Speaker:
Errette Dunn, CEO, Rever

For years, manufacturing companies have sought ways to optimize operations by improving efficiency and productivity, all while simultaneously reducing costs. To do so, manufacturers are turning to the promise of Industry 4.0 – a new world powered by digital technologies that are helping improve how manufacturers collect, analyze and action data to improve operational performance. But while technologies such as AI, big data and the industrial internet of things have the potential to radically improve performance, technology alone won’t solve these challenges. You need human insights and the right process to correctly leverage and analyze data and drive improvements in operations and maintenance (O&M) programs. For example, sensors can give you vibration and oil particle count data, but which data is most important to assess how to improve the reliability of a gearbox? How do you connect these insights to your broader program? Without a human-centered approach that considers the entire operation, manufacturers risk losing out on the potential of Industry 4.0 and wasting valuable capital. This presentation will provide an Industry 4.0 blueprint to help manufacturing companies build a prescriptive maintenance approach that effectively leverages these technologies. It will highlight the data that manufacturers need to assess in order to solve the most important operational performance challenges, as well as how to utilize this new operational intelligence to then interpret that actionable data to improve overall equipment efficiency and productivity.

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Organizations making significant progress in mitigating precursors to serious injuries and fatalities (SIF) have focused their efforts in nine key areas that have proven to have a significant impact on frontline performance, execution and outcomes. These nine areas, if improved, can make a real change to the security of workers’ safety in some of the most high-risk industries. In this session, we explore each of these nine areas and discuss many of the workstreams involved in these interventions. Lessons learned, data and leadership support strategies from successful client organizations will also be discussed.

Key takeaways:
• Learn how focusing on specific SIF intervention strategies will make a measurable difference.
• Learn how new SIF metrics and indicators can drive leadership behaviors and improve organizational support for preventing SIFs.
• Identify key elements of a governance and oversight framework for enabling sustainability of the SIF prevention effort.

Speakers:
Donnie Massey, Behavioral Safety Specialist, Upstream Production, Shell

Speaker To Be Announced

You can eliminate workplace injuries, but it will not happen through technology alone. Discover how heavy-duty manufacturer EnPro Industries has successfully implemented a robust, total injury prevention system through a unique positive workplace safety culture approach that incorporates technology. This session will explore the basic building blocks of the EnPro Industries safety culture approach to eliminating all injuries, which can be applied to any manufacturing environment. EnPro Industries, named one of America's Safest Companies three times, will address the key aspects of an effective safety system, including: Safety as a Core Value, Safety360 Leadership, Individual Habits and Behaviors, Collective Action Teams, Safety Data Reporting and Care Management, and Intentional Cultural Development. You will learn how to apply two EnPro safety system tools (the SafetyMyVoice and the Safety360) to develop Safety Leadership and Employee Engagement at your organization – key issues facing any manufacturing leader who wants to eliminate workplace injuries. Injury freedom is achievable! We can show you how.

Speaker:
Joe Wheatley, President, Workplace Learning System

Lincoln Electric’s success as the global leader in welding products relies on its ability to hire and develop diverse talent, thinking beyond traditional workforce development models. Key to its success are early engagement activities, virtual training and mobile labs, partnerships with academia, facility tours, registered apprenticeships, and more. Geoff Lipnevicius, senior manager of organizational effectiveness, will highlight innovative approaches to pipeline and talent development that include a system of transparent, interconnected training and education programs with multiple entry and exit points. He will share details of Lincoln’s recent expansion of its short-duration apprenticeship programs, successes and lessons learned, and the quantitative and qualitative payoff for both the company and its workforce that span career pathways that include entry level, skilled trades, engineering, and supervision.

Speaker:
Geoff Lipnevicius, Operations Manager - Automation Division, Lincoln Electric

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Championing a supplier development program to truly motivate, educate and energize professionals outside of an OEM’s organization is challenging. Henry Ford tried to do it by massively vertically integrating his supply channels to strengthen control over their operations. With the advancements in technology, manufacturing techniques and specialization, this would simply not work today. So how do we create the right culture with suppliers to be more successful than our competitors? In this session, Jason Lipscomb will address that question, pointing to examples from Subaru and sharing insights from extensive experience working in a training environment.

Key takeaways:

• Embrace the fact people want to be successful at what they’re doing. People want to be challenged in their work and enjoy the simple euphoria of seeing their efforts impact a marked improvement in their endeavors. Set people up for success by giving them the right tools and education.
• Develop a partner relationship with suppliers. The OEM culture can sometimes foster an egotistical-filled power relationship with their Tier 1 suppliers. Although this can bring short term successes, long term this dysfunctional style of management results in tamping down innovation and collective problem-solving skills.
• Be transparent about performance measuring. Use the same scorecard metrics internally as externally. Then bring these performance evaluations to supplier training events where OEM trainers can demonstrate the value of correlating performance data with major activities and change points. These activities create a positive workplace learning environment that will enhance productivity in both OEM and supplier relationships.

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Today’s Original Equipment Manufacturer (OEM) sourcing decisions are based primarily on which potential supplier quotes the lowest piece-price. Similarly, OEM management of current suppliers typically focuses of obtaining annual piece-price reductions. In other words, not much has changed in procurement since Henry Ford first opened up his Rouge River, Michigan, plant in 1919. The nature of business, however, has changed significantly since then and most other industrial functions have evolved to better support the current commercial environment. This session will provide attendees with a better understanding of the forms of value suppliers can provide that will positively impact their financials through lowering internal overhead costs. In some cases, these will dwarf that impact available from a primary focus on piece-price. Supplier attendees will end up with knowledge of what’s needed have the capability to provide—and give customers visibility to –such savings.

