CONNSTEP advantage magazine, Vol 2, Issue 3

advantageVol 2, Issue 3Special Issue in Celebration of Connecticut Manufacturing

Connecticut Manufacturing:

Current State, Future State

Manufacturers that move ahead and stay ahead choose

CONNSTEP to guide their continuous improvement and

growth strategies.

Through close collaboration with our industry experts,

CONNSTEP accelerates top line growth, operational

effi ciencies and long-term sustainability.

Ready to experience a new level of success with your

company? Bring us your business goals and we’ll work

together to make them happen.

CONNSTEP. Your total business improvement resource.

Operational Excellence

Business Growth

1.800.266.6672 | www.connstep.org

>>> CONTENTS

connstep.org 3

advantageVol. 2, Issue 3

4Manufacturing MonthIn this special issue of advantage, we celebrate the work of our Connecticut manufacturers, touching on topics including the need for a skilled workforce, the need for collaboration, and our current and future states as an industry.

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22 38

13Made in CTCONNSTEP is proud to launch the Made in CT Program to create a higher visibility for Connecticut’s manufacturers by showcasing products and services to the public, elected offi cials and interested buyers.

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6

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6The Buzz Newsworthy trends, topics, statistics and an opportunity to ask the experts.

42Why NOT Manufacturing?These days there are countless articles that seem to write-off manufacturing in general and manufacturing jobs in particular. Do not despair, the reports of our demise are premature and do not tell the whole story.

22Current State,

Future StateTo commemorate Connecticut Dream It. Do It. Manufacturing Month, CONNSTEP talked with leaders from some of the state’s key industries to examine their condition in 2012. How have they weathered the recent economic slowdown and what is the forecast going forward?

16What I’ve Learned...Paul Murphy of Electri-Cable Assemblies, discusses his philosophy on hard work, why leaders need to be accountable to those who work for them and makes the case for a strong state manufacturing strategy.

34Blazing a New PathLean has turned up the heat at Metallurgical Processing, Inc. and their continuous improvement culture is white hot!

38Gen NeXt, Gen YThey’re anxious to explore new fi elds, eager to learn and serious about their careers. Meet the next generation – a perfect fi t for modern manufacturing.

Manufacturing Month

Welcome to manufacturing month in our state! It is a great feeling to have such

dedicated support for our local industry, giving merit to the importance of the role

which it plays in the Connecticut economy. They say that good things come to

those who wait - certainly the manufacturing sector has learned how to be patient,

endure, and “hang on” during the years where fi nancial gain has become less and the

challenges to compete have become greater. But we are not alone.

This past year, I had the pleasure of participating in the Making the Future Policy

Academy of the National Governors Association. Eight states participated, assembling

teams to engage in and identify areas to improve innovation in the manufacturing

sector. And to no surprise, there were many common threads... opportunities for

improvement in areas such as networking, the need for talent, stronger research and

development, and improving the overall business climate in the states in which we

work.

In this special issue of advantage, we celebrate the work of our Connecticut

manufacturers, touching on topics including the need for a skilled workforce, the need

for collaboration, and our current and future states as an industry. And although we

know we have a long road ahead, the forward momentum has begun. Learn how

Metallurgical Processing, Inc., has employed Lean strategy in a service-based business.

Discover the opportunities through the new Made in CT Program, where the innovative

products and services, made right here in Connecticut, are showcased. Follow the

Industrial Tourism map, engage in our proud manufacturing heritage, and pay homage

to those who built the foundation on which our industry stands.

I would also like to thank the organizations who supported this issue. Please read their

profi les and learn about what they are doing to keep our manufacturing sector alive

and well, serving as great resources to many of the industry’s needs.

But most of all, enjoy manufacturing month! Check out the calendar of events -

dedicated to an industry that, with no doubt, still makes up the

backbone of our great state.

May your reading be satisfying...

Bonnie Del Conte is the president & CEO of CONNSTEP.

She can be reached at [email protected].

Bonnie

advantage

4 advantage Vol. 2, No. 3

Advantage Magazine is a publication of CONNSTEP, Inc.

For the small to medium size business that wants to remain competitive and grow in local and global markets, CONNSTEP provides technical and business solutions proven to have both immediate and sustainable long-term impact.

