing insourcing.”
“Increasing federal investments
in STEM-based education and skills training programs.”
“Make it easier for small
businesses to compete
for contracts with the
federal government.”
“Enforcing stronger ‘Buy American’ requirements to
bring federal money back to U.S. manufacturers.”
“Reforming the ITAR system to remove
unnecessary barriers to exportation for
those in the defense manufacturing
industry.”
Feedback from survey respondents when asked doing business with the government
8 advantage Vol. 2, No. 3
SmartphoneSurvivalGuideIf you own a Smartphone or tablet, you are probably well aware that
they are essentially mini, portable computers. Which means, they are
susceptible to many of the perils a computer might face. The most
obvious is hacking and theft of identity or personal information. I
referred to them as portable to remind you that they are also prone to
loss or theft.
As long as there are devices that
collect personal information, there
will always be thieves inventing
new scams to try to separate you
from personal information. For
example, there is a new threat
called smishing. This is when you
get a text message with an offer to
get something free by going to a
link. If you go there it is generally a
website that asks for information. Just by clicking the link the damage
is already done. You’ll never get that $1000 gift card and there is now
spyware on your phone capturing the keystrokes that you type in, such
as passwords, credit card numbers, etc..
Here are a few apps to safeguard your phone against these dangers.
Most of these apps are free.
Smishing/Malicious AttacksAndroid
It’s always easy to say after you have been
hacked or lose your data, “I should have
installed virus protection” or, “I should have
backed up.” What’s really easy is installing
Lookout on your phone. Lookout periodically
scans your mobile device specifi cally looking for
phishing, malware and spyware. It also checks
any apps you load on your device and any
websites you visit.
iPhone
Norton Identity Safe prevents dangerous websites from stealing
your personal information. It does this by letting you know if a site
is dangerous before you visit it. This can be downloaded from the
AppStore for free.
Loss/TheftAndroid
This is the fi rst and only phone locating app that you download
AFTER you’ve already lost your phone. Having Lookout on your
phone is the best way to protect your phone and fi nd it fast, but use
Plan B if you have already lost your phone and didn’t already have
Lookout installed. From another device, you can send the app to your
phone OTA (over-the-air), as long as the phone is on. It will turn on
the GPS and gmail your coordinates on a map back to you.
Verizon Mobile Security provides antivirus protection to detect viruses
and malware. It will also identify and
warn customers of suspicious websites.
That tier of the software is free. The
next tier, available for $1.99/month per
line, Verizon Mobile Security Premium
also provides a recovery feature that
allows customers to remotely locate,
alarm, lock or wipe data from a lost or
misplaced device using their My Verizon
accounts.
iPhone
Find My iPhone works on iPhones, iPad,
iPod Touch or Mac. This will let you use another device to fi nd and
protect your data. Find My iPhone will help you locate your missing
device on a map. From there you can choose to display a message,
play a sound at full volume for two minutes, remotely lock your
device or erase your data from it. You can even write a message and
display it on your screen. Something like, “If found, Please call me at
408-555-0198.” Your message appears, even if the screen is locked.
Lookout is an easy way to protect your iOS device from loss. You can
use the Internet or another phone to determine the missing device’s
location. It will also back up your data and protect your personal
information. Then you can send a loud alarm to pinpoint its location,
even if it’s on silent.
Bonnie Sharon, better known as Cellular Chloe, is the Gadgetista of Wireless Zone®. She is an advocate for the end user and spends her time pushing the envelope on all devices so she can honestly report her fi ndings. She likes to help you get to that “a ha moment” so you and your gadgets can live happily ever after! You can fi nd her at www.CellularChloe.com.
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BUZZthe
a: I was lucky, there was and still is an
excellent public technical vocational high
school in my city as well as very busy and
bustling manufacturing, plastics, defense,
paper, electronics, heavy machinery, etc. A
heavy union presence and the opportunity
to make a very good living long term were
attractive, as well as, being close to home
and family.
My parents didn’t have the money to
send me to college as we had a very
large family, I was the oldest of fi ve, and
since it was right after Vietnam I chose to
delay going into the military and go into
the workforce. At the time, there was
opportunity aplenty for apprentices.
So, after I graduated with training in
machine technology, I was hired as a
toolmaker apprentice of a small mold and
tool company long since closed. But it gave
me a start. I graduated on a Sunday in
June 1976 and started the next day.
36 years later and I’ve had a very nice
career, had to change jobs a few times but
have always been in manufacturing - as
a team leader, shift supervisor, manager,
director, it’s been a good career. I make
a good living; have good benefi ts and
looking forward to retirement in about ten
years or so.
Along the way I added a dual career in
the Army National Guard and have now
logged 27 years with that organization
with deployments to Iraq and Afghanistan.
Flexibility is the key, being a good
employee, a hard worker, sharing ideas,
being a good communicator and being
able to change with the times, as in my
case, computers.
- Mark PompiMinteq Production Team Leader
a: I started my career at the end of what
we would consider the value stream, or end
customer deliverable. I then worked my way
back through the product realization for
helicopter manufacturing. I guess I was just
intrigued with how everything worked.
I worked on, and fl ew on the MH-53J Pavelow
& UH-60 Blackhawk helicopters for the US
Air Force. When I got out of the military I
worked in a military overhaul facility in Groton,
Connecticut, at the 1109th Aviation Group,
working on and repairing helicopters back to
mission ready capability. I worked on a number
of helicopters including the CH-47 Chinook,
UH-60 Blackhawk, etc.
After that I worked for Kaman Helicopters
building new production Blackhawks for
Sikorsky. This was my fi rst exposure to
the production process in regards to new
manufacturing processes. I learned and built a
profi cient knowledge base in Lean Thinking and
associated disciplines.
From there I worked for a helicopter parts
fabricator specializing in CNC based machining,
both milling and turning. From there I moved
on to where I am now at TIGHITCO leading
the production efforts for Composite and
metal fabrication and the associated assembly
processes for our fi xed and rotor winged
aircraft components.
- Terry ChaseTIGHITCO Production Manager
Q: Why did you choose a career in
manufacturing?a: I guess I struggled with the question,
since I kind of ended up in manufacturing
vs. actually choosing it! For me, I think the
question is more of why did you choose
“continuous improvement”?
I started out at Kamatics in inside sales, where I
worked for 18 years. When the opportunity to
work on Lean Manufacturing became available,
it made sense to me…fl ow product at the
pull of the customer without stopping so the
company can get paid and be able to continue
operating! At the time, I was frustrated with
all of the problems we were experiencing from
a customer service perspective. Lots of work
in process meant long lead times, diffi culty
fi nding jobs that customers were following up
on therefore unhappy customers.
The chance to help solve some of these
problems and streamline processes was very
interesting to me. I’ve been in Continuous
Improvement full time since 2004. What I
really enjoy about my job is learning about
the company’s processes and trying to make
them more effi cient through teamwork, the
opportunity to know people at all levels of the
organization and the special satisfaction that
comes when a team works to implement and
sustain their new process.
There are many challenges and frustrations
along the way, but our lead times have
improved over the years and many processes
have been examined and improved. Overall,
we all know our business better than we ever
have in the past and we are doing well.
Continuous Improvement is a great career for
anyone who believes every challenge has a
solution, who loves to learn something every
day and who enjoys working with teams. That
being said, it is not always an easy path and
you have to be perseverant and practice a lot!
- Alice PowerKamatics Continuous Improvement Leader
SOUND OFF
10 advantage Vol. 2, No. 3
The Buy American Supplier Scouting
Program, initiated by CONNSTEP’s federal
partner, the National Institute of Standards
and Technology Manufacturing Extension
Partnership (NIST/MEP), employs the MEP
centers across the country to fi nd domestic
suppliers when grantees subject to the Buy
American requirements have not been able to
do so. CONNSTEP has been involved for over
two years, assisting various federal agencies,
including the DOE, DOT and NIST, as we feel
the program brings work back to U.S suppliers,
provides business opportunity for our clients in
new markets, which, in turn, creates new jobs
for our local industry.
Led by Frank Rio, CONNSTEP has searched
for over 70 different products including heat
pumps, lighting products, solar generators and
water heaters with success in fi nding several
exact matches and a dozen partial matches for
suppliers to bid on.
One example of a successful match is now
housed in the NIST Zero Energy Model house,
on the NIST campus in Gaithersburg, Maryland.
The house is being built to demonstrate that
it is possible for a house to produce more
energy than it uses. Intended to be built with
all domestically produced components in its
construction, the contractor was planning on
using a hybrid water heater made by General
Electric in China, claiming to be unable to
source it stateside.
NIST/MEP asked the centers to fi nd a
domestic source and Frank was able to fi nd
a Connecticut company that produced such
a heater. After determining that it would
meet all of the specifi cations, the contractor
purchased the heater from our local supplier,
the heater was delivered and installed in the
house in November of 2011.
In addition to the water heater, CONNSTEP
has been tasked with identifying a Connecticut
company with the expertise to reverse engineer
two aircraft engine tubes that the DLA was
buying from a sole source supplier. Frank
identifi ed several clients with the capabilities
and they all felt the DLA was paying about six
times the selling price they would ask! One
company was selected and has submitted the
technical data packages for the tubes to the
DLA. It is anticipated that if these TDP’s are
approved, the DLA will save signifi cantly when
it buys these tubes in the future.
New to the Buy America Supplier Scouting
Program is the Next Generation Rail initiative.
The U.S. passenger rail system has lacked
investment over the past 60 years and
therefore the pool of manufacturing capacity
has been signifi cantly reduced. Now the
federal government is planning to invest in an
effi cient, high-speed rail network of 100-600
mile intercity corridors with the goal of insuring
safe and effi cient transportation choices,
promote energy effi ciency and environmental
quality. The DOT has established a 100%
domestic content goal for all projects under
this initiative and the initial project is the
production of 130 high-speed rail cars for the
California Department of Transportation, with
the anticipation that the contracts for these rail
cars will be awarded shortly and the search for
domestic suppliers will commence.
The Buy American Supplier Scouting Program
has helped CONNSTEP improve opportunities
for new business for our clients, and the
Connecticut manufacturing industry, through
the introduction of new potential customers
and through the cooperation with our local
Procurement Technical Assistance Program
(PTAP) offi ce, the program has allowed
CONNSTEP to assist clients in becoming more
competitive in seeking new business with
the federal government. And as the regional
point of contact for the Next Generation Rail
Initiative, Frank and CONNSTEP will provide
new business opportunities for Connecticut
rail suppliers.
For more information, please contact Frank
Rio at 860-513-3214 or via email at
Buy American Supplier Scouting
CONNSTEP’s Bonnie Del Conte and Frank Rio visit the water heater installed at the NIST Zero Energy Model House in Maryland.
The NIST Zero Energy House in Maryland.
connstep.org 11
people working today owe that fact to
small businesses.
3. Young people do not always see manufacturing as a viable career option. One of the single biggest complaints I
hear from manufacturers is the shortage
of young people with the skill set to step
in and contribute. Paul Zalensky, a highly
skilled toolmaker at Ulbrich, and in the
trade for over 40 years, fully understands
the responsibility of manufacturers to
recruit their biggest asset for the future
- people! We need to sell kids on the
idea that there are opportunities for
fulfi lling careers in incredibly innovative
manufacturing companies….yes, here,
in Connecticut! Start now. Contact
administrators, guidance counselors and
teachers from your local elementary,
middle and high schools. Invite them in.
Show them how important you are to the
world, the customers you serve, how your
product makes people’s lives better. Send
someone to speak. Develop a summer
internship/apprenticeship program. Be
proactive now to develop your future
workforce.
I can’t say this strongly enough: develop a Lean
mind-set, fi nd your voice, and recruit like your
life depends on it, because it does.
