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Representative Professional Portfolio 2011 - 2015
Prepared by Luigi Cusano
Table of Contents
• Expertise and Executive Summary
• Key Results
• Span of Control and Business Collaboration
• Situation (Context) / Action Plan / Results• Safety Culture Improvement Strategy• Leadership Development Program ( Q Challenge)• Strategic Master Site Plan Development and Execution• Lead Time Reduction and Business Model Alignment
• Peer feedback
Executive Summary
Passionate, engaged and resilient leader with proven ability to execute, inspire and transform organizations into safe, productive and improved value to business and customer. Outstanding ability to drive visionary strategic planning and maximizing key partnerships and relationships. Dynamic interpersonal and communications skills enhanced by strong business acumen with expertise in leading, motivating and inspiring teams to reach and exceed goals. Perfectly suited for an organization seeking an accomplished leader who has the ability to execute and drive value at all levels of the organization with a strong focus on people and customers. My dream is to create a future that "why we do what we do" is clear to all while maintaining a respectful harmony in personal lives and our work while executing flawlessly for stakeholders
Luigi Cusano
Expertise
• Senior Executive Leadership
• Manufacturing, Supply Chain, and
Quality
• Lean Six Sigma Leadership
• Enterprise revenue and margin
growth
• Strategic Planning and Execution
• Technology and Product Realization
• Business Process Engineering
• Safety and Performance Culture
Transformation
• Talent spotting and development
• Aerospace, Electronics, Specialty
Chemical and Industrial Sectors
• Doubled Oven Capacity and
Reduced VOC Emissions 50%
through Innovative Design
• World Class Capital Replacement
quadrupling Print capacity
• Advanced Lean Tools (OEE,
PQPR, PFEP)
• Removed Fear of Near Miss
Reporting
• Improved OSHA Rate from 1.9 to <1 0
• Reduced VOC emissions
• Lean Practitioner Program driving
$12mil in stakeholder value
• Managers became leaders
• Underperformers – some became
stars and some departed
• Celebrated successes
“Don't judge each day by the harvest you reap but by the seeds that you plant.”- Robert Louis Stevenson
Quality Policy Aligned to Strategy and Results
Rework improvement from 45% to <2%
Margin improvement with 3-6% material cost increase
and increased depreciation
Delivery and satisfaction index improved from 60 to
90% and 60 to 83% respectively
Key Results
2.39 2.5
1.85 1.91
0.921.17
0.95
2009 2010 2011 2012 2013 2014 2015
OSHA Injury Rate vs Goal
119140
161
201187
2010 2011 2012 2013 2014
Revenue (in millions) vs Plan
6957
92 97 92
6375
90
6375
84
2007 2008 2009 2010 2011 2012 2013 2014
Delivery(OTS)/Customer Satisfaction Index
OTS CSI
22 2220 19
23 22
0.2 0.2 1 2 3 4
2009 2010 2011 2012 2013 2014
Margin (%) vs Depreciation (Indexed)
Margin Depreciation
0
20
40
60
80
Line P Line Insert Line Cure 1 Line Cure 2Baseline 2012 2013 2014
World Class
Overall Equipment Effectiveness (OEE ) Trends
76
79
7574
75
2010 2011 2012 2013 2014
Productivity Total Plant (%)
Key Results - Continued
50700
3,500
5,5006,000
6,600
3,000
2,000
150 300
Q12011
Q12012
Q22012
Q32012
Q42012
Q12013
Q22013
Q32013
Q42013
2014
Delinquencies ($000)
225 220250
430 415
54 54 54 56 58
2010 2011 2012 2013 2014
Labor – Direct vs Indirect
Direct Indirect
Henkel
Manufacturing Operations
Quality Assurance, Control and Engineering
Process and Manufacturing
Engineering
Planning, Material
Replenishment, Warehousing and Logistics
Facilities Engineering, Security and Maintenance
Environmental Health and
Safety
Finance
Human Resources
Project Management and Capital
Design Engineering
Information Technology
Customer Service
Hexcel
Span of Control and Business Collaboration
Henkel
Marketing, Product
Management and Sales
Global Operations /
Environmental Health and
Safety
Customer Service, Supply Chain, Strategic
Sourcing
Research and Technology
Product Development
Legal and Human
Resources
Corporate Engineering
and Advanced Manufacturing
Immediate Span of Control Business Leadership and Collaboration
Hexcel
Cross Functional Collaboration - Global Customer Interactions and Relationships
Cross Functional Collaboration - Regional and Federal Regulatory Agencies
Supplier Qualification and Negotiation
Safety Culture Improvement Strategy
• Context
• Actions
• Outcomes and Results
• 2012 a year of extreme challenge for leadership, team and individuals.
• Experienced deterioration in occupational safety, process safety, environmental compliance, process reliability and capacity shortfalls.