Unlike other professional consultants that focus only on a single component of your business, CONNSTEP’s multidisciplinary team uses a deliberate holistic approach, providing innovative results-driven top line growth solutions that impact the entire organization.

Since 1994, nine out of ten CONNSTEP clients have reported increased profi tability. In 2011 alone, data provided by an independent survey credited CONNSTEP with impacts of more than $160 million dollars, including new and retained sales, and the creation and retention of nearly 1,600 jobs. Our experience and network of local, state and federal resources, make us not only unique but unequaled in our fi eld and in our state.

PublisherBonnie Del Conte, President & CEOCONNSTEP

EditorRebecca Mead, Manager, Marketing & CommunicationsCONNSTEP

Contributing WritersKen Cook, Peer to Peer Advisors

Caren R. Dickman, CRD & Associates

Bill Greider, P4 Executive Lean Strategy

Matin Karbassioon, CONNSTEP

Michael Perrelli, CONNSTEP

Susie Zimmermann, Channel Z Marketing

Contacts

To subscribe: [email protected]

To change an address: [email protected]

For reprints, PDF’s: [email protected]

For permission to copy: [email protected]

To pitch a story: [email protected]

CONNSTEP, Inc., all rights reserved. Reproduction

encouraged after obtaining permission from CONNSTEP.

CONNSTEP Advantage Magazine is printed three times

a year by CONNSTEP, Inc., 1090 Elm Street, Suite 202,

Rocky Hill, CT 06067. 800.266.6672

POSTMASTERSend address changes to:

CONNSTEP, Inc.

1090 Elm Street, Suite 202

Rocky Hill, CT 06067

>>> Contributors

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Caren R. Dickman has over twenty-fi ve years experience in marketing, business and grant development, for trade

associations, higher education institutions and nonprofi t organizations.

Currently the Communications and Grant Development Specialist at HRA, Inc., she was previously the Director of Marketing and Membership at EANE where she spearheaded the Strategic Marketing team project to re-brand the association, create a new logo, and standardize all communications. While at EANE and at CBIA she worked closely with numerous manufacturing companies throughout Connecticut on a variety of projects.

Ken Cook is the Founder and Managing Director of Peer to Peer Advisors.

His background includes over twenty years consulting with high growth and middle market companies, focusing on marketing, sales and growth strategies. Ken’s consulting includes fi ve years as a Senior Contract Consultant for Inc. Magazine.

He’s written three books, his latest being The Wisdom of Our Peers. His fourth book, The Wisdom of Relationships, is due out this fall. Ken also writes monthly columns for The Hartford Business Journal and The Worcester Business Journal, and has written columns for The Boston Business Journal and The American Marketing Association.

Bill Greider has spent over 20 years at Dur-A-Flex, Inc. (East Hartford, CT) as Technical Director, Operations Manager

and Co-Owner. Over a seven year period, he led the company on it’s Lean journey, cut process times by eliminating non-value added activity and began Dur-A-Flex down the road to become a learning organization. During their Lean transformation, Dur-A-Flex was voted one of the “Best Places to Work” in CT four times and won national recognition as winner of the 2010 MEP Excellence in Innovation Award at the Manufacturing Extension Partnership (MEP) National Conference in Orlando, FL.

In 2012, Bill decided that he would like to help other company’s management teams and Lean champions as an independent consultant, hoping to help secure their future success by teaching them the tools needed to turn a “continuous improvement or lean sigma department” into a culture of continuous learning.

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Matin Karbassioon is a Lean Consultant skilled in applying best business practices and leadership principles

to continuously improve productivity, quality and throughput. Mr. Karbassioon has provided consulting, training and facilitation services to small and medium size manufacturers in their pursuit of Enterprise-wide excellence. He is certifi ed by the Supplier Excellence Alliance (SEA) to deliver the Lean Enterprise System to suppliers of Aerospace and Defense OEMs to ensure American competitiveness.

Since joining CONNSTEP in 2005, Mr. Karbassioon has successfully facilitated the transition of manufacturing companies from traditional to Lean. These organizations ranging from medical instrument to electronic component manufacturers have become more profi table through enhanced quality, shorter lead-times and increased capacity. His latest initiatives include successful deployment of Lean in healthcare, architecture as well as the government sectors.