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Original Equipment Manufacturer (OEM) purchasing strategies are based on supplier classifications, which offer a guide as to how much time, resources and risk (particularly in the areas of quality and on-time delivery) will be involved in resourcing from a particular supplier. Some OEMs discount these factors in selecting and working with suppliers, while others that do not. This session will discuss in detail how OEMs classify suppliers, what steps suppliers can take to improve their classification, and the financial benefits available to OEMs and suppliers who successfully reach a collaborative relationship.

This panel will be facilitated by Paul Ericksen, IndustryWeek’s supply chain advisor, and include Ryan Kelly, general manager of the Association of Manufacturing Technology, who has a wide and deep background on the challenges facing small- and medium-sized suppliers/manufacturers; and Curt Burnett, a consultant who helps small- and medium-sized suppliers adopt technology that both increases their competitiveness and facilitates increased collaboration between them and their OEM customers.

Moderated by: 
Paul Ericksen, Supply Chain Advisor, IndustryWeek

Panelists:

The maturation of additive technologies is a game-changer for companies looking to address supply chain pain points while unlocking performance enhancements through design freedom. In this session, Wabtec will share how it utilizes additive manufacturing technologies to improve its supply chain performance to gain flexibility, simplify logistics and lower inventory costs. Don't miss this opportunity to obtain valuable insights to help improve your own supply chain performance.

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In 2013, Lippert Components’ attrition was over 120%. Today, with over 10,000 team members, attrition is under 30%. Attend this session and learn what happens when a global manufacturing company decides to focus on developing meaningful relationships with co-workers, customers and the communities around them. In addition to sharing the journey of cultivating culture, speaker Dustin Kaehr, director of the Lippert Academy for Leadership, will share four critical mile-markers that need to be recognized. You will leave this session encouraged, inspired and challenged to return to your organization ready to impact its culture in a positive way!

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Schneider Electric kicked off a global initiative, known as the Smart Factory program, to digitally transform its facilities and plants (which manufacture the company’s electrical hardware) using EcoStruxure, a vendor-neutral, technology-agnostic, IIoT-enabled architecture. Schneider’s industrial footprint includes 207 factories in 44 countries employing about 86,000 people. The company aims to have more than 100 smart factories by 2020. Given the scale of Schneider’s operations, it is one of the biggest digitization efforts to upgrade manufacturing operations for the Industry 4.0 era. Dr. Luke Durcan, Director EcoStruxure at Schneider Electric will speak to the evolution of the smart factory program and what it takes to roll out digital transformation initiatives encompassing technology, people and process at scale. Leveraging IIoT and important advancements in AR, VR, AI and robotics/cobot, Schneider Electric is capitalizing on opportunities to increase agility and optimize operations, while decarbonizing energy and reducing the use of natural resources. In this session, Luke will share the benefit they're seeing as well as lessons learned from the company’s brownfield and greenfield implementations. He will also detail Schneider’s efforts to pilot new technologies such as 5G in its factories and prepare for the next wave of automation.

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It’s nearly impossible today to ignore the talk around digital transformation and the automation of industrial operations. But many companies are ignoring one very fundamental issue. Robots and digital systems speak exclusively in absolutes – binary, ones and zeros – and human workers don’t. This is where connected work changes the game. With connected work, machines and digitally connected humans work together to deliver rapid, measurable increases in productivity, quality and safety. Join this session to learn how connected work has transformed operations at Tier 1 automotive supplier American Axle & Manufacturing (AAM), best practices on how to scale, and ways to successfully integrate people, processes and technology.

The presentation will cover:
• What massive data blind spot is likely currently in your operations?
• What is the connected work maturity model and where does your organization lie on the curve?
• Where does connected work fit in your company's digital journey and technology toolkit?
• How do you go from zero to hero and successfully scale a connected worker program?

Speakers:

Speaker:
Joe Campbell, Strategic Marketing & Applications Development, Universal Robots

Speakers:
Buffalo Manufacturing Works
Pat Pierce, Manufacturing Engineering Manager, Astronics Luminescent Systems

As a global manufacturing leader with over 100 facilities across 30 countries, Flex owns and operates a broad portfolio of production machines, both new and legacy. The company's challenge was how to enable live machine data and a data exchange to unlock Industry 4.0 within the factory. Flex partnered with Arch Systems to leverage the value of accurate, real-time supply-chain information to drive efficiency and innovation for their customers. An organization the size of Flex has many different levels of challenges in building a digital factory. To start, there's a fundamental question of how you extract data from many different machine types: new and old, smart and dumb, and electronics and mechanicals. Problem definition is important because it determines what data is needed and what edge processing capabilities are required. In cases where machine data was already being captured, it was localized to the site and wasn't able to be pulled up into global metrics and dashboards. Connections to different MES's complicated implementation. Once the data was gathered, it needed to be transformed and standardized in a data exchange to drive production efficiencies, process automation, and predictive analysis. And, at the top level, alignment and buy-in from both IT and Operations was required for a global rollout. This talk will walk the audience through the journey that Flex and Arch Systems took together to build manufacturing intelligence and use specific examples in SMT (surface mount technology) and mechanicals to highlight challenges and solutions.

Speakers:
Tallis Blalack, VP of Marketing and Business Development, Arch Systems
Mychkel Haghnazari, Director IT, Digital Factory