October is Manufacturing Month here in
Connecticut. With nearly 5,000 manufacturing
companies contributing to 12.7% of the state’s
GDP and producing 92% of our Connecticut’s
exports, manufacturing’s voice should not be
silent. Our best is still ahead!
Bill Greider has spent over 20 years at Dur-A-Flex, Inc. (East Hartford, CT) as Technical Director, Operations Manager and Co-Owner. Over a seven year period, he led the company on it’s Lean journey, cut process times by eliminating non-value added activity and began Dur-A-Flex down the road to become a learning organization. During their Lean transformation, Dur-A-Flex was voted one of the “Best Places to Work” in Connecticut four times and won national recognition as winner of the 2010 MEP Excellence in Innovation Award at the Manufacturing Extension Partnership (MEP) National Conference in Orlando, Florida.
In 2012, Bill decided that he would like to help other company’s management teams and Lean champions as an independent consultant, hoping to help secure their future success by teaching them the tools needed to turn a “continuous improvement or lean sigma department” into a culture of continuous learning. Bill can be found writing a blog: http://www.p4leanstrategy.com/
their processes. And start NOW. Don’t
have time? Chris De Conti, Director of
Operations at Ulbrich Shaped Wire in
North Haven says it best, “You don’t
exercise when you’re hurt!” Companies
that will prosper are the ones who get
a little better every day! Accept the fact
that we have no control over most of
the things that impact our bottom lines.
Control the things you can - create a
culture of people who view improvement
as part of their daily work. My good
friend Bob Smith at Dur-A-Flex in East
Hartford always says, “Can you make
time to work on your business vs. in it?
You can’t afford NOT to!”
2. Voice your displeasure with the albatross we call healthcare. According to Bill Waseleski, President
of Century Spring Manufacturing in
Bristol,“The single biggest obstacle for
small manufacturers to add people is
the cost of healthcare.” Get involved
by petitioning your representatives. A
small voice can become louder through
organizations like SMA, NHMA, MAC and
CBIA. Be persistent. Recruit your peers to
help. Don’t give up. After all, most of the
Congratulations to all Connecticut
manufacturers reading this - it means you
are survivors of some one of the most
diffi cult economic times in history.
I’ve put together a few thoughts - with
help from a few of my friends - our
humble opinions on what needs to be
done for manufacturers to remain viable
and competitive going forward.
1. Adopt a “Lean” strategy.Notice I didn’t say Lean program. I
know of no better way of recession-
proofi ng your business than to
create a culture of people, focused
on seeing and eliminating waste, in
all of the processes in your business.
Customers are not asking us to
get them their stuff slower! Their
expectation is that you will be faster,
and easy to do business with.
The same processes that got us to
today will NOT get us to tomorrow!
Resist the urge to throw bodies at
problems or demand. Challenge
and show respect by teaching your
team how to continuously improve
BUZZthe
IMHOBy Bill Greider
12 advantage Vol. 2, No. 3
From aero engines to buttons, from medical
devices to sports equipment, Connecticut is
home to 5,000 manufacturers who employ
nearly 170,000 people and generate more than
12.7 percent of the state’s GDP.
Staffed by the most productive and highly
skilled workforce in the world, Connecticut
manufacturers are a signifi cant driver of
innovation and exports, and account for more
investments in research and development than
any other sector.
As the Connecticut Manufacturing Extension
Partnership (MEP), CONNSTEP has developed
the Made in CT Program to showcase the
diversity of products and services of the
Connecticut manufacturing industry - and to
celebrate the companies who continue to make
it in Connecticut. In cities and towns from
Bridgeport to Putnam, manufacturing is the
engine that powers the Connecticut economy.
Be part of Made in CT CONNSTEP is proud to launch the Made in
CT Program to create a higher visibility for
Connecticut’s manufacturers by showcasing
products and services to the public, elected
offi cials and interested buyers. CONNSTEP will
recognize the contributions of Connecticut
manufacturers, featuring those that contribute
to the growth of the economy, are involved in
continuous improvement, and strive to create
jobs and grow their businesses.
The key component of the Made in CT
Program will be an online directory consisting
of the state’s manufacturers and the products
and services produced here in Connecticut.
CONNSTEP would like you to participate -
feature your company’s products or services
- in our online directory.
As a Made in CT participating company, you
will receive:
• A free company profi le on
www.made-in-ct.com where you can
showcase your products or services.
Included in the profi le will be your
company logo, company description,
contact information, company news and
photos and/or videos of your products
and services.
• The opportunity to become a featured
manufacturer of the week - and be
highlighted in a special section of the
directory as well as in CONNSTEP blog
posts and in Made in CT social media
posts.
• The opportunity to be a featured
manufacturer on the NIST/MEP “Make
it in America” program website with
national exposure.
• Access to Made in CT Facebook, LinkedIn
and Twitter pages where you can
participate in the conversation about
Connecticut manufacturing.
• The offi cial Made in CT logo to exhibit
on your website and your product
packaging. Special invitations to and
advanced registration opportunities to
CONNSTEP events.
To view participating manufacturers’ profi le
pages and to learn more about how you can
be a Made in CT manufacturer, visit
www.made-in-ct.com.
Launching October 1st, the Made in CT
Program will feature CONNSTEP clients through
the month of October - including:
Launching October 1st
connstep.org 13
In any context and measured by any criteria,
everyone agrees that the manufacturing sector
has been especially hard hit by the recession
and the slow paced recovery. Companies
shrank in size to survive, some closed, and the
growth and rehiring process is moving at a
snail’s pace.
So where do we go from here? There are
some suggestions that external help in the
form of state and federal programs and
grants will stimulate the economic recovery
more rapidly, thereby helping manufacturers
recover more quickly. Other suggestions entail
“leveling the playing fi eld” regarding offshore
competition and unfair tariffs.
These are good suggestions that might help. It
seems though that the overriding sentiments
coming from manufacturers are simply for
outside infl uences to just get out of the way.
Owners of manufacturing fi rms are a pretty
self reliant bunch of people. Left to their
own collective talents, without unfair outside
infl uences in play, they do pretty well in
achieving success.
In addressing how to move forward many
manufacturing leaders do acknowledge that
“more of the same” is not the answer. This
economic climate demands innovative solutions
in order to get back on the path of growth
and job creation. One innovative approach
cited as important is collaboration among
manufacturers. There is recognition of the
strength and value that exists throughout the
manufacturing community and a realization
that collaboration is a way to unlock that
treasure trove of experience and expertise.
Michael Molnar, chief manufacturing offi cer
at the National Institute of Standards and
Technology, focusing on the manufacturing
sector and the need for collaboration as a
cornerstone for growth, said “Business leaders
need to do a better job of working together
to ensure ideas dreamed up here aren’t turned
into reality in a foreign factory.”1
Another conclusion from a recent industry
report said: Industry collaboration must
increase; management needs to be on an
accelerated learning and investment curve to
continuously improve and gain market share.2
So what is this “power” that comes from
collaboration? Why are a few heads better
than one?
One answer can be found in this old adage,
“There’s a fundamental difference between
a smart man and a wise man. A smart man
makes a mistake, learns from it, and never
makes that mistake again. But a wise man
fi nds a smart man and learns from him how to
avoid that mistake altogether.”3
Collaborating Today for Tomorrow
By Ken CookPeer to Peer Advisors
14 advantage Vol. 2, No. 3
When business people share their experiences
in an atmosphere of respect and mutual trust,
a special kind of magic occurs: smart people
become wise and their businesses grow.
Another answer can be found in the story
of Nobel Prize winners James Watson and
Francis Crick, who discovered the double-helix
structure of DNA, one of the most remarkable
scientifi c breakthroughs of the 20th Century.
Watson, on the fi ftieth anniversary of the event,
stated that he and Crick cracked the elusive
DNA code not because they were the smartest
people pursuing the answer. In Watson’s
opinion that distinction belonged to Rosalind
Franklin, a brilliant British scientist. “Rosalind
was so intelligent,” observed Watson, “that
she rarely sought advice. If you’re the brightest
person in the room, you’re in trouble.” By not
being the smartest people pursuing the answer,
Watson and Crick often collaborated, looking
for answers beyond their knowledge and
experience.
In a more modern context you can fi nd a third
answer from Jim Collins describing a tool he
called The Council4, “The Council consists of
a group of the right people who participate
in dialogue and debate.” They “ask the right
questions, engage in vigorous debate, make
decisions, autopsy the results, and learn.”
All three answers illustrate the power of
collaborative thinking. Collaboration is the art
of going outside your area of expertise to seek
the input and ideas from people who bring
fresh ideas, new perspectives, and experiences
that may directly relate to the issue at hand.
Collaboration in its best form produces the
“whole that is greater than the sum of the
parts.” Dictionary.com defi nes collaboration
as, “to work together, especially in a joint
intellectual effort.”
Q. As applied to business leadership, what did
Watson and Crick know fi fty years ago that is
still so relevant for Jim Collins today?
A. Enlightened business leaders realize they
cannot do it alone. Enlightened business
leaders look for opportunities to collaborate.
Collaboration is the great multiplier. It
signifi cantly increases the experience, expertise,
and wisdom one can apply to any situation,
challenge or issue. Collaboration brings
experience, perspectives, and knowledge from
“worlds” that are outside of the business
leader’s world.
Anuradha A. Gokhale conducted research5
to determine the effects of collaboration on
learning. He concluded that collaborative
learning fosters the development of critical
thinking through discussion, clarifi cation of
ideas, and evaluation of others’ ideas. What
business leader wouldn’t want that?
In its best manifestation, collaboration entails
a team of peers from outside the business
offering support, ideas, and accountability;
independent accountability the leader usually
cannot fi nd within their own business.
Consider two givens:
• Leading a business is often a lonely job
• Experience is often the best teacher
An outside circle of collaborators addresses
both of these characteristics. “Alone at the
top” becomes a thing of the past. While
everyone looks to the leader for direction
and answers, they can now look to their
collaboration peers for direct honest feedback,
and an open exchange of ideas.
Second, the more experience one has the
better. More experience enables one to
address a wider spectrum of the problems that
inevitably crop up. With collaborative peers
the business leader can multiply the experience
level by the number of peers they collaborate
with, thereby expanding the growth and
potential for the business.
If you consider participating in a collaborative
circle of peers, ensure that the people in the
circle are truly peers. As manufacturing is
unique in comparison to other business types,
your peers should be from manufacturing
companies. The peers’ companies should be
similar in terms of size and challenges they face.
To ensure sustainability, commit to regular
meetings. Once a month is good; at least
once a quarter is a must. Get a facilitator so
the business leader is free to be a participant
and focus on the content of the meeting,
leaving the process to the facilitator. Have
specifi c agenda items, but be fl exible as well.
Paraphrasing Gene Rodenberry, allow freedom
in the meeting to go places where you dare not
go before.
Collaboration is a must for both the
industry and each individual manufacturer.
Collaboration is the key to opening a treasure
chest of experience and solutions.
Turn on you critical thinking mind -- innovate
your business – fi nd a way to harness the
energy and experience of your peers.
Note - The concepts of organizational culture-climate come from the Burke-Litwin Model of Organizational Change.
1 From a recent forum on growth held August 7, 2012 at The Rhode Island School of Design2 The New England Council and Deloitte Consulting, LLP, December 20093 Unknown4 Good to Great, Jim Collins, reference pages 114-1165 “Collaborative Learning Enhances Critical Thinking,” Journal of Technology Education, Volume 7, #1 Fall
Collaboration is the key to opening a treasure chest of experience and solutions.
connstep.org 15
>>> Paul Murphy, Director of Operations, Electri-Cable Assemblies
Shelton, Connecticut, 45 years old
What I’ve
Learned
16 advantage Vol. 2, No. 3
By Susie ZimmermannPhoto by Nick Caito
I grew up in Ireland, and have been
in the U.S. since 1988. I came over here for a
brief work assignment, and well, 24 years have
passed in a fl ash. Soon I will become a citizen.