• We decided this was the last year of such performance shortfalls. So we asked how can we innovate to achieve our desired results?
• We wanted to be great and to do so required a strong focus on
Authentic Inspirational Leadership
Team Building
Tactics to drive the trust that catapults us up the Team Success Pyramid.
• Our journey has been a good one and we expect to be great!
Safety Culture – Context (Situation)
"I'm not certain you heard me," O'Neill continued. "If you want to understand how Alcoa is
doing, you need to look at our workplace safety figures.“
Paul O’Neill former CEO Alcoa
• Safety Logo and Tagline
• Safety Football
• Safety Challenge
•Marshmallow Challenge
• Safety Fridays
• Safety Day
•PSM / PHA
•Huddle Meetings
•Q Challenge Workshops
•Engagement
•Communications
•Training
•Vision
•Management Commitment
•Priorities Set
Safety Summit
Leadership & Safety
Teams
Team Building
Safety Awareness
Safety Culture – Strategy
Jan ‘12 Oct ‘12 Feb ‘13 Jan ‘14 Jan ‘15
• Management’s roles
and responsibilities
• Near Miss Reporting
• Objectivity (Behaviors)
Measured, Observable,
Reliable and Specific
(MORS)
• PIC/NIC• Positive Immediate
Consequence (PIC)
• Negative Immediate
Consequence (NIC)
• Effectiveness of
(MORS)
• PIC/NIC Incorporation
into management
approach
• Machine Safety
• Other
• Safety program
effectiveness
• Break out teams
identified top three
focus areas
• Communications
• Engagement
• Training
Safety Culture – Journey / Actions
Lock Out Tag Out (LOTO) Job Hazard Analysis (JHA)
Process Safety Management (PSM) 14 Elements
Lead
ersh
ipB
eh
avio
rsTo
ols
an
d
Syst
ems
Advanced Root Cause Analysis
Safety Alerts: LCDs
Risk and Hazard RecognitionFMEA / 8D
Process Hazard Analysis (PHA)
Celebrations
Leadership Development Program
• Context
• Actions
• Outcomes and Results
• Dysfunctional Leadership Team and collaboration was not a common theme
• Performance Management and Accountability not executed. Everyone had outstanding performance reviews through their careers without getting any feedback as to how they were really performing
• Goal setting was not SMART (Specific, Measurable, Achievable, Realistic, Time bound)
• Emerging Talent did not have a path for growth and development
• Problems were not being solved, symptoms were masked
• Corporate programs were not available to the leadership team and subordinates
• We decided this was the last year of such performance shortfalls. So we asked how can we innovate to achieve our desired results?
• We wanted to be great and to do so required a strong focus on
Authentic Inspirational Leadership
Team Building
Tactics to drive the trust that catapults us up the Team Success Pyramid.
Leadership Development Program – Context (Situation)
Aim high when recruiting/hiring for leadership and technical roles
Hire attitude and teach skills
Production Supervisors an Entry Level Role for Talented Engineers
Collaboration and Team Work through effective leadership programs
Q Challenge, ALP, Fierce Conversations® for Supervisors, Managers and Future Leaders
Pilot training execution and effectiveness in one key area
Encourage healthy sparring (mental martial arts)
Align oculars and actions to achieve results
Challenge and Provoke learning through setbacks
Formal mentorship
Obtain black belt in living our values
Navigate using common instruments
S.M.A.R.T. Goals
STRAP (Strategic Plan)
Cross functional and functional Roles and Responsibilities
Leadership Development Program – Context
2012 2013 2014
Leadership Development– Journey / Actions
• Defined
problem and
collaborated
with Hexcel
Global Leader
for
Development
• Provided
inputs to Q
Challenge
• Q Challenge
Session 1 of 3
• 10 Participants
• Direct and
indirect reports
• Q Challenge
Session 2 of 3
• 10 Participants
• Direct and
indirect reports
• Q Challenge
Session 3 of 3
• 10 Participants
• Direct and
indirect reports
• 8 of 10
participant s
earn certificate
• Q Challenge
Session 1 of 3
• 10 Participants
• Direct and
indirect reports
• Q Challenge
Session 2 of 3
• 10 Participants
• Direct and
indirect reports
• Q Challenge
Session 3 of 3
• 10 Participants
• Direct and
indirect reports
• 10 of 10
participant s
earn certificate
Q Challenge Group 1 Q Challenge Group 2
• Fierce
Conversations
• Direct Reports
and peers
• Fierce
Conversations
• Direct Reports
and
supervisors
Key Programs Sponsored• Communications• Engagement• Training
Key Program Sponsored• Direct Labor bidding proves
• Develop a strong team into a High Performance Team
• Improve team communications skills
• Shape the Hexcel culture for the future
• Capitalize on existing qualities and inspire peer groups
“The best teams develop themselves further when they are winning, not after they start to lose!”