Michael Perrelli is the Marketing Specialist with CONNSTEP where he is responsible for developing the content,

markets and promotions of CONNSTEP training, networking and outreach programs. Additionally, Michael works with the Manger of Marketing & Communications on organizational market development, website maintenance and trade show efforts.

Before joining CONNSTEP at the end of 2010, Michael worked for the Alcone Marketing Group, a promotional agency based in Darien and for SourceMedical in Wallingford, where he controlled multiple direct marketing and trade show efforts for the leader in ambulatory surgery center management software.

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Susie Zimmermann has more than 20 years of experience developing and managing marketing and

communications for corporations, non-profi t organizations, and government agencies. In her current work with clients from both the commercial and non-profi t sectors, she provides strategic consulting on branding, product launches, messaging, positioning, employee communications and comprehensive marketing programs.

Prior to launching her own consulting business, Susie managed marketing and communications programs for the Department of Commerce’s Manufacturing Extension Partnership, AmeriCorps and the Peace Corps. as well as for organizations specializing in commercial real estate, urban revitalization and health insurance.

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>>> calendar

Continuous Improvement Champion Certifi cation

The gist: CICC is a ten-session course providing intensive exposure

to the principles and practices needed to develop and sustain the Lean

Enterprise.

Approach: You will receive immediate reinforcement of the classroom

learning by applying your training to a real-life project within your

organization. Together with on-site mentoring and knowledge

assessments, this approach dramatically reduces the time frame from

training to bottom-line results.

Who attends? Those tasked with implementing and sustaining a

culture of continuous improvement within their organizations.

The next CICC program begins March 5th and runs to May 21st. Visit

http://bit.ly/CICCprogram for complete program information.

SAVE THE DATE:Business Growth Over BreakfastOctober 24th

Join CONNSTEP and invited business growth and marketing experts to discuss growth strategy over breakfast.

Wednesday, October 24

Inn at Middletown, Middletown, Connecticut

7:30 am to 11:00 a.m.

Check www.connstep.org for more information and to register.

Connecticut Manufacturing Coalition RoundtablesOctober through May

The gist: The roundtables off er a confi dential forum where

manufacturers share and learn about common challenges as well as

best practice solutions to achieve sustainable continuous improvement

and profi table growth.

You’ll gain an invaluable network of trusted peers, business

development opportunities, best practice presentations, as well as,

industry related resources.

Who attends? Manufacturing professionals interested in

benchmarking, networking and learning from their peers.

http://bit.ly/cmcroundtables


How does Lean tie into my organization’s overall business strategy?

During the numerous training sessions I conduct, people are quick and excited to tell me how many kaizen events they have completed within their department. But more often than not, they are hesitant or unable to tell me the improvement metrics from those events or how those events contributed to the company’s strategic goals.

If Lean isn’t a part of your organizational strategy, it becomes an event-based activity that is diffi cult to sustain in the long run. It becomes something focused on the Lean tools themselves and not the outcomes or how the initiatives benefi t the company.

Often, a strategy is put in place without tactical and communication plans behind it. Some people will expect things to happen on their own, but they don’t. The value lies in having a strategic linkage to Lean initiatives and in having Lean thinking drive the strategic planning process. In that way, whatever goals you set, Lean becomes the vehicle to get you there.

For example, if part of your strategy is to improve on-time delivery to your customers, you will need to defi ne which key processes are responsible. There will undoubtedly be processes in both the offi ce and on the manufacturing fl oor

that feed that goal. The bottlenecks could be that your “request for quote” process is too long, or your lengthy setup times have certain departments missing deliveries. If you don’t identify and work on improving those processes that directly impact on-time delivery, you may never meet your goal.

If the focus was strictly on the manufacturing processes for the goal outlined above, kaizen events would be implemented haphazardly with no direction or goal. At that point, the events may or may not benefi t your on-time delivery rate.

Strategically approaching Lean initiatives will identify the most critical improvement opportunities, the order in which kaizen activities need to be conducted and will help defi ne the outcomes, connected to the larger organization’s strategic goals.