I’ve taken my time contemplating when and if
to make the decision to become a citizen, and
doing this now is a sign of my great
pride in being a part of this country.
Growing up on a horse and chicken farm,
I gained great appreciation and
perspective for what I do now. Hard
work and attention to detail never goes out of
style. I learned a lot, but I’m very grateful for
my career in manufacturing.
While 8% unemployment is a bad number,
especially if you are one of the 8%, it
should be kept in perspective. In Ireland,
unemployment was chronically at
20% while I was growing up. We will
bounce back.
I worked for a few years consulting and
started a business developing Lean software
products. Being an entrepreneur is
daunting but gave me a clear sense
of my vulnerability, and the need to
know every aspect of the business—
from cash fl ow to expenses to sales and HR
and everything in between. I also learned
then the value of bartering, collaboration and
relationship-building.
My whole career has been in manufacturing,
and I’ve seen examples of good and bad
management. Bad: top-down, one-directional,
do-as-I-say. Companies take on the
personality of the person in charge, so
problems can usually be tied to a manager’s
method and ability to establish culture and
strategy and lead a team.
Good managers? Those who are willing
to make the tough decisions and tell
the hard truth. They have clear values and
live what they preach.
My core values have derived over time, and I
keep a list of these values on my wall
by my desk, so I’m always reminded of them
and continue to self-audit.
Think small, then act fast and fi nish
strong. Continue to actively learn. Go
and see to learn. Thirty percent of my day
is on the fl oor, talking to my leads, mentoring,
asking what they need from me to succeed and
learning about their daily work and challenges.
Be a simplifi er, not a complicator. Ask
tough questions though, and be prepared
for the ugly truth. The best boss I ever had did
that. I’ll never forget it.
Live Lean—just as Lean as you know your
plant fl oor should be. Be humble and don’t
be afraid to laugh at yourself.
Be as accountable to the people who
work for you as much as they are
accountable to you.
“Gotta Delegate.” That’s what a post-it over
my desk says. That’s a big weakness of mine, so
I’m trying hard to make sure that I give others
more opportunity to succeed—and fail.
My best lessons have come from failure. There
is dignity in failure. How else can we
appreciate success? I try not to protect people
from failure. That’s how we all learn to cope
and rise above.
Manufacturing here in our state is challenging
these days. Connecticut has not been
very good at making a case for why
companies should stay or move here.
There’s been no clear message for the last 20
years about the competitive advantages for
industry here or what kind of a manufacturing
state we are trying to be.
Connecticut may not be the cheapest state to
operate in, but, for example, the state could
offer the best support for business. That could be
a lead benefi t that would attract companies. It
doesn’t always have to be about money
to make Connecticut a strong state for
manufacturing. But with so many companies
here struggling to survive, we need a road map
rather than left-fi eld decisions.
We offer so many advantages in Connecticut—
excellent tech, hubs for biomedical, aerospace
and more—but I am waiting for and
hoping the state will set a course for
the future, establish a long-term plan
that will make short-term decisions
strategically rather than randomly
and enable us all to understand where
we’re headed and what we need to do
together to get there.
- SZ
Be as accountable to the people who work for you as much as they are accountable to you.
connstep.org 17
Wednesday, October 3rd
PUBLIC OPEN HOUSE9:00 to 11:00 a.m.DT Core Demo DayWestminster Tool5 East Parkway, Plainfi eld, CT860.564.6966www.westminstertool.com
Friday, October 5th
National Manufacturing Day!www.mfgday.com
PUBLIC OPEN HOUSE3:00 to 7:00 p.m.Dymotek7 Main Street, Ellington, CT860.875.2868www.dymotek.com
Saturday, October 6th
MANUFACTURING MANIA!9:00 a.m. to 2:00 p.m. Hartford Armory360 Broad Street, Hartford, CTwww.ctdreamitdoit.com
Thursday, October 11thCTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Cheney Technical High School791 W. Middle Tpke, Manchester, CT860.649.5396www.cttech.org/cheney
CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m.Prince Technical High School401 Flatbush Ave., Hartford, CT860.951.7112www.cttech.org/PRINCE
PUBLIC OPEN HOUSE4:00 to 6:00 p.m.Asnuntuck Community College170 Elm Street, Enfi eld, CT860.253.3000www.asnuntuck.edu
Friday, October 12th
PUBLIC OPEN HOUSE8:00 a.m. to 12:00 p.m.Naugatuck Valley Comm. College750 Chase Parkway, Waterbury, CT203.575.8000www.nvcc.commnet.edu
CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m.Abbott Technical High School21 Hayestown Avenue, Danbury, CT203.575.8000www.cttech.org/abbott
CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m.Bristol Technical Education Center431 Minor Street, Bristol, CT860.584.8433www.cttech.org/bristol
CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m.Goodwin Technical High School735 Slater Road, New Britain, CT860.827.7736www.cttech.org/goodwin
CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m.Kaynor Technical High School43 Tompkins Street, Waterbury, CT203.596.4302www.cttech.org/kaynor
Tuesday, October 16th
PUBLIC OPEN HOUSE10:00 a.m. to 2:00 p.m.AdChem Manufacturing Technologies369 Progress Drive, Manchester, CT860.645.0592www.acmt.aero
Connecticut. Dream It. Do It. brings together a coalition of business and trade associations, educational institutions, economic development and workforce organizations, and manufacturers from throughout the state to focus on enhancing Connecticut’s manufacturing workforce and the industry.
Founded on existing partnerships and a strong commitment to the growth of manufacturing statewide, Connecticut. Dream It. Do It. addresses a high priority among manufacturers—creating the next generation of skilled workers.
October is all about manufacturing! Come join us for exciting events that are happening in your area and let’s proudly celebrate all that is Connecticut made!
Students - learn more about what a career in manufacturing is all about. See how the right education will start you on the path to a rewarding, high-paying job!
Families - fi nd out how to steer your student toward a career in one of today’s advanced manufacturing fi elds. Now more than ever, manufacturing offers opportunities for them to do what they like and be nicely rewarded!
Educators - help us engage and educate the next generation STEM-capable workforce. Learn more about career and educational pathways in today’s advanced manufacturing!
Manufacturers - help us develop your future skilled workforce. Get involved in activities for students, families and educators to showcase today’s changing manufacturing environment!
Wednesday, October 17th
PUBLIC OPEN HOUSE4:00 to 6:00 p.m.Quinebaug Valley Comm. College742 Upper Maple St., Danielson, CT860.412.7200www.qvcc.commnet.edu
MANUFACTURING EVENT1:00 to 6:00 p.m.ACM: Trade ShowHartford/Windsor Airport Marriott860.513.3205pre-registration required: www.aerospacecomponents.org
Friday, October 19th
PUBLIC OPEN HOUSE8:00 to 11:00 a.m.Manchester Community College161 Hillstown Road, Manchester, CT860.512.3000www.mcc.commnet.edu
PUBLIC OPEN HOUSE9:00 to 10:30 a.m.Aerospace Alloys, Inc.11 Britton Drive, Bloomfi eld, CT860.882.0019www.aalloys.com
CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Vinal Technical High School60 Daniels Street, Middletown, CT860.344.7100www.cttech.org/vinal
CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Wilcox Technical High School298 Oregon Road, Meriden, CT 203.238.6260www.cttech.org/WILCOX
Saturday, October 20th
PUBLIC OPEN HOUSE10:00 a.m. to 12:00 p.m.Middlesex Community College34B Maynard Street, Meriden, CT203.238.6202www.mxcc.commnet.edu
Wednesday, October 24th
MANUFACTURING EVENT7:30 to 11:00 a.m.CONNSTEP: Business Growth Over BreakfastInn at Middletown, Middletown, CT860.529.5120pre-registration required: www.connstep.org
PUBLIC OPEN HOUSE1:00 to 3:00 p.m.Peter Paul Electronics Co, Inc.480 John Downey Drive, New Britain, CT860.229.4884www.peterpaul.com
Friday, October 26th
CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Eli Whitney Technical High School71 Jones Street, Hamden, CT203.397.4031www.cttech.org/WHITNEY
CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Norwich Technical High School7 Mahan Drive, Norwich, CT860.889.8943www.cttech.org/NORWICH
CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. O’Brien Technical High School141 Prindle Avenue, Ansonia, CT203.732.1800www.cttech.org/obrien
CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Platt Technical High School600 Orange Avenue, Milford, CT203.783.5300www.cttech.org/platt
CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Windham Technical High School210 Birch Street, Willimantic, CT860.456.3879www.cttech.org/windham
PUBLIC OPEN HOUSE9:30 a.m. to 12:00 p.m.Housatonic Community College900 Lafayette Blvd., Bridgeport, CT203.332.5000www.hcc.commnet.edu
PUBLIC OPEN HOUSE10:00 a.m. to 3:00 p.m.Three Rivers Community College574 New London Tpke, Norwich, CT860.886.0177www.trcc.commnet.edu
Wednesday, October 30th
MANUFACTURING EVENT8:30 to 11:30 a.m.CBIA: Shaping Connecticut’s Future: A Manufacturing Policy ForumLegislative Offi ce Building, Hartford, CT860.244.1977pre-registration required: www.eventbrite.com/event/4289042642#
CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Oliver Wolcott Technical High School75 Oliver Street, Torrington, CT860.496.5300www.cttech.org/wolcott
PUBLIC OPEN HOUSE6:00 to 8:00 p.m.Northwestern CT Community College2 Park Place, Winsted, CT860.738.6300www.nwcc.commnet.edu
Waterbury
Windso
BristolTerryville
Kent
New
HamdeLOCK MUSEUM OF AMERICAThe Lock Museum of America was built in 1972; the museum houses eight display rooms, each with a unique focus on the eras of lock making and specific lock and hardware types. One of the primary attractions is the original patent model of the Mortise Cylinder Pin Tumbler Lock designed by Linus Yale Jr. in 1865. Location: 230 Main Street (Route 6), Terryville, CT 06786 Hours of Operation: Tuesday – Sunday 1:30pm – 4:30 pm (May 7 – October 31)
MATTATUCK MUSEUMThe Mattatuck Museuthe height of manufactheir permanent histometal manufacturing Naugatuck Valley. ThWaterbury’s industriaimages and a display factories.Location: 144 West MainHours: Tuesday through and Sunday, noon to 5 pmWebsite: www.mattatuc
CONNECTICUT ANTIQUE MACHINERY MUSEUMThe Connecticut Antique Machinery Museum is dedicated to the preservation, restoration and demonstration of antique machinery from our rich industrial past, revolving around machinery that made Connecticut great. Exhibits include a Wolverine Diesel Engine built in Bridgeport, a large collection of operable steam engines, and a fully functional blacksmith shop.Location: 31 Kent Cornwall Road, Kent, CT 06757Hours: May – October, Wednesday – Sunday, 10am – 4pmWebsite: www.ctamachinery.com
ERIC SLOANE MUSEUM AND KENT IRON FURNACEThe Eric Sloane Museum exhibits the hand tool collection of artist and author Eric Sloane whose books captured the work environment of early rural New England. In addition to the museum, the remains of the Kent Iron Company’s blast furnace can also be viewed on the grounds.Location: 31 Kent Cornwall Road, Kent, CT 06757Hours: May – October, Thursday – Sunday, 10am – 4pmWebsite: www.cultureandtourism.org
MUSEUM OF CONNECTICUT HISTORYAt the Museum of Connecticut History, you’ll find exhibits that trace the growth of the state and its role in the development of the nation, including the Colt Firearms Collection featuring the Gatling Guns which can fire 300 rounds per minute. Colt helped make Connecticut a major center of firearms manufacturing throughout the 19th and 20th centuries.Location: 231 Capitol Avenue, Hartford, CT 06106Hours: Monday – Friday, 9am – 4pm, Saturday 9am – 2pmWebsite: www.museumofcthistory.org
AMERICAN CLOCK MUSEUM
