Download - Luigi Cusano Portfolio
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
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 CusanoExpertise• 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
2009 2010 2011 2012 2013 2014 2015
2.39 2.5
1.85 1.91
0.921.17
0.95
OSHA Injury Rate vs Goal
2010 2011 2012 2013 2014
119140
161
201187
Revenue (in millions) vs Plan
2007 2008 2009 2010 2011 2012 2013 2014
6957
92 97 92
6375
90
6375
84
Delivery(OTS)/Customer Satisfaction Index
OTS CSI
2009 2010 2011 2012 2013 2014
22 2220 19
23 22
0.2 0.2 1 2 3 4
Margin (%) vs Depreciation (Indexed)
Margin Depreciation
Line P Line Insert Line Cure 1 Line Cure 20
1020304050607080
Baseline 2012 2013 2014
World Class
Overall Equipment Effectiveness (OEE ) Trends
2010 2011 2012 2013 2014
76
79
7574
75
Productivity Total Plant (%)
Key Results - Continued
Q1 2011
Q1 2012
Q2 2012
Q3 2012
Q4 2012
Q1 2013
Q2 2013
Q3 2013
Q4 2013
201450
700
3500
55006000
6600
30002000
150 300
Delinquencies ($000)
2010 2011 2012 2013 2014
225 220 250
430 415
54 54 54 56 58
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 AgenciesSupplier 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 & SafetyTeams
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
ipBe
havi
ors
Tool
s and
Sy
stem
s
Advanced Root Cause Analysis
Safety Alerts: LCDs
Risk and Hazard RecognitionFMEA / 8D
Process Hazard Analysis (PHA)
Celebrations
• Safety Performance
• Engagement/Participation• Safety Fridays• Contests – safety logo, risk identification• Celebrations• Safety Day• PHA’s• Setbacks as learning opportunities• Near Miss Reporting
2009 2010 2011 2012 2013 2014 2015
2.39 2.51.85 1.91
0.92 1.17 0.95
OSHA Injury Rate vs Goal
Safety Culture – Outcomes and Results
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
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 certificateQ 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 STRAPThe 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 XXGM% 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~40KCorrid
orAST
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