– Phil Jackson
Q Challenge Program Objectives
Program Concepts
Change
Management
Performance
Maximization
• Strategy to align culture to Hexcel Values• Leadership effectiveness• High performance negotiations• e-coaching (e.g. emotional intelligence)
• Measurement of ROI, POL and ROC• Performance Strategy and Management• Customer Marketing and Retention• High Performance Teams
Common Language and Tools
“I believe that Q Challenge was a very effective leadership course. I have attended multiple leadership courses in the past that primarily focused on book learning, personality types, team building, etc. This course focused on situations, interactions and methodologies to get the most out of yourself and your team.” “Anybody can be a manager of task, few truly lead.”
“Q Challenge was a different teaching/coaching approach from the traditional previous
leadership trainings I had attended in my career. It was a high energy, very hands on
and interactive exchange of ideas and feedback which made for a very enjoyable and
memorable training. The best and most effective tool is the SMART objectives/goals
technique.”
“Q Challenge is an unusual program in my experience because it concentrates on the person,
on an individual’s responsibility to their employees, to themselves, and to their employer. He
speaks to who you are and what you think of you. I think it is highly effective”
“My most effective concept was finally understanding what is meant by ocular.”
“Q Challenge has been unlike any other training I have encountered because it is not training, it is
coaching. I believe the program is more about becoming self-aware, and recognizing strengths
and weaknesses around you. Q challenge puts you in a position that challenges you to change
your point of view and become a better coworker, employee and ultimately leader.”
Q Challenge – Qualitative Results
Q Challenge – Quantitative Results
Fantastic results in 2013
• Occupational Safety: TAR 0.92
• Top Line Revenue: $201m
• Improved Customer Satisfaction Index from 63% to 90%
• Delinquency reduction from $6.3m to <$350k
• OTD form 48% to 87% (94% Jan’14)
• Executed complex strategic capital projects
• Developed 10 year site plan aligned to STRAP
The challenge for the business in 2014
• Adjust to an unanticipated temporary market decline
• Take the opportunity to use Blue Ocean Thinking to radically improve our cost structure and agility
• Succession Planning / Right People / Champions
Strategic Site Plan Development and Execution
• Context
• Actions
• Outcomes and Results
• Aged assets circa 30 - 50 years of age with no integration plan for either a Maintenance Management or Manufacturing Execution Systems
• Constrained capacity, low capability of critical process lines and not aligned with market • Print
• Stack
• Lean design was not factored into legacy material and process flow.
• Material flows caused severe lost time injuries
• Numerous fires, explosions and power interruptions a significant risk to business continuity
• Regulatory remediation compliance with EPA, ADEQ and Pinal County and occupational health concerns caused by high LEL / VOC exposure to employees during processing
• Title V air permit assumptions were incorrect and did not support the capacity and throughput expansion need for 2015 through 2022. Required collaboration with ADEQ, Pinal County and EPA Region 9.
• Customer collaboration and approved qualifications required per AS9100 rev C
• Closed in excess of $30million in capital improvements from 2011 through 2014
Strategic Master Site Plan Development – Context
• Saw
• Cure (Ovens)
Strategic Master Site Plan Development – Objective
Expansion Objectives
Safety and
Environment
Revenue
Development
• Title V Permit / NEIC• Innovate Process Safety Hazard Elimination • Occupational Safety Improvement through Automation
• 737 MAX, Acousticap® Programs, HexShield®, Legacy Cores • Market Retention (the right ones)• Market Capture (the right ones)
Cost Down
Value Innovation
• Direct Cost Improvement• Overhead Improvement• Operating Income Improvement
Execute STRAP Revenue Development of $300m and Margin Contribution of 23.0 GM%
through 2022 at a CGAR of 14%
• Boeing Partnership for Success (PFS) Program
• Customer Satisfaction
• Rate Readiness 2015-2025• Customer Technology
Roadmap Alignment
Internal
• Environmental Sustainability
• Product Stewardship
External
Results
NewErwinExt.20K
Exist. Erwin20K
NewDip Cure~40K
AST
NewMulti-purpose
NewShipping/ Receiving
70K
• 35% of plan executed
• Critical expansion of print and oven capacity completed ahead of schedule and below budget
• Collaboration with Boeing and subcon spec custodians afforded rapid qualifications
• Collaboration with EPA and Pinal County afforded Title V permit in 8 months vs anticipated 18 months
• Saw center relocation completed with improved flow, velocity and air quality
• Undisputed global capacity leadership
Lead Time Reduction and Business Model Alignment
• Context
• Actions
• Outcomes and Results
• Circa 2004, the business acquired an equal sized business and accelerated the consolidation of manufacturing operations in the Bay Point, CA location resulting in strained space utilization, material flow and competencies with the manufacturing processes.