You have questions - Matin Karbassioon has the answers. An expert in Lean and continuous improvement, Matin answers your questions using his experience and the knowledge of industry’s top thought leaders.

Matin Karbassioon is a Business Growth Advisor skilled in applying best business practices and leadership principles to continuously improve productivity, quality and throughput. Since joining CONNSTEP in 2005, Mr. Karbassioon has successfully facilitated the transition of manufacturing companies from traditional to Lean. These organizations ranging from medical instrument to electronic component manufacturers have become more profi table through enhanced quality, shorter lead-times and increased capacity.

Reach Matin at [email protected].

>> > Ask the Experts

Could you use a little more balance in your life?Studies have shown that too much work can lead to a variety of stressers that sap workers’ energy, making them more prone to errors on the job, sick days, burnout and turnover. Helping individuals reach a balance between work, family and lifestyle commitments by introducing work/life balance policies can provide benefi cial gains in output, morale, and overall health for company staff.

Does your company have a formal or informal policy in place? A recent survey conducted by the Society for Human Resource Management (SHRM) found that 24% of U.S. organizations have a formal work/life balance policy in place, whereas approximately one-half of organizations (52%) have an informal work/life balance policy.

What is a work/life balance policy?Work/life balance policies help create a better balance between the demands of the job and the enjoyment of life outside of work. Initiatives within the policy can include (among others):• Not working during sick or vacation time• Working from home, telecommuting, fl exible hours• Family leave policies• Fitness facilities or fi tness membership assistance

Why use work life balance policies? Benefi ts include (among others):• Attracting new employees• Helping to retain staff• Reducing sickness and absenteeism• Increasing levels of production and satisfaction• Decreasing stress and burn-out

According to 80% of the respondents, leadership encouragement is the most commonly used practice in ensuring employees take advantage of these policies. Managers and supervisors must take a pro-active approach to ensure their employees utilize these benefi ts for the better good of themselves as well as the company.

SHRM’s complete fi ndings on work/life balance policies can be found at: http://bit.ly/SHRMWLB

C

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BUZZthe >> > Business Barometer

Earlier this year, Senator Richard Blumenthal and Congressman

Chris Murphy solicited input from the industry through the 2012

Survey of Connecticut Manufacturers. Following on from the

2011 survey, the legislators asked a myriad of questions on the

business climate - cost of healthcare, increased competition from

foreign sources, ease of fi nding skilled workers, availability of

capital and credit, and federal, state and local taxation - and out

of 5,000 manufacturers across the state, 191 provided feedback

through the on-line survey, representing a broad cross-section

of the industry. This was a 21% increase over last year’s survey

response.

The 2012 survey response shows that:

• The economic recovery is still a major concern for

Connecticut manufacturers with 54% of respondents

anticipating a fl at economy for the upcoming year and only

17% of respondents anticipating an economic expansion.

• There is signifi cant optimism among the group for the

future of their businesses. A high 77% feel confi dent in the

fi nancial future of their companies with nearly half expecting

an increase in profi ts in 2012.

• The majority of respondents plan on creating jobs and

increasing wages over the next year. However, the industry

is still having diffi culty hiring - simply fi nding the workers

with the skills needed to fi ll open positions is a challenge.

• Connecticut manufacturers report they are still feeling the

effects of foreign competition, mostly from China and the

far east.

• One third of the respondents supply to the federal

government and there is a shared sentiment among all

respondents that a better job needs to be done to make the

federal government a better partner to Connecticut industry.

“Continue to provide grant funding for skill training

efforts which are company

driven.”

“Get more funding for the trade

schools. Not every graduating high

school senior is slated for a

four-year college degree. We need to start giving these kids an option.”

“Stress basic math skills

so younger workers

have the basics to

learn - let young people

know the opportunities

for workers with these

skills.”

“Appropriate education is of course a requirement

but add in actual, practical working experience

at almost any type of work. They need to know

what work really is and be responsible for their

actions.”

Suggestions from survey respondents when asked about skilled workers

“Work with colleges to foster apprentice type programs with

manufacturers.”

“Changing federal policies that encourage companies to outsource or offshore their business by eliminating loopholes

in the tax code and incentivizing insourcing.”

“Increasing federal investments

in STEM-based education and skills training programs.”