Learn about American clock & watch making with an emphasis on Connecticut, once the clock capital of the United States. The museum holds the largest display of American-made clocks and watches in the world, with over 5,500 in the collection! Be sure to “Meet the Ol’ Cranks” on the first and third Fridays of each month.Location: 100 Maple Street, Bristol, CT 06010Hours: 10am – 5pm until December 2, 2012 Off-season hours: by appointment only. Website: www.clockandwatchmuseum.org
TIMEXPO: THE TIMEX MUSEUMThe Timex Museum is housed in a historical brass mill building with three floors of educational, nostalgic, and interactive exhibits. Explore their collection of magnificent timepieces and innovations dating back to the Waterbury Clock Company where integrity and cutting-edge technology laid the foundation for Timex.Location: 175 Union Street, Waterbury, CT 06706Hours: Tuesday – Saturday 10am – 5pmWebsite: www.timexpo.com
Promoting the history of American-made clocks and watches
design: gariphic.com
Willimantic
or Locks
w Britain
Hartford
en
um transports you back to cturing in the region with ory exhibit. Fifty years ago
was the lifeblood of the is exhibit examines
al past through oral histories, of machinery used in these
n Street, Waterbury, CT 06702Saturday, 10am to 5pm, m
ckmuseum.org
WINDHAM TEXTILE & HISTORY MUSEUMLocated in the historic former headquarters of the American Thread Company, the Windham Textile Museum preserves and interprets the history of textiles, textile arts and the textile industry, with special emphasis on the experiences of the craftspeople, industrial workers, manufacturers, inventors, designers, and consumers.Location: 411 Main Street, Willimantic, CT 06226Hours: Friday – Saturday, 10am – 4pmWebsite: www.millmuseum.org
CT HISTORICAL SOCIETY & MUSEUMFounded in 1825, the Connecticut Historical Society (CHS) is a non-profit museum, research library, and education center. Visitors of all ages can explore hands-on, award-winning exhibits, participate in public programs, workshops, activities and tours, plus visit the research center to discover their own family history with access to millions of manuscripts, books, images, and artifacts.Location: One Elizabeth Street, Hartford, CT 06105Hours of Operation: Tuesday – Friday, 12pm – 5pm and Saturday, 9am – 5pmWebsite: www.chs.org
THE ELI WHITNEY MUSEUMThe Eli Whitney Museum was established in 1979 on the site where Whitney transformed American manufacturing in 1798. The Museum is a teaching workshop and design center. They design projects to enrich the depth and scope of hands-on learning and are the third largest providerof educational programs in the state.Location: 915 Whitney Avenue, Hamden, CT 06517Hours: Walk in projects available during open hours on Saturday (10am – 3pm) and Sunday (12pm – 5pm) Website: www.eliwhitney.org
CEDAR HILL CEMETERY Established in 1864, Cedar Hill Cemetery encompasses 270 acres of landscaped woodlands, waterways and memorial grounds. More than 32,000 people have chosen Cedar Hill as their final resting place, including several notable residents who made significant contributions to Connecticut industry; Samuel Colt, Francis A. Pratt, and Amos Whitney.Location: 453 Fairfield Avenue, Hartford, CT 06114Hours: Everyday from sunrise to sunsetWebsite: www.cedarhillfoundation.org
NEW ENGLAND AIR MUSEUMThe New England Air Museum is the largest aviation museum in New England. The museum houses over 80 aircraft and an extensive collection of engines, instruments, aircraft parts, uniforms, and personal memorabilia, including an expertly restored B-29 Superfortress, the Bunce-Curtiss Pusher, the oldest surviving Connecticut-built airplane, and the Sikorsky S-39, the oldest surviving Sikorsky aircraft.Location: 36 Perimeter Road, Windsor Locks, CTHours: Open daily from 10am – 5pmWebsite: www.neam.org
NEW BRITAIN INDUSTRIAL MUSEUMAt the New Britain Industrial Museum you will discover the vast array of items pioneered and produced in New Britain, the Hardware Capital of the World. From hooks and eyes produced by hand in the early 1800’s to Fafnir bearings, the museum’s collection celebrates the city’s contribution to manufacturing worldwide.Location: 185 Main Street, New Britain CTHours: 2pm – 5pm Monday – Friday, 12pm – 5pm Wednesday or by appointmentWebsite: www.nbim.org
Inventors Eli Whitney, Charles Goodyear and Samuel Colt gave birth to
tourism.
Industrial Tourism
NEW BRITAIN INDUSTRIAL MUSEUMNEW B ITA N INDUSTR AL MUSEUMAt the New Britain Industrial Museum you will At he Neww B ita n Industria Museum you wildiscover the vast array of items pioneered and discover the vast array of items pioneered anproduced in New Britain, the Hardware Capital produ ed n New Br ain th H rdwwar Capitd d N B i th H d C itof the World. From hooks and eyes produced by yof he Wo ld From h ok and e es produced yhand in the early 1800’s to Fafnir bearings, the ha d i the early 1800’s to F fni bearings, themuseum’s collection celebrates the city’smuseum’s co ect on celebr tes the city’scontribution to manufacturing worldwide.co tributi n to manu ac uring worldwide.LocationLocation: 185 Main Street, New Britain CT: 185 Main Street, New Britain CCTHoursHo rsH : 2pm – 5pm Monday – Friday, 12pm – 5pm : 2pm 5pm MMonday Friday, 12pm 5pmF 2Wednesday or by appointmentWednesday or by appo ntmentWebsiteWebsite: www.nbim.org: www nbimm.org
While the high cost of doing
business in Connecticut and the
perennial search for skilled labor is
consistent across industries, each
of these companies offers a unique
perspective, with lessons and
cautionary notes that can relate
to all.
Current State, Future State
CONNECTICUTMANUFACTURING
To commemorate Connecticut
Dream It. Do It. Manufacturing
Month, CONNSTEP talked with
leaders from some of the state’s
key industries to examine their
condition in 2012. How have they
weathered the recent economic
slowdown and what is the forecast
going forward?
22 advantage Vol. 2, No. 3
By Susie ZimmermannPhotographs by Jennifer Fiereck and Nick Caito
Specialty PrintingEast Windsor, CT
Unlike many of its commercial printing peers, Specialty
Printing’s business has been stable over the last few
years and this year the company has experienced
unusually good growth. “A lot of the pent-up demand
is beginning to give way as customers seem to be more
comfortable introducing new products,” says Bob
Guertin, chief fi nancial offi cer. “People are beginning to
realize that they can’t stay still forever.”
Specialty Printing manufactures pressure-sensitive
labels and related products for retail, medical facilities,
restaurants, post offi ces and warehouses nationwide.
The explosion of the digital age as a primary means
of communication has made the need for large-scale
printing nearly obsolete in many instances, and many
commercial printers have suffered greatly. In contrast,
Specialty Printing’s focus on package printing for short-
run jobs has kept it strongly in the game.
Yet Specialty shares the concerns of other fi rms that
the cost of operating a business in Connecticut makes
it hard to compete with lower-cost regions elsewhere
in the country. The state’s labor and energy costs, and
an overall higher cost of living create operational and
recruiting challenges. “Companies are going out of
business or just leaving the state,” says Guertin, who’s
also on the board for the Manufacturing Alliance of
Connecticut. “And unfortunately, state legislators
are only recently beginning to consider that these
departures may not be company-specifi c, but in fact are
representative of bigger problems.”
Local regulations, restrictions and bureaucracy may also
be compounding the challenges that businesses face to
expand. Guertin reports it took 17 weeks to receive a
registration number to set up an ancillary business. Firms
seeking building permits to enable expansion may likely
experience similar delays.
In spite of the state’s higher cost of living, however,
Guertin credits the per capita income in the state and
the high caliber of employees as a plus for Connecticut’s
businesses. As other commercial printers have shut their
doors, Specialty has benefi tted from the availability of
skilled print operators who fi nd themselves out of work.
“Or if we can’t fi nd people with the skills we need, we
look for people with good raw technical and people
skills who share our work ethic, and we will train them,”
Guertin explains.
“Manufacturing has lost much of its glamour and
personality, and it’s much less a career goal for young
people today. That’s unfortunate because we all know
of the great opportunities in manufacturing, and that
small companies drive overall business growth,” argues
Guertin. And with the tight workforce, Guertin has
observed great mobility among employees, so he advises
companies to invest in making their businesses attractive
to retain employees.
What does Guertin suggest the state’s businesses do
to stay competitive and strong in the years to come?
“Embrace technology and be vigilant about driving
costs out of processes wherever possible. Strengthen
your organization by always hiring the most talented
individuals you can fi nd. Seek out the fi nancing to
invest in new equipment that will improve productivity.
Consider new business opportunities that may vary
from your traditional business focus. And always think
strategically and globally.”
Hologic, Inc.Danbury, CT
Hologic is a leading developer, manufacturer and
supplier of premium diagnostic products, medical
imaging systems and surgical products dedicated to
serving the healthcare needs of women. More than sixty
percent of the digital mammography systems in the U.S.
are made by Hologic. The company has a comparable
share in many other countries of the world. In FY
2011, revenues from Hologic’s breast health business
headquartered in their Danbury location accounted for
almost 40% of the company’s overall revenue.
One of Hologic’s newest technologies is 3D
mammography (breast tomosynthesis). Unlike
connstep.org 23
when manufacturing thrived and one
classifi ed ad would generate many qualifi ed
responses. Today, those engineers and
other manufacturing personnel that
companies like Hologic seek are hard to
fi nd, since so many have either changed
careers or moved out of state. “There is
some great tech talent here if you take
the time to fi nd it,” Parrilla says. “We are
pleased to see the State focus on growing
the labor force.”
For the medical device industry overall,
Parrilla is glad to see that the migration of
manufacturing overseas in the 70s and 80s
is reversing, “for all the right reasons,” as
fi rms are recognizing that these moves did not
always reduce costs or ensure quality products.
Hologic’s supply chain is vast and some of its
suppliers and partners have felt tremendous
pressure to achieve cost-effectiveness
to stay profi table. This has lead to
consolidation in some cases, and Hologic
has had to change some of its sources as it
continues to look for the most economical,
highest quality products with the best
technology.
“Like our suppliers, we too are continually
examining cost reductions and quality and
tech improvements,” Parrilla notes. As with
any successful business today, it’s the only
way to stay competitive and profi table.”
Spectrum PlasticsAnsonia, CT
For the plastics industry, recent years have
indeed been a challenge. Companies
are still losing business overseas. Making
capital investments is challenging. And the
numbers of skilled laborers is low. David Kelly,
general manager of Spectrum Plastics Group
acknowledges that the state’s high school
manufacturing training programs to cultivate
future workers are promising, “but it’s still
diffi cult to grow your business in Connecticut.
Sometimes it seems the only way to fi nd the
right people is when other companies go
under.”
In spite of these barriers, Spectrum Plastics
is growing. “We have had to reinvent
ourselves,” explains Kelly. When the company’s
electronics molding business was largely lost
to Asia in 2002-2003, the company ventured
into the medical device market. The move
required capital investments in the facility and
equipment to attract the top customers in that
market. Spectrum also found similar
opportunity in another new market: aerospace
and defense. The change in direction required
capital investments at a time when capital was
hard to come by, but today the company is
seeing that payoff in continued year over year
growth.