• Concomitantly, commercial aerospace build rates increased 20% impacting product demand and availability to promise resulting in continually increased
• Delinquencies increased up to 1.25 months of revenue or $8million, and
• Lead times increased up to in some cases 40+ weeks
• On time shipments and customer satisfaction declined to 50-60%
• Legacy paste packaging systems were aged and unable to support the increased volumes thus were outsourced, the equipment scrapped ultimately altering the business model.
• Capital expansion of warehousing, cold and frozen storage capacity was believed to need to increase by 100% to support the current and 5 year business plan at a capital cost in excess of $5million
• 13 temporary refrigerated trailers were leased with added operating costs, introduction of safety risks, reduced productivity and inventory accuracy deterioration.
Lead Time Reduction/Business Model – Context
• Cross functional business team conducted an analysis and identified three segments resulting in a modified business model
• Make to Stock – finished good stocked for immediate delivery with available to promise 1-3 days
• Make to Order – intermediate materials stock utilized to manufacture to order with increased velocity with available to promised within 1 – 4 weeks
• Special – materials with no opportunity for intermediate stock and planned upon order with lead-times based on raw material
• The above provided a warehouse footprint requirements for raw material, intermediate and finished good stock requirement
• Integrated and semi-automated process line designed and developed to vertically integrate packaging into the factory
Lead Time Reduction/Business Model – Actions/Journey
• Warehouse footprint reduced by 50% with a capital avoidance in excess of $4.5million
• Former warehouse space converted to packaging operations
• Refrigerated and frozen storage space utilization improved
• 13 refrigerated trailers removed from site
• Achieved a 50% reduction in lead times
• 23% reduction in operating costs
Lead Time Reduction/Business Model – Results
Peer Feedback
• Leadership Qualities
• What Separates Luigi from similar candidates?
• Randy Clement, Henkel VP Operations and former supervisor
• “Deals in facts, team player, empowers his team.”
• Russ Thurman, Hexcel Director of Operations Americas and former supervisor
• Luigi is a driven leader who is very compassionate for all people who report into him”
• Chris Braakman, Q Challenge and Henkel Leadership Coach
• “Future oriented attitude, decisive, vulnerability, stimulation management, facilitator of HPO, openness to change, big picture thinker”
• Maria Pereira, Hexcel Quality Manager and subordinate
• “Nurturing, Listener, Empowering, Integrity, Connecting.”
• Luis Alberto Perez. Hexcel Operations Manager and subordinate at Hexcel and Henkel
• “Luigi is very capable of motivating a team, he genuine about his feedback and that builds trust within his team”
• Matthew Stifter, Reginal Steering Head Americas, Henkel Aerospace and former colleague
• “He is very good at giving direction and explaining why that was the correct direction to take. He built a very good
team.”
• Steve Hartsoon, Hexcel EHS Manager and subordinate
• “Very strategic, great people developer and collaborative.”
• Patrice Buisson, Hexcel Global Airbus Director and former Henkel Aerospace Colleague
• “Leading by example. Results driven.”
Peer Feedback – Leadership Qualities
• Randy Clement, Henkel VP Operations and former supervisor
• “Luigi is focused on Quality, Safety , and Customer Service. He works to build a team environment..”
• Russ Thurman, Hexcel Director of Operations Americas and former supervisor
• Luigi has broad background in manufacturing with proven success. He also focuses on building a strong, diverse team to support his operations.”
• Chris Braakman, Q Challenge and Henkel Leadership Coach
• “Luigi is team player and family man with lots of empathy and compassion.”
• Maria Pereira, Hexcel Quality Manager and subordinate
• Ability to engage with stakeholders at all levels in pursuing common goals, and extraordinary ability to develop talent “
• Luis Alberto Perez. Hexcel Operations Manager and subordinate at Hexcel and Henkel
• “Luigi brings to the table a greater level of soft skills when dealing with peers, direct reports and shop floor operators that most analytical thinkers don't always have.”
• Matthew Stifter, Reginal Steering Head Americas, Henkel Aerospace and former colleague
• The client would have a difficult finding someone with a similar background to Luigi. He has experience with everything including manufacturing, quality, R&D, operations and has really done a lot of things for the organization. His diverse work experience helps him understand what works and how to impact the organization he works for.
• Steve Hartson, Hexcel EHS Manager and subordinate
• “Employees want to work for Luigi - he's humble, a great leader, gets results and is a great people developer.”
• Patrice Buisson, Hexcel Global Airbus Director and former Henkel Aerospace Colleague
• Industrial experience including operational crisis resolution. Understands people and processes..
Peer Feedback – What Separates Luigi from similar candidates?