“Make it easier for small

businesses to compete

for contracts with the

federal government.”

“Enforcing stronger ‘Buy American’ requirements to

bring federal money back to U.S. manufacturers.”

“Reforming the ITAR system to remove

unnecessary barriers to exportation for

those in the defense manufacturing

industry.”

Feedback from survey respondents when asked doing business with the government


SmartphoneSurvivalGuideIf you own a Smartphone or tablet, you are probably well aware that

they are essentially mini, portable computers. Which means, they are

susceptible to many of the perils a computer might face. The most

obvious is hacking and theft of identity or personal information. I

referred to them as portable to remind you that they are also prone to

loss or theft.

As long as there are devices that

collect personal information, there

will always be thieves inventing

new scams to try to separate you

from personal information. For

example, there is a new threat

called smishing. This is when you

get a text message with an offer to

get something free by going to a

link. If you go there it is generally a

website that asks for information. Just by clicking the link the damage

is already done. You’ll never get that $1000 gift card and there is now

spyware on your phone capturing the keystrokes that you type in, such

as passwords, credit card numbers, etc..

Here are a few apps to safeguard your phone against these dangers.

Most of these apps are free.

Smishing/Malicious AttacksAndroid

It’s always easy to say after you have been

hacked or lose your data, “I should have

installed virus protection” or, “I should have

backed up.” What’s really easy is installing

Lookout on your phone. Lookout periodically

scans your mobile device specifi cally looking for

phishing, malware and spyware. It also checks

any apps you load on your device and any

websites you visit.

iPhone

Norton Identity Safe prevents dangerous websites from stealing

your personal information. It does this by letting you know if a site

is dangerous before you visit it. This can be downloaded from the

AppStore for free.

Loss/TheftAndroid

This is the fi rst and only phone locating app that you download

AFTER you’ve already lost your phone. Having Lookout on your

phone is the best way to protect your phone and fi nd it fast, but use

Plan B if you have already lost your phone and didn’t already have

Lookout installed. From another device, you can send the app to your

phone OTA (over-the-air), as long as the phone is on. It will turn on

the GPS and gmail your coordinates on a map back to you.

Verizon Mobile Security provides antivirus protection to detect viruses

and malware. It will also identify and

warn customers of suspicious websites.

That tier of the software is free. The

next tier, available for $1.99/month per

line, Verizon Mobile Security Premium

also provides a recovery feature that

allows customers to remotely locate,

alarm, lock or wipe data from a lost or

misplaced device using their My Verizon

accounts.

iPhone

Find My iPhone works on iPhones, iPad,

iPod Touch or Mac. This will let you use another device to fi nd and

protect your data. Find My iPhone will help you locate your missing

device on a map. From there you can choose to display a message,

play a sound at full volume for two minutes, remotely lock your

device or erase your data from it. You can even write a message and

display it on your screen. Something like, “If found, Please call me at

408-555-0198.” Your message appears, even if the screen is locked.

Lookout is an easy way to protect your iOS device from loss. You can

use the Internet or another phone to determine the missing device’s

location. It will also back up your data and protect your personal

information. Then you can send a loud alarm to pinpoint its location,

even if it’s on silent.

Bonnie Sharon, better known as Cellular Chloe, is the Gadgetista of Wireless Zone®. She is an advocate for the end user and spends her time pushing the envelope on all devices so she can honestly report her fi ndings. She likes to help you get to that “a ha moment” so you and your gadgets can live happily ever after! You can fi nd her at www.CellularChloe.com.

connstep.org 9

BUZZthe

a: I was lucky, there was and still is an

excellent public technical vocational high

school in my city as well as very busy and

bustling manufacturing, plastics, defense,

paper, electronics, heavy machinery, etc. A

heavy union presence and the opportunity

to make a very good living long term were

attractive, as well as, being close to home

and family.

My parents didn’t have the money to

send me to college as we had a very

large family, I was the oldest of fi ve, and

since it was right after Vietnam I chose to

delay going into the military and go into

the workforce. At the time, there was

opportunity aplenty for apprentices.

So, after I graduated with training in

machine technology, I was hired as a

toolmaker apprentice of a small mold and

tool company long since closed. But it gave

me a start. I graduated on a Sunday in

June 1976 and started the next day.