The other key to Spectrum’s recent success
has been its expansion (through acquisitions
and partnerships with other companies)
to be able to service all of a client’s needs,
from new product development through
process validation and assembly. “Many other
companies in plastics don’t have this all-in-
one capability that customers now want. As a
result, many of the old mom-and-pop shops
conventional 2D mammography where the
presence of overlapping breast tissue can make
it more diffi cult to detect cancer, the Hologic
3D mammography procedure allows doctors to
see the breast more clearly. As a result, fewer
women are called back for additional testing
because of false positive results and clinicians
report that the Hologic 3D mammography
procedure detects cancers that may have been
missed by 2D mammography. The company
is enthusiastic about its market position and
potential as it looks ahead.
Michael Parrilla, senior vice president hopes
to grow the plant and its labor force in
Connecticut to meet increased sales forecasts.
Yet Parrilla knows it won’t be easy to fi nd in
Connecticut the well-trained and experienced
workers it will seek.
“It’s expensive to both manufacture and live
here,” he says, citing high tax rates among
other costs. He remembers “the old days”
“Manufacturing has lost much of its glamour and personality, and it’s much less a career goal for young people today. That’s unfortunate because we all know of the great opportunities in manufacturing, and that small companies drive overall business growth.”
Bob Guertin, Specialty Printing
Hologic’s Michael Parrilla with Connecticut Senator Richard Blumenthal during the Senator’s recent visit.
Doug Rose, president of AeroGear
24 advantage Vol. 2, No. 3
Aero GearWindsor, CT
In aerospace, the pendulum between
commercial and military business goes
back and forth, and Aero Gear’s balance is
typical for the state. “Three years ago we
had 60% military and 40% commercial,
and in two years it will reverse,” explains
Doug Rose, president. While a company’s
business stability will largely depend on
the engines and aircraft program it is part
of, Rose says that today the commercial
side is strengthening and the military may
be dropping in the face of looming defi cit
reduction spending decreases. “But given
today’s unstable world, those numbers will
likely continue to shift selectively into the
future.”
The long lead times in the industry also
contribute to relatively consistent and stable
business. Still, like in other industries, Aero
Gear and its aerospace and defense peers
continue to face plenty of challenges. For one,
the worldwide nature of the supply chains
leads to intense pricing pressures. Finding
skilled workers to replace retiring specialists is
also a challenge, as it is in other industries in
Connecticut.
Aerospace is also more vulnerable than other
industries to fl uctuations in overseas
markets. “The very nature of today’s
uncertain global economic climate can lead
us all to hold back on purchases of new
equipment, even though those investments
may be critical for growth,” says Rose.
One major competitive advantage
for Connecticut’s aerospace fi rms is
what is known as Aerospace Alley, the
concentration in the state of related fi rms
and suppliers. Rose explains, “It’s a pretty
unique and valuable cluster, one that
other regions don’t have. Much of our work
includes specialized process and raw materials
that our local support network quickly and
easily provides, and this saves time and cost
for our customers.” This unique concentration
of specialists makes it hard for any new
competitors to open business elsewhere.
Aerospace and defense companies are
working cooperatively to strengthen their core
businesses through the Aerospace Component
Manufacturers (ACM), which works on such
mutual projects as workforce development,
marketing, and Lean and advanced
manufacturing.
Particularly in a high-cost state like Connecticut,
Aero Gear and others in the industry know that
they need to be productive to be affordable,
keep up with the latest technologies and
maintain a highly skilled workforce. Rose also
advises companies to continue to refi ne their
strategies and processes to be agile so they
can respond to market changes, short lead
requests, pricing pressures and the global
economy. “We need to be ready at any time to
seize new opportunities.”
- SZ
are going out of business.” He notes that
the competition in his area has dramatically
decreased while Spectrum has enjoyed double-
digit growth, due in large part to its multi-site
business strategy.
Customers are also looking for customization—
in their products and even in their fi nancing.
“Eight years ago,” says Kelly, “the price was
the price. Now customers ask how they can get
it cheaper or how they can amortize the cost to
make it work within their own budgets.”
Of equal importance to Spectrum’s growth
is its commitment to client relationships and
understanding client needs. Spectrum also
focuses efforts to develop and maintain the
in-house skills and capital that will deliver what
his customers need to be successful. “It’s
important to have true ‘can-do’ engineers
who are never afraid to push the limits for the
customer.”
As much time as he focuses on his customer
relationships, Kelly also takes time to maintain
a good working environment for his team. For
him, it’s the relationship building that he has
always loved about his business: “It’s what gets
me out of bed everyday.”
“We need to be ready at any time to seize new opportunities.”
Doug Rose, AeroGear
Bob Guertin, CFO, Specialty Printing
Staff member at Spectrum Plastics in Ansonia
connstep.org 25
member manufacturers represent the great, world-
changing diversity of industries and innovators in
Connecticut.
Our job is to help Connecticut businesses succeed
through a wide range of resources they need every
day to work more effi ciently and compete more
vigorously.
We do this through advocacy efforts, programs,
products and services that testify to the commitment
we have made to equipping Connecticut
manufacturers to thrive in the global economy.
Capitol IdeasAt the State Capitol, we champion policies
promoting economic growth, a fi scally responsible
state government, and a dynamic business climate
that allows businesses to grow and fl ourish here.
Our CBIA research studies routinely gauge the
perspectives of manufacturing executives and
identify the specifi c needs of their businesses.
And because manufacturers need a steady supply of
highly skilled workers, CBIA’s Education Foundation
has worked with policymakers and educators for
decades to bring a real-world focus to our education
system.
Working side-by-side with Connecticut
manufacturers, we help bring industry and
government together on such critical policy issues
as taxes, energy, the environment, and workplace
conditions and benefi ts.
The 2012 Manufacturing Policy Forum: Shaping
Connecticut’s Future on Tuesday, Oct. 30 at
the Legislative Offi ce Building in Hartford—will
prominently position manufacturers before
policymakers.
Everyday NeedsWe also address manufacturers’ everyday needs.
CBIA seminars, webinars, and conferences help
manufacturers run their businesses, increase
profi tability and competitiveness, and comply with
complex state and federal regulations.
Manufacturers need reliable, affordable energy
to power their operations, and our Energy
Connections program is helping them meet that
need. We also help our members develop or
obtain funding for critical capital or workforce
improvements.
CBIA solutions for healthcare, retirement plans,
workers’ compensation, life insurance, and other
needs enable our members to offer their employees
excellent benefi ts. Free member benefi ts include
expert advice on HR and business topics from taxes
to wage and hour issues.
Vital to Our FutureWe know that manufacturing is absolutely vital to
Connecticut’s overall economic health and well-
being. And we’re proud of the manufacturers we
represent - for what they have accomplished and all
that they promise for Connecticut. They are, after
all, key to shaping our future.
We thank and salute them during Connecticut
Manufacturing Month.
CBIA: Helping Manufacturers Shape Connecticut’s Future
Manufacturing has shaped the story of
Connecticut and America for centuries.
With Yankee ingenuity and impressive productivity,
Connecticut manufacturers have driven our state’s
economy and improved lives throughout the
United States and across the globe.
CBIA - the Connecticut Business and Industry
Association - is proud to be part of this story.
Manufacturers’ VoiceFor 197 years we have been the voice of
Connecticut’s manufacturers and all businesses in
the halls of state government.
Our heritage traces back to the pioneering
Society for the Encouragement of Connecticut
Manufactories, formed just after the War of 1812
by the state’s leading businesspeople.
Today, CBIA is the largest and most representative
business organization in the state, with 10,000
member companies.
From small tooling shops to biosciences incubators
and large multinational defense corporations, CBIA
Connecticut Business & Industry Association350 Church StreetHartford, CT 06106-1126
860.244.1900cbia.com
facebook.com/CBIAfb
twitter.com/cbianews
>>> Serving Connecticut Manufacturing
to Connecticut’s economic prosperity, Governor
Dannel P. Malloy has offi cially proclaimed October as
Connecticut. Dream It. Do It. Manufacturing Month
in Connecticut. Manufacturing Month is a part of
the Connecticut. Dream It. Do It. initiative to help
raise a positive awareness of manufacturing and the
rewarding careers it offers.
The month kicks off on October 6 with
“Manufacturing Mania” at the Hartford State
Armory. Mania-goers will
discover the stories behind
great Connecticut-made
products and learn about
manufacturing career
opportunities through exhibits by manufacturers.
As Manufacturing Month continues, activities
statewide will showcase manufacturing, building
on the Connecticut. Dream It. Do It. initiative. Open
house activities will be held at the Connecticut
community colleges and technical high schools that
offer manufacturing programs. Manufacturers across
the state will open their doors for the public to see
what today’s manufacturing really looks like.
Going forward, the Connecticut. Dream It. Do
It. coalition of business and trade associations,
educational institutions, economic development
organizations and manufacturers will continue to
focus on enhancing Connecticut’s manufacturing
workforce. The initiative supports the use of the
National Association of Manufacturers (NAM)-
endorsed Skills Certifi cation System to help
increase the number of prepared applicants for
manufacturing jobs. Launched in December 2010,
Connecticut. Dream It. Do It., which is administered
by CCAT, is modeled after the Manufacturing
Institute’s (MI) national Dream It. Do It. program.
Technology AdvancementIn addition to addressing current and future
workforce demands, a key asset in CCAT’s effort to
serve the manufacturing sector is its state-of-the-art
Advanced Manufacturing Center (AMC). Centrally
located at the United Technologies Research
Center’s East Hartford campus, the AMC houses
3- and 5-axis mill and mill/turn machines, industrial
lasers, modeling/simulation software and scanning/
metrology equipment. To ensure that CCAT is
the go-to resource and best practices partner for
manufacturers, the AMC frequently updates its
equipment to offer customers the latest in high
technology to support their short- and long-term
needs.
“At CCAT, we strive continually to enhance our
customers’ competitiveness and technological
leadership,” said Ginsberg. “With the expert
staff and equipment capabilities of the AMC, we
are able to customize solutions that streamline
production processes, improve quality and help
provide the critical competitive edge that will
prepare manufacturers today for the changes of
tomorrow.”
CCAT leads initiatives to increase competitiveness, showcase manufacturing and promote its rewarding career paths.
The economic outlook for advanced manufacturing
in the state is bright and opportunities for the
next generation of manufacturing workers
are here today and growing. “We know that
manufacturing companies in Connecticut are
eager to hire a qualifi ed workforce to meet their
present needs, and
that they are anxious to
address the anticipated
gap that will be created
due to the graying of
their current workforce,” stated Elliot Ginsberg,
Connecticut Center for Advanced Technologies
(CCAT) president and chief executive offi cer. “At
CCAT, we promote partnerships between industry,
academia and government in the region to create
a new collaborative framework for addressing
these 21st-century workforce and economic
challenges.”
October Proclaimed Manufacturing MonthIn recognition of the importance of manufacturing
Enhancing Tomorrow’s Advanced Manufacturing Workforce Today
Connecticut Center for Advanced Technology222 Pitkin Street, Suite 101East Hartford, Connecticut 06108
860.291.8832www.ccat.us
>>> Serving Connecticut Manufacturing
urban infrastructure, employment and tax revenues.
Companies may apply for direct, guaranteed or
participating loans; brownfi eld clean-up loans;
industrial bonds; and other forms of debt assistance.
