WEDNESDAY, OCTOBER 18, 2017


8:00 a.m. - 8:10 a.m. OPENING REMARKS 8:10 a.m. - 8:35 a.m.


Case Study: Recruitment and Retention Challenges of Today and Beyond Tim Sullivan, Esq. Hitchiner Manufacturing, ICI Director, Awards Committee Chairman In 2015 and as a means to improve product flow, reduce lead time, reduce WIP inventory and reduce fixed overhead, Hitchiner made a decision to close its Littleton, NH facility and consolidate those post- cast finishing operations to its corporate headquarters in Milford, NH. The closure affected approx. 135 employees, all of whom were guaranteed jobs in Milford, along with relocation benefits. When less than 10% of the Littleton workforce agreed to relocate, it created a critical shortage of skilled and semi-skilled finishing, NDT and machine tool operator labor. The situation was compounded due to high turnover amongst millennials and an unemployment rate that was plummeting to 2.5%.


8:35 a.m. - 9:00 a.m. Case Study: The Merging of Cultures in an Acquisition: Personnel, Systems and Technology Cliff Fischer, Wisconsin Precision Casting, ICI Director Since before the acquisition of Northern Precision Casting Co. Inc., Lake Geneva, WI was publicly announced in January 2015, Wisconsin Precision Casting Corporation was fully aware that the merging of these two operations would result in its own set of challenges, unlike those previously faced by either facility.


From


things as simple as telephone system compatibility to the weighty challenges of merging technical practice and social cultures into a single cohesive company, WPPC leadership had to concern itself in all aspects of this undertaking to ensure success. This case study addresses some of issues and challenges that WPPC and its two divisions were faced with, their adaptation to a new social, technical and environmental culture, and lessons learned along the way.


9:00 a.m. - 9:25 a.m.


Tru-Heat 450°– 2200°F Furnace System


Case Study: Plant Modernization: Navigating Challenges and Overcoming Obstacles Vince Gimeno, O'Fallon Casting Change is critical for any foundry to compete, thrive and keep up with the times. The only way to experience success in the midst of change is by employers and employees coming together in order to communicate and achieve one common Goal. The presentation will describe: 1. Leadership and support – Vision of the business and customer confidence. 2. Planning – If the foundry is, starting from an empty lot the preparation and planning are critical. It is very important that the architect/contractor and management review the plans in depth in order to guarantee a successful project. Modernizing an existing foundry needs that same critical preparation and planning. This will allow for production and customer schedules to be maintained. 3. Types of improvement in process 4. Employee Involvement – Is the key for proper implementation and success of the project.


Afterburner Fiberfrax™ Lining


Tru-Flow Hearth


6" – 1800° F 9" – 2200° F


Armil CFS, Inc.


15660 La Salle St. South Holland, IL 60473


708-339-6810 office 708-339-0517 fax


www.armilcfs.com • email: info@armilcfs.com Optional


5. Foundry culture – Multiple improvements over several years helps to create a culture of success. This helps make the task easier for the employee and allows them to produce more with less stress and effort. 6. Building support by employees and management – The benefits are numerous when it comes to positive changes. Support from the employees and management together will help achieve success and growth opportunities for the entire company. Make change work for you.


9:25 a.m. - 10:00 a.m.


Managing Change Discussion Panel Brad DeSplinter, TPM Inc., ICI Director


10:00 a.m. - 10:20 a.m. Coffee Break


30 ❘ October 2017 ®


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