36 years later and I’ve had a very nice

career, had to change jobs a few times but

have always been in manufacturing - as

a team leader, shift supervisor, manager,

director, it’s been a good career. I make

a good living; have good benefi ts and

looking forward to retirement in about ten

years or so.

Along the way I added a dual career in

the Army National Guard and have now

logged 27 years with that organization

with deployments to Iraq and Afghanistan.

Flexibility is the key, being a good

employee, a hard worker, sharing ideas,

being a good communicator and being

able to change with the times, as in my

case, computers.

- Mark PompiMinteq Production Team Leader

a: I started my career at the end of what

we would consider the value stream, or end

customer deliverable. I then worked my way

back through the product realization for

helicopter manufacturing. I guess I was just

intrigued with how everything worked.

I worked on, and fl ew on the MH-53J Pavelow

& UH-60 Blackhawk helicopters for the US

Air Force. When I got out of the military I

worked in a military overhaul facility in Groton,

Connecticut, at the 1109th Aviation Group,

working on and repairing helicopters back to

mission ready capability. I worked on a number

of helicopters including the CH-47 Chinook,

UH-60 Blackhawk, etc.

After that I worked for Kaman Helicopters

building new production Blackhawks for

Sikorsky. This was my fi rst exposure to

the production process in regards to new

manufacturing processes. I learned and built a

profi cient knowledge base in Lean Thinking and

associated disciplines.

From there I worked for a helicopter parts

fabricator specializing in CNC based machining,

both milling and turning. From there I moved

on to where I am now at TIGHITCO leading

the production efforts for Composite and

metal fabrication and the associated assembly

processes for our fi xed and rotor winged

aircraft components.

- Terry ChaseTIGHITCO Production Manager

Q: Why did you choose a career in

manufacturing?a: I guess I struggled with the question,

since I kind of ended up in manufacturing

vs. actually choosing it! For me, I think the

question is more of why did you choose

“continuous improvement”?

I started out at Kamatics in inside sales, where I

worked for 18 years. When the opportunity to

work on Lean Manufacturing became available,

it made sense to me…fl ow product at the

pull of the customer without stopping so the

company can get paid and be able to continue

operating! At the time, I was frustrated with

all of the problems we were experiencing from

a customer service perspective. Lots of work

in process meant long lead times, diffi culty

fi nding jobs that customers were following up

on therefore unhappy customers.

The chance to help solve some of these

problems and streamline processes was very

interesting to me. I’ve been in Continuous

Improvement full time since 2004. What I

really enjoy about my job is learning about

the company’s processes and trying to make

them more effi cient through teamwork, the

opportunity to know people at all levels of the

organization and the special satisfaction that

comes when a team works to implement and

sustain their new process.

There are many challenges and frustrations

along the way, but our lead times have

improved over the years and many processes

have been examined and improved. Overall,

we all know our business better than we ever

have in the past and we are doing well.

Continuous Improvement is a great career for

anyone who believes every challenge has a

solution, who loves to learn something every

day and who enjoys working with teams. That

being said, it is not always an easy path and

you have to be perseverant and practice a lot!

- Alice PowerKamatics Continuous Improvement Leader

SOUND OFF


The Buy American Supplier Scouting

Program, initiated by CONNSTEP’s federal

partner, the National Institute of Standards

and Technology Manufacturing Extension

Partnership (NIST/MEP), employs the MEP

centers across the country to fi nd domestic

suppliers when grantees subject to the Buy

American requirements have not been able to

do so. CONNSTEP has been involved for over

two years, assisting various federal agencies,

including the DOE, DOT and NIST, as we feel

the program brings work back to U.S suppliers,

provides business opportunity for our clients in

new markets, which, in turn, creates new jobs

for our local industry.

Led by Frank Rio, CONNSTEP has searched

for over 70 different products including heat

pumps, lighting products, solar generators and

water heaters with success in fi nding several

exact matches and a dozen partial matches for

suppliers to bid on.

One example of a successful match is now

housed in the NIST Zero Energy Model house,

on the NIST campus in Gaithersburg, Maryland.