CI’s equity and risk capital investment initiatives,
geared to emerging technology-based companies,
are led by Peter Longo, who is assisted by a team
of investment managers. These initiatives spur
growth in Connecticut’s technology sector – in areas
including bioscience, information technology, clean
tech, photonics and advanced materials. In addition
to providing vital, early-stage capital, CI offers its
portfolio companies strategic guidance, mentoring,
marketing support and introductions to valuable
business resources, including potential investors. This
combination of funding
and guidance is designed
to help companies reach
their potential.
CI also has a team
dedicated to helping
small, technology-based
companies innovate,
fi nd collaborators – from
industry, academia
and government – and
commercialize technologies. That is the SBI team,
headed by Deb Santy. Through this team, CI
provides funding to businesses to help accelerate
and commercialize research conducted using
federal Small Business Innovation Research (SBIR)
or other federal funds. Other SBI funding enables
Connecticut manufacturers to design and develop
innovations that diversify their portfolio of products
or markets. Yet another initiative helps companies
secure and pay for student interns.
In addition to offering fi nancial support, Deb
and her team manage programs that offer
business-related matchmaking, mentoring, STEM
educational challenges and other highly effective
services in support of economic and job growth.
One of SBI’s newest programs is the Technology
Talent Bridge Program, designed to cultivate (and
retain) local talent and fuel the growth of the tech
sector through internships for college students at
small, high-tech companies. The program, launched
in April, has been so successful in such a short
time that CI recently extended funding to support
additional student internships.
CI’s funding requests are evaluated initially by CI
staff and ultimately presented to the CI Board of
Directors for review and action.
Historically, CI collaborated with CDA on fi nancial
assistance packages to help companies grow and
prosper in our state. The combined entity will make
it easier and more effi cient to offer Connecticut-
based manufacturers and other Connecticut
companies a variety of investment and assistance
tools to help them innovate and grow.
Detailed information on CI’s initiatives can be
found at www.ctinnovations.com and www.ctcda.
com. Soon the full complement of CI initiatives will
appear on one site: www.ctinnovations.com. You
may also contact us at [email protected].
Connecticut Innovations Now Offers More Financing ProgramsNow that Connecticut Innovations (CI) has merged
with the Connecticut Development Authority
(CDA), it can provide more fi nancing programs
than it could before. In addition to providing equity
and risk capital investments and Small Business
Innovation (SBI) funding and support, CI now
offers Connecticut companies a broad array of
debt fi nancing options.
CI’s debt fi nancing
team, led by P. Joseph
Harpie, provides capital
to help businesses
grow in Connecticut
when private sector
lenders are unable to
accommodate their
fi nancial needs. Joe
and his team of loan
offi cers evaluate applicant companies across
several parameters, including fi nancial capacity,
ownership and their contributions to Connecticut’s
economy, technology base, intellectual capital,
Connecticut Innovations865 Brook StreetRocky Hill, Connecticut 06067
>>> Serving Connecticut Manufacturing
The combined entity will make it easier and more effi cient to offer Connecticut-based manufacturers and other Connecticut companies a variety of investment and assistance tools to help them innovate and grow.
MAC was incorporated in September of that year
with 39 member companies. In the years since then,
MAC has grown into the largest trade association
in Connecticut dedicated solely to manufacturing
issues.
Over the years, in conjunction with our lobbying
fi rm, Gaffney Bennett and Associates, MAC has
worked tirelessly to improve the manufacturing
climate of our state. Among our many
accomplishments, we have become a quick resource
for access to state and federal elected offi cials.
MAC successfully lobbied to eliminate the gross
receipts tax (GET) on the electric and natural gas
bills and fought for the elimination of sales tax on
manufacturing repair and replacement parts.
From the workers’ compensation reforms of 1993
through the electric deregulation legislation and
beyond, MAC has been involved in legislation that is
saving manufacturers more than 1.5 billion dollars.
Legislative successes are just the beginning of
MAC’s involvement with improving the state’s
manufacturing climate. We have become the
leader in energy issues in the state, operating the
longest-running and most successful natural gas
aggregation project in the state. With the fi rst-ever
license to aggregate electricity buyers, MAC has
established the state’s premier electric purchasing
pool.
MAC has also involved itself in other activities, such
as insurance programs, health benefi t education,
environmental issues, internet security education,
manufacturing training, human resource solutions
and many other member-driven projects. Our
staff members serve on a variety of statewide
panels, commissions, study groups and committees
working on behalf of manufacturers.
Working with MASC, the Manufacturing
Alliance Service Center, a 501 (c) (3) educational
entity; MAC members have access to courses in
blueprint reading, math, theory, CNC training and
supervisory skills.
MAC is working on several new initiatives that will
benefi t the manufacturing community and we look
forward to rolling out those programs as we begin
our third decade of service to our constituents.
Over the years, MAC membership and activity have
increased. At the State Capitol, MAC is a known
and respected organization, working with both
legislative leaders and the rank-and-fi le.
MAC is member-driven. Members shape MAC
programs, services and legislative initiatives.
We dedicate our resources to your issues -
manufacturing issues. It is MAC’s position that the
most qualifi ed group to protect the interests of
manufacturing is manufacturers.
MAC 20 Years of Service to the Connecticut Manufacturing Industry
MAC is currently celebrating its twentieth year of
service to the Connecticut manufacturing sector.
Born as a result of a severe industry crisis, the
Manufacturing Alliance of Connecticut has grown
into one of the state’s most infl uential voices for
manufacturers and manufacturing issues.
In 1992, Connecticut was in the midst of an
economic downturn that threatened to undermine
the state’s 200-year-old tradition of manufacturing
excellence. More than 120,000 manufacturing
jobs had been lost, and there was no apparent end
in sight. Each day brought word of more layoffs,
shutdowns and relocations.
Two groups of manufacturers – one in Bristol,
one in New Haven – had coalesced to address the
unparalleled epidemic of manufacturing job losses.
By mid-1992, the two had joined forces to become
the Manufacturing Alliance of Connecticut.
The Voice of Connecticut Manufacturers at the State Capitol
Manufacturing Alliance of Connecticut
173 Interstate LaneWaterbury, Connecticut 06705-2661
203.596.1900www.mact.org
>>> Serving Connecticut Manufacturing
Now through strategic alliances with the Central
Connecticut Chamber of Commerce and the Bristol
Technical Education Center, NESMA has tried
to breathe life into its educational and political
endeavors.
NESMA realized that both educators and
legislators do not often understand precisely
what manufacturers need and want. In addition,
manufacturing advocates must compete with other
groups for diminished resources which means
NESMA must have a
laser beam focus when
communicating with the
powers that be.
NESMA is trying to
show educators and
legislators what kind of
labor pool is needed for
today’s manufacturing
environment. The reality is you must be as much
a computer operator/programmer as machinist
to operate third, fourth or fi fth generation CNC
machines. You must have the math and technical
skills to read prints and transform them into metal
parts. You must be every bit the professional and
not the “blue collar worker.”
NESMA is trying to convince educators that
Connecticut needs more technical graduates than
in the past. Many students who graduate from
college today cannot fi nd work, but if they had
technical and manufacturing experience they would
have no diffi culty. NESMA wants the educational
system to recognize this and make a course
correction.
And NESMA is trying to convince well meaning
legislators that initiatives, which they see as
pro manufacturing, are not really helping the
manufacturing base if their initiatives only help
larger manufacturers and do nothing for the small
shop.
In recent years NESMA has worked closely with
“Bristol Tech” to fulfi ll manufacturing supply needs
and to borrow spring manufacturing equipment
from various sources. NESMA has done this so
Bristol Tech’s manufacturing program can promote
spring manufacturing and manufacturing in
general, as a career path.
NESMA is currently evaluating the possibility of
using the organization as a catalyst to unify the
many different initiatives with the common goals
of promoting technical education and assisting the
small manufacturer in Connecticut. By doing so
NESMA wants to offer the most powerful benefi t
to its members both for today and for the future.
In addition to these efforts, NESMA does fulfi ll its
social side. It just conducted its most successful golf
outing to date and is now working on its Holiday
Party.
NESMA (The New England Spring and
Metalstamping Association) began in 1956 in
Bristol, Connecticut.
Members of NESMA manufacture precision
mechanical springs including wire forms, 4 slide
and stamped parts. From its inception, the
founding members realized that the two most
important benefi ts it could offer its members were:
1) contribute to the need for a skilled and trained
labor force and 2) work with the state authorities
to promote manufacturing in Connecticut.
In 1973 NESMA
formalized its efforts
for a skilled labor force
by developing Spring
Academy through the
city of Bristol and the
State of Connecticut to
promote manufacturing
as a career option. In
the fall of 1973 thirty students enrolled in the
program at the Eastern High School. The program
was quite successful for several years but as grant
money disappeared the program waned.
Working together to develop the next generation workforce
New England Spring & Metalstamping Association200 Main StreetBristol, Connecticut 06010
860.314.2101www.nesma-usa.com
>>> Serving Connecticut Manufacturing
NESMA is trying to show educators and legislators what kind of
labor pool is needed for today’s manufacturing environment.
Our membership consists of both manufacturing and
non-manufacturing members. Non-manufacturing
members function as advisors to the manufacturing
members where a “non-selling” approach is
encouraged by the organization and accepted by the
members. Our diverse membership includes fi rms in
fi elds such as electronics,
pharmaceuticals,
instrumentation,
information systems,
consulting, metalworking,
gas and electric utilities,
banking, insurance,
education and more.
Although our members
currently employ over
12,000 people, it is vital that the manufacturing
community in Connecticut continue to build a
stronger identity by attracting more manufacturers
to join our association. The low cost of membership
combined with the targeted high-value services
provided, make membership in the association a
must for any area manufacturer that is serious about
growing his or her business.
What people say about the NHMAKen Dugan, Managing Partner, Prestige Tool
Manufacturing Company, “As a small shop (5
employees) I have limited time away from the shop,
and a low budget for workshops and seminars. I
was able to learn about worker training methods
by other manufacturers and Lean offi ce methods at
NHMA’s lunch programs for $15, including lunch.”
Senator Gary LeBeau, Chairman Connecticut
Legislative Commerce Committee, “When I wanted
to know the manufacturers view on the effect of
equipment personal property tax legislation on their
investment plans, I met with NHMA members.”
NHMA Goals• Provide a forum where area manufacturers
can get together in the spirit of information
exchange and cooperation.
• Provide networking opportunities for
executives of a diverse group of area business.
• Educate our members and provide relevant
information through selected speakers during
association meetings.
• Bring critical issues to our state legislature and
local governments through our alliance with
other regional and state organization.
• Promote manufacturing growth and
opportunities for manufacturing companies.
The NHMA (New Haven Manufacturer’s
Association), founded in 1913, promotes and
advocates causes important to the manufacturing
community, educates members on business, and
provides a forum for the exchange of ideas and
issues.
Executives from
member fi rms get
together at regular
bi-weekly meetings.
Meetings include short
presentations from local
business, educational or
government leaders, as
well as, company tours
and “round table” issue
discussions.
Over the years, our meetings have led to many
positive developments for both the members
companies and their individual representatives. Our
unique forum of community and business leaders
focused on manufacturing is unavailable through
any other organization.
Building Community, Creating Positive Impact
New HavenManufacturer’s AssociationP.O. Box 3657Woodbridge, Connecticut 06525
203.387.5121www.newhavenmanufacturers.com
facebook.com/pages/New-Haven-Manufacturers- Association
@nhmamfg
>>> Serving Connecticut Manufacturing
NHMA, founded in 1913, promotes and advocates causes important to the manufacturing community, educates members on business, and provides a forum for the exchange of ideas and issues.
Current NHMA President Bill Neale with immediate Past President Alex Sommers at the 2012 NHMA Annual Meeting.
