Supplier Excellence Alliance1.1.2 Leadership Communication Process

8/8/11Vaupell represented by:

Keith Zeiler, General Manager (Champion)Guy Sykes, Training/SEA Administrator

© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.

Who are we?

Privately held company established in 1947.Supplier of sophisticated injection molded products and

assemblies to the aerospace, defense, medical and commercial markets. Capabilities include:o rapid prototyping o prototype and short run machining and casting o domestic and offshore tool design and build o custom fixtures and gauges o injection molding and contract manufacturing for small to large volume

production o Lightweight structural composite parts for aerospace and defense

applicationsFacilities in WA, MI, MA, NH, NY, and TX with 800

employees.o 60,000 sq ft of manufacturing area in the Seattle facility with 300

employees.SEA certified company since 2010.

© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.

What we believe

This will be accomplished by focusing on total customer satisfaction brought about by the empowerment of our employees.

Developing the quality of our people. Employee Focuso Employees are our most important assets. We recognize the importance of

balance between work, family, and community.

Commitment to Excellenceo There is no place for mediocrity at Vaupell. We are responsible for our

actions and accountable for what we commit to do.

Trust and Respecto Demonstrating trust and respect for every individual will yield the

dedication and commitment required in achieving our mission.

© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.

Documented process as identified by process and

process map in the Quality Manual.

• Cascading communication meetings• Company meetings

• Expectations• Performance metrics (align w/SEA)

• Daily manufacturing meetings

• Interdepartmental• Intradepartmental

“How do senior leaders communicate and reinforce company direction and expectations to all employees, customers, and key

suppliers/partners?”Communication Event Documentation Frequency Accountable Audience Output

Strategic Planning Session Yes October General

ManagerSenior

Leaders

• Review data analysis from Strategic Planning• Validate Mission and Values• Define long term Vision• Define goals and metrics

Strategy Rollout Meeting Yes December General

ManagerAll

Employees

• Communicate goals• Discuss metrics• Future opportunities• Recognition

Midyear Strategy Review Meeting Yes July General

ManagerAll

Employees

• Communicate strategy changes, successes• Discuss metrics• Future opportunities• Recognition

Management Leadership Team

ReviewYes 2X yearly

each (min)General

Manager

Management Leadership

Team

• Quality• Organizational Performance• Operational Excellence• Workforce Development

Department Flowdown Meetings No

Following strategy or

MLT meetings

Department Managers

Department Employees

Communicate action plans developed at Senior Leader Strategy meetings and

Management Leadership Team Reviews

Department Metrics No Daily Department Managers

Department Employees

• Safety• Quality• Performance (OTD)• 5S

© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.

• There is only one correct order!

• Safety• Quality• Performance• 5S

• Daily performance roll-out metrics

• Maintained by SEA process owners• Drive the data on the SQP5 Board

SQP5

© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.

“What are the key process steps and who are the participants?”

Key process steps are all of the Leadership and Culture roadmap items.o All have and need parts of each other to be successful.

• Strategic Planning• Organizational performance review• Continuous Improvement• Workforce development

Participants are everyone from the CEO and Corporate Staff , the GM and Senior Staff through to the newest floor operator.o There has to be saturation appropriate to the level with an open feedback loop.

© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.

“How do senior leaders encourage frank, two way communication throughout the organization?”

All hands meetings. “Trivial many, vital few”.

o Black pens, notepads, and encouragement to use.

Employee Surveys “Breakfast with Keith”. Management by walking around Gemba walks (multiple from GM to dept mgr level)

o Focused – each has a subject.o Interactive with operators.

© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.

“How do senior leaders involve themselves in reward and recognition that reinforces a high-performance work culture?”

Monthly safety pizza (company wide) Golf shirts (milestones) On the spot gift cards (walk around and meetings) Certificates of completion (“Vaupell U.”) Annual party and awards banquet

© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.

“How do senior leaders create and reinforce a work culture that embraces standard work, process maturity, and lean production

techniques?”

Integrated employee orientation and training.o Initial documented intake by the departments.o Formal 8 hour orientation session for everyone within the first two weeks.

• A more detailed look at policies • Reinforced expectations.• Detailed walkthrough of plastics manufacturing and equipment with a facility tour.• Safety• Quality• Performance/productivity• 5S• First six training modules (includes intro to lean manufacturing and standard work)• Description of two-way communication and the feedback loop• Train, learn, teach! “Show me something new everyday”.

o Ongoing training with posted skills matrices

© 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc.

Questions and Input