The house is being built to demonstrate that

it is possible for a house to produce more

energy than it uses. Intended to be built with

all domestically produced components in its

construction, the contractor was planning on

using a hybrid water heater made by General

Electric in China, claiming to be unable to

source it stateside.

NIST/MEP asked the centers to fi nd a

domestic source and Frank was able to fi nd

a Connecticut company that produced such

a heater. After determining that it would

meet all of the specifi cations, the contractor

purchased the heater from our local supplier,

the heater was delivered and installed in the

house in November of 2011.

In addition to the water heater, CONNSTEP

has been tasked with identifying a Connecticut

company with the expertise to reverse engineer

two aircraft engine tubes that the DLA was

buying from a sole source supplier. Frank

identifi ed several clients with the capabilities

and they all felt the DLA was paying about six

times the selling price they would ask! One

company was selected and has submitted the

technical data packages for the tubes to the

DLA. It is anticipated that if these TDP’s are

approved, the DLA will save signifi cantly when

it buys these tubes in the future.

New to the Buy America Supplier Scouting

Program is the Next Generation Rail initiative.

The U.S. passenger rail system has lacked

investment over the past 60 years and

therefore the pool of manufacturing capacity

has been signifi cantly reduced. Now the

federal government is planning to invest in an

effi cient, high-speed rail network of 100-600

mile intercity corridors with the goal of insuring

safe and effi cient transportation choices,

promote energy effi ciency and environmental

quality. The DOT has established a 100%

domestic content goal for all projects under

this initiative and the initial project is the

production of 130 high-speed rail cars for the

California Department of Transportation, with

the anticipation that the contracts for these rail

cars will be awarded shortly and the search for

domestic suppliers will commence.

The Buy American Supplier Scouting Program

has helped CONNSTEP improve opportunities

for new business for our clients, and the

Connecticut manufacturing industry, through

the introduction of new potential customers

and through the cooperation with our local

Procurement Technical Assistance Program

(PTAP) offi ce, the program has allowed

CONNSTEP to assist clients in becoming more

competitive in seeking new business with

the federal government. And as the regional

point of contact for the Next Generation Rail

Initiative, Frank and CONNSTEP will provide

new business opportunities for Connecticut

rail suppliers.

For more information, please contact Frank

Rio at 860-513-3214 or via email at

[email protected].

Buy American Supplier Scouting

CONNSTEP’s Bonnie Del Conte and Frank Rio visit the water heater installed at the NIST Zero Energy Model House in Maryland.

The NIST Zero Energy House in Maryland.

connstep.org 11

people working today owe that fact to

small businesses.

3. Young people do not always see manufacturing as a viable career option. One of the single biggest complaints I

hear from manufacturers is the shortage

of young people with the skill set to step

in and contribute. Paul Zalensky, a highly

skilled toolmaker at Ulbrich, and in the

trade for over 40 years, fully understands

the responsibility of manufacturers to

recruit their biggest asset for the future

- people! We need to sell kids on the

idea that there are opportunities for

fulfi lling careers in incredibly innovative

manufacturing companies….yes, here,

in Connecticut! Start now. Contact

administrators, guidance counselors and

teachers from your local elementary,

middle and high schools. Invite them in.

Show them how important you are to the

world, the customers you serve, how your

product makes people’s lives better. Send

someone to speak. Develop a summer

internship/apprenticeship program. Be

proactive now to develop your future

workforce.

I can’t say this strongly enough: develop a Lean

mind-set, fi nd your voice, and recruit like your

life depends on it, because it does.

October is Manufacturing Month here in

Connecticut. With nearly 5,000 manufacturing

companies contributing to 12.7% of the state’s

GDP and producing 92% of our Connecticut’s

exports, manufacturing’s voice should not be

silent. Our best is still ahead!

Bill Greider has spent over 20 years at Dur-A-Flex, Inc. (East Hartford, CT) as Technical Director, Operations Manager and Co-Owner. Over a seven year period, he led the company on it’s Lean journey, cut process times by eliminating non-value added activity and began Dur-A-Flex down the road to become a learning organization. During their Lean transformation, Dur-A-Flex was voted one of the “Best Places to Work” in Connecticut four times and won national recognition as winner of the 2010 MEP Excellence in Innovation Award at the Manufacturing Extension Partnership (