In support of member manufacturers, the SMA
focuses its efforts in the areas of programs,
legislation, education, and membership services. It
is the goal of each committee to deliver the best
product(s) available to our members.
Whether collaborating
with other associations
or addressing a
particular need of a
manufacturing member,
the goal is to support
manufacturing in
Connecticut.
Recently the SMA
established a
scholarship fund. This
fund enables the SMA
to annually award two scholarships. Recipients
are chosen from member companies employees’
families. This effort was the latest addition to a
long-time focus on future workforce development.
The SMA is very active with area technical high
schools on various projects. A “Student of the
Month” from each school is recognized at our
general meetings. With the need for a skilled
workforce being an on-going concern for
manufacturers, the SMA tries to educate students
and their parents about the opportunities available
in the manufacturing industry. Members often
offer tours of their facilities to interested students
and their parents.
Working closely with the technical schools results
in greater synergy between the skills of students
and needs of manufacturers. The addition
of the Advanced Manufacturing Tech Center
at Naugatuck Valley Community College and
involvement with apprenticeship programs serve to
address workforce needs of manufacturing.
With an ever changing, demanding industry, the
SMA provides resources to help Connecticut’s
smaller manufacturers thrive.
The Smaller Manufacturers Association of
Connecticut, known as the SMA, was incorporated
in 1949. The SMA is an organization that serves
to promote and advocate the causes of smaller
manufacturing fi rms in all facets of their business.
Our membership of
over 130 companies
is comprised of both
manufacturing and
non-manufacturing
members. The mix
of the membership
allows for industry
focused networking,
aligning the needs of
our manufacturers
with the support
services of our non-
manufacturing in a non-sales environment.
General membership dinner meetings are held
monthly allowing time for networking, dinner and
a presentation. Monthly programs focus on topics
of interest to manufacturing. Recent topics have
included: OSHA, healthcare, energy, and grant/
funding opportunities.
Collaborating to Promote Connecticut’s Small Manufacturers
Smaller Manufacturers Association of ConnecticutP.O. Box 2025Waterbury, Connecticut 06722
203.575.0711www.sma-ct.com
>>> Serving Connecticut Manufacturing
In support of member manufacturers, the SMA focuses its efforts in the areas of programs, legislation, education, and membership services.
students know how to use marketing tools to
reach an expansive audience. Manufacturing
companies can benefi t from a having a new set of
eyes and ears to give a new perspective. School of
Business students and
graduates with degrees
in Finance, Management,
Marketing, Management
Information Systems,
and more, are all well-
equipped and prepared
with an expertise in a
particular fi eld that can
be extremely benefi cial to
manufacturing companies.
This diverse, educated
group of students has
also exposed themselves
to many leadership opportunities while at the
University of Connecticut. Whether it’s holding
an executive position in an organization, being a
student ambassador, or starting a new club, these
students are all very qualifi ed. Many however may
be unaware of the vast opportunities that exist in
the arena of manufacturing.
As manufacturing companies further explore and
recruit this potential-fi lled, talented group, they
derive incredible benefi t. Connecting students
with internships and positions in this fi eld exposes
them to job opportunities they may never have
considered in the past. It will provide them with the
proper tools, training, and experience to work and
grow at a manufacturing company.
Companies that take advantage of investing in
these young, educated leaders will give themselves
a leg up against their competitors. Interns can offer
innovation and help increase productivity in the
work place. There is an endless amount of value
that can come from integrating interns into the
manufacturing world.
If interested in pursuing the option of having a
talent young professional join your team as an
intern or if you would like more information, please
contact The University of Connecticut School of
Business Career Center at 860-486-5136 or email
us at [email protected]
Have you ever considered the value of hiring
a young, bright, quick- thinking, fast- paced
individual, or team of individuals, as interns?
College students have
a vast set of skills
and are eager to gain
valuable experience
and knowledge about
what it’s like to work
in a new and changing
work environment.
Manufacturing
companies historically
have gained
tremendously from
investing in the hiring of
student interns. Recently,
the School of Business
students from the University of Connecticut have
added value to start-ups and small businesses
by assisting companies in developing advertising
strategies utilizing their skills in social media.
Growing up in the age of technology, these
Next Generation WorkforceNext Generation Skills
The University of Connecticut School of Business Career Center 2100 Hillside RoadUnit 1041Storrs, Connecticut 06269
>>> Serving Connecticut Manufacturing
Companies that take advantage of investing in these young, educated leaders will give themselves a leg up against their competitors.
>> for more examples of Lean Manufacturing transformations, improving the performance, quality and profi tability of Connecticut companies, visit www.connstep.org.
Blazing a New Path
34 advantage Vol. 2, No. 3
Metallurgical Processing Inc. was
incorporated by John and Vera Ritoli in 1957. With four
expansions in its fi rst twenty years, the company gained a
reputation among area businesses as a successful “mom-
and-pop” heat treating factory. Elena Ritoli, daughter of John
and Vera, joined MPI in 1977 and worked through various
departments to gain hands-on heat treating experience before
taking over as president of the company. Under her direction,
the facility has expanded in two stages to triple its size and will
continue on as the 3rd generation of the Ritoli family with her
daughter Verneen.
For the past 55 years, MPI has provided a wide range of metal
treating services to regional manufacturers. The 38,000 square
foot facility in New Britain, Connecticut offers hardening and
softening of parts for wear resistance and machinability, as
well as PVD coating, cold treating, and a variety of support
services.
Lean has turned up the heat at Metallurgical Processing, Inc. and their continuous improvement culture is white hot!
by Michael PerrelliPhotographs by Jennifer Fiereck
connstep.org 35
Accepting the Invitation
In 2010, MPI was fi rst exposed to Lean
when they were invited by one of their
key customers to participate in a two-tier
value stream mapping exercise. Focusing
on velocity, two-tier value stream mapping
follows the fl ow of a component as if the
customer and supplier processes were fully
integrated.
“After selecting and analyzing both
obvious and hidden improvement
opportunities on a particular product
line, we saw a lot of things that we could
improve upon as a company. It was
something that became an eye opening
moment for all of us,” says Dennis Perry,
MPI’s Customer Service Manager. “The
opportunity was there for us to strengthen
our relationship with our customer by
taking what we were able to glean from
the two-tier value stream map and start
making immediate improvements.”
PRIMEtime Projects
Prior to launching their fi rst Lean initiative
in 2010, CONNSTEP urged MPI to
seek funding through the Connecticut
Energy Effi ciency Fund’s PRIME program.
Administered by Connecticut Light &
Power, the PRIME program provides
businesses with training in Lean
Manufacturing techniques in order
to streamline product fl ow, eliminate
or reduce waste, improve production
effi ciency, minimize environmental impact,
and reduce electrical energy consumption.
“When the PRIME program was offered
to us, we jumped at the chance,” Dennis
added.
The heat treating process is different
than manufacturing a product due to
the specifi cations each process requires.
“We are required to heat a product at a
certain temperature and duration with
no deviation. The process has to be that
way,” Dennis explains. “But the one thing
we can change is the fl ow of the product
through that process. Every process has a
fl ow to it and the tempering department
was the common denominator to our
fl ow problems. It was a log jam for the
entire facility.” Through a value stream
mapping exercise, Dennis and his team
discovered it wasn’t the time these
products spent in the furnace, but the
process of repackaging the products and
moving it to the next process that created
the bottleneck.
“We had product jammed everywhere.
People had to search for every order
and constantly move products around. It
was the nucleus of our fl ow problem,”
says Dennis. Through the initial PRIME
project, CONNSTEP led MPI in a complete
reorganization of the shop fl oor. A
numbered shelving system was installed
where 5s, standard work, and visual
management tools were utilized to
alleviate some of the time these products
spent waiting. “It was a tough task
for us and it was one that involved a
signifi cant investment on the company’s
part. Through the teachings and the time
CONNSTEP spent here, our people were
empowered to learn, implement, adjust
and develop a procedure for all the orders
that come in.”
While the adjustments made in the
tempering department provided benefi ts
across the board, the bottleneck wasn’t
completely eliminated as product moved
down the process and into the inspection
department. “The department wasn’t
capable of handling the increased fl ow of
work. It was logical for us to attack this
department next,” says Dennis.
In 2011, the PRIME program was again
leveraged to implement standard work
“I believe that the people we have here at MPI are our greatest Lean tool.”
Verneen Ritoli
Dennis Perry shows the product prior to the heat treating process.
36 advantage Vol. 2, No. 3
and a FIFO (fi rst in, fi rst out) system
within the inspection department. “At
the outset of this project, people were
working in their own silos, unaware of the
requirements of the next process,” Dennis
explains. “Not only were the guys in
inspection completing the rush jobs fi rst,
but non-‘hot ticket’ products would just
sit there and miss shipping deadlines. At
the same time, people on the fl oor would
be unaware of the sampling requirements
and not bring the correct amount to
inspection. We had people searching for
products all the time.”
With the FIFO system implemented
and employees given direction through
standard work, an accurate fl ow of
product and information became visible
within the department. This led to a
reduction in turn time from seven days to
fi ve and a 20 percent increase in capacity.
“Everyone on the fl oor wonders why we
didn’t do this before. It’s hard to look
at the past and think about going back
to the old way of doing business.” says
Frank Medina, MPI’s Production Manager.
“Lean and continuous improvement isn’t
something that is going away and people
are excited about that.”
Ready to Move Forward
Not only have the PRIME projects yielded
results of $585,000 in increased sales,
$350,000 in retained sales, an estimated
$180,000 in cost savings, and led to
the hiring of four new employees, but
the projects have set the stage for the
employees of MPI to take their Lean
journey to the next level. “Our people
are the reason these initiatives have
succeeded,” explains Verneen Ritoli, Vice
President. “I believe that the people we
have here at MPI are our greatest Lean
tool.”
MPI has since embarked on an
enterprise wide Lean transformation.
Stretching across every department, the
transformation began with all employees
completing Lean awareness training. The
training took place as a company wide
initiative to educate the workforce about
implementing continuous improvement
tools and identifying waste within their
processes. “The people here were
excited to get involved,” says Dennis.
“They all saw, heard, and read about the
improvements made through the previous
Lean projects and were ready to embrace
it in their area or department.”
“With an additional 16 managers
expected to graduate from CONNSTEP’s
Continuous Improvement Champion
Certifi cation program, we will have
the leaders in place to leverage that
eagerness and make continuous
improvement a lifetime commitment.
It will never be perfect, but that’s what
makes it continuous.”
As MPI continues to move along on
their Lean journey, every one of their
58 employees will be involved in their
Lean implementation initiatives in
an effort to establish a sustainable
continuous improvement culture. With
the skill set and the knowledge of
Lean manufacturing now present, the
management team at MPI is confi dent in
their people and are planning for future
success.
- MP
“Through the teachings and the time CONNSTEP spent here, our people were empowered to learn, implement, adjust and develop a procedure for all the orders that come in.”
Dennis Perry
Ensuring the quality of the customer’s parts following the heat treating process.
connstep.org 37
Adam Wakeley of Spectrum Plastics Group in Ansonia.
38 advantage Vol. 2, No. 3
They’re anxious to explore new fi elds, eager to learn and
serious about their careers. Meet the next generation – a perfect fi t
for modern manufacturing.
“When I was younger I had no idea what a mold maker was” claims
James Fuoco, 24. He just became one after completing his toolmaker
apprenticeship at Spectrum Plastics Group in Ansonia, Connecticut.
“I wasn’t very good in manufacturing but that’s why I chose it. I
wanted to become better.” Adam Wakeley, 18, succeeded – he
is now a mold maker apprentice working with James at Spectrum
Plastics Group.
These “Gen Y’s” are all under 25 and all graduated from vocational
technical schools in Connecticut. There are other fi elds in which they
could apply their talents but they chose manufacturing even though
they weren’t sure what to expect. What they did know is that it is a
large and varied industry with many opportunities.
Each wants to create and build, each likes math and each likes to
next GenGen Y
By Caren DickmanPhotographs by Jennifer Fiereck
connstep.org 39
Adam Wakeley’s father and uncle worked
in the trades. He learned a lot from them
but manufacturing was more appealing
because he knew nothing about it. Adam
wanted to explore it and knows he made
the right choice.
In spite of the economic downturn and
companies and jobs leaving, there are still
many companies that are thriving here
in Connecticut and to remain viable they
need skilled employees. These companies
offer solid careers and competitive salaries
– and they need the talents of people like
Adam, Vanessa, Dan and James.
“Interest in the toolmaking
trade declined over the
last generation, but we are
encouraged by the renewed
interest we see and hope that
it continues. Manufacturing is
alive and well in Connecticut
and we need these workers,”
Cathie Pragano, Human
Resources Director at Stewart
EFI, thinks the state and local
schools need to support this.
Spectrum Plastics, Stewart
EFI, and Straton Industries are
manufacturers of precision
products. Spectrum Plastics
makes precision molded
plastics; Stewart EFI precision
stamping; and Straton
Industries, precision machining.
Each of these companies have an
ongoing need for skilled labor including
toolmakers, engineers, quality inspectors,
machine operators and others. They
all maintain that these are the hardest
positions to fi ll.
Each company uses many of the
traditional - and some not so traditional -
recruiting channels, but ultimately depend
upon the vocational technical schools for
qualifi ed candidates, but fi nd that some
of the manufacturing programs in these
schools are not as robust as they used
to be. Some schools stopped offering
manufacturing courses when state
funding was lost. Without strong support
from the state, or from their local school
system, each company has to create its
own solutions.
Bullard-Havens Technical School
in Bridgeport no longer offers a
manufacturing concentration so Dave
Cremins, President of Straton Industries in
Stratford, Connecticut, works closely with
Platt Technical High School in Milford.
Platt’s manufacturing technologies
work with his/her hands. James Fuoco
worked as an automotive mechanic.
Dan Buyak’s choice was between
plumbing and toolmaking. Both selected
manufacturing because of its career
potential.
Vanessa Bogus was leaning towards
culinary arts until she explored
manufacturing. Her teacher’s
enthusiasm was infectious, “He was
the best teacher I’ve ever had. He made
manufacturing look exciting. He showed
me what I could do and the things I
could make. It’s awesome.”
Today’s manufacturing is clean,
high-tech, cutting-edge. It’s not
what their families knew, yet their
families also infl uenced their decisions.
Engineering runs in the Buyak family
blood. Dan’s father and grandfather
were manufacturing engineers. Dan,
18, is a toolmaker apprentice at Stewart
EFI in Thomaston, Connecticut. He is
also studying mechanical engineering at
Naugatuck Valley Community College. He
believes knowledge of both fi elds will be
complementary.
Vanessa‘s Dad did mechanical work
but she considers herself the fi rst one
in her family to jump into the new
manufacturing world. Age 17, she is
a quality control inspector at Straton
Industries in Stratford, Connecticut.
James Fuoco of Spectrum Plastics Group in Ansonia.
“Interest in the toolmaking trade declined over the last generation, but we are encouraged by the renewed interest we see and hope that it continues. Manufacturing is alive and well in Connecticut and we need these workers.”
Cathie Pragano, Stewart EFI
40 advantage Vol. 2, No. 3
program has a solid reputation as
being progressive and responsive. Dave
encouraged the school to strengthen the
quality control curriculum because of its
importance to manufacturing. Vanessa
graduated from Platt and her interest in
quality control landed her a position with
Straton Industries.
Straton Industries maintains a competency
matrix for all of its employees, using
cross-training to fi ll today’s temporary
gaps (illness, vacation, etc.) and to
prepare their workforce for tomorrow.
Their employees range in age from 17
to 65 and according to Dave Truax,
General Manager, it’s a challenge to hire
completely trained employees because
technology changes so rapidly. “It’s also a
challenge to fi nd quality workers because
the apprenticeships are gone.”
Straton’s answer is to hire people who
have solid, basic knowledge and skills and
train them in-house. Their training consists
of on-the-job training, mentoring and
specialized external classes. Management
assigns new hires a mentor according to
their level of experience.
John Eastham, Operations Manager
at Spectrum Plastic Group, thinks “It
would be nice if the community colleges
re-instated the Plastics Specialization
Certifi cate Program that was available up
until about fi ve years ago.” Without it, the
company relies upon Emmett O’Brien High
School in Ansonia to feed their toolmaker
pipeline. To date, Spectrum has hired six
apprentices from Emmett. Once Spectrum
hires apprentices, it provides them with
on-the-job training in conjunction with
multiple mentors. They also offer seminars
and online training.
Cathie Pragano at Stewart EFI misses the
“PTX Program” at Kaynor Technical High
School in Waterbury, “This was a very
successful apprenticeship program for
toolmakers until the state stopped funding
it.”
Stewart EFI employs three current
apprentices who are graduates of Oliver
Wolcott Technical School in Torrington.
It has the fundamental manufacturing
technology curriculum shared by some
of the other vocational schools, but
they don’t teach blueprint reading, a
manufacturing basic. The company had
to hire external trainers for this and basic
shop math.
With 80% of their workforce over the
age of 50, Stewart EFI needed a creative
solution for developing skilled labor. Their
remedy is to expand the apprenticeship to
9,000 hours. This gives them the fl exibility
to customize the program but also to
meet state guidelines for the 8,000 hour
apprenticeship.
Stewart EFI’s rotational apprenticeship
program begins with 4,000 to 5,000
hours in the tool room learning all of
the equipment. From there, apprentices
move into the quality department for
two to three weeks, then into machine
maintenance to learn machine repair.
Following this, apprentices move into
the engineering department for two
weeks and conclude their apprenticeship
with 4,000 hours in production learning
to set up machines and shadow other
toolmakers. This program better matches
employee skills with company needs.
A journeyman leads the apprenticeship
program and incorporates a team of
mentors into the process. The team
comes from different areas of the
company, including other toolmakers and
supervisors.
Since the state no longer funds
apprenticeship programs, this investment
now falls on Stewart EFI. The company
pays the state for the apprenticeship and
pays the employees $1,200 to purchase
the tools they will need.
After all of the investment that these
three companies have put into fi nding
and training these employees, you can
be sure they will protect their investment.
They offer a variety of incentives including
competitive salaries, ongoing learning and
opportunities to advance.
At the same time they are offering the
next generation a chance to explore the
unknown, to learn new fi elds and to enter
exciting careers.
- CD
Dan Buyak works with his journeyman at Stewart EFI in Thomaston.
connstep.org 41
42 advantage Vol. 2, No. 3
Why NOT Manufacturing?
Frank JohnsonManufacturing Alliance of Connecticut
These days there are countless articles that seem to write-off manufacturing in general and
manufacturing jobs in particular. Do not despair, the reports of our demise are premature and do
not tell the whole story. From my cat-bird seat at MAC, I have ample opportunity to interact with
manufacturers. And through our affi liation with MASC, a non-profi t training program for present
and future manufacturing employees, I have lots of opportunity to chat with the students that
are upgrading their skills in areas that include shop math, blueprint reading and CNC operator
training.
Many of these adult students are re-imagining their career path after either losing their jobs in
another economic sector, or having tried a variety of low-paying jobs, or realizing there was no
future in those endeavors. So, why not try manufacturing? The truth is that many sectors of our
economy that were once considered recession-proof are turning out to be anything but. Finance,
real estate, hospitality and even hospitals have been shedding jobs of late.
Manufacturing jobs in Connecticut pay annual wages exceeding $70,000 per year. In 2010,
the average U.S. manufacturing worker earned $77,186 annually, including pay and benefi ts.
The average worker in all industries earned $56,436 annually. Most manufacturing jobs come
with basic health care, retirement plans and good working conditions. Typically, longevity in a
manufacturing job exceeds that in other sectors and advancement is almost always a possibility if
an employee demonstrates good basic skills, a willingness to learn and a good work ethic.
Despite all of the disparaging reports about outsourcing and off-shoring, the United States
remains the world’s largest manufacturing economy producing 21% off all global products.
And according to the National Association of Manufacturers (NAM), U.S. manufacturers are the
most productive workers in the world - far surpassing the worker productivity of any other major
manufacturing economy, leading to higher wages and better living standards.
Manufacturing in Connecticut contributes $29 billion to the state economy representing 13%
of the state’s GDP. And every manufacturing job supports employment in other sectors. Every
manufacturing company uses an accounting fi rm, legal services, food and hospitality businesses,
printing services, insurance services, shipping companies and freight carriers as well as local health
care providers and hospitals. Manufacturing remains the engine of the economy; driving other
sectors to success when manufacturing succeeds.
Manufacturing and manufacturers built Connecticut. In the early 1900’s it was the manufacturing
leaders that created the local banks. Early industrialists donated local land for parks, constructed
housing, supported local charities, fostered the growth of retail businesses and, most of all,
obtained the patents vital to their and our success.
Almost every Connecticut native boasts of a grandfather, an uncle, or their own father coming to
Connecticut to pursue a job in manufacturing, going on to build a successful career and a well-
supported family. Yet somewhere along the line these manufacturing success stories gave way to
assertions that every student needs a four year college degree or better to succeed. Certainly there
is value in education but just as surely there are many who are not cut out for white collar jobs
but enjoy the challenge of testing their mind in other ways. Manufacturing jobs these days require
logic based skills and critical thinking in addition to mechanical and computer skills.
High school students, people who are displaced in other sectors and individuals looking to redirect
their careers would be wise to consider training for today’s modern manufacturing jobs. The
money is there, the benefi ts are there and yes - despite the news - the future is still there and will
be for decades to come. So, WHY NOT manufacturing?
Frank J. Johnson is the president of MAC, the
Manufacturing Alliance of Connecticut, Inc., that
he founded with two member companies in 1992.
Celebrating its twentieth year of service to CT
manufacturers, MAC is currently located in Waterbury.
Frank is a registered lobbyist.
MAC operates aggregated natural gas and electric
purchasing programs to save manufacturers money on
their utility purchases.
Frank served on and eventually chaired The Connecticut
Energy Advisory Board and served for several years on
the Energy Conservation Management Board .
Frank has served on numerous boards and commissions.
He served for twenty years as the chairman of the Bristol
Zoning Commission, stepping aside several years ago to
become chairman of the Bristol Downtown
Development Corporation (BDDC). Frank is the
immediate past president of the Tunxis Community
College Foundation Board and is a past president of the
Bristol Historical Society.
He resides in Bristol with his wife Cheryl.
www.mact.org
connstep.org 43
Tel 860.529.5120Fax 860.529.5001www.connstep.org
CONNSTEP, Inc.1090 Elm Street, Suite 202
Rocky Hill, CT 06067
For the small to medium size business that wants to remain competitive and grow in local and global markets, CONNSTEP provides technical and business solutions proven to have both immediate and sustainable long-term impact.
Unlike other professional consultants that focus only on a single component of your business, CONNSTEP’s multidisciplinary team uses a deliberate holistic approach, providing innovative results-driven top line growth solutions that impact the entire organization.
Since 1994, nine out of ten CONNSTEP clients have reported increased profi tability. In 2011 alone, data provided by an independent survey credited CONNSTEP with impacts of more than $160 million dollars, including new and retained sales, and the creation and retention of nearly 1,600 jobs. Our experience and network of local, state and federal resources, make us not only unique but unequaled in our fi eld and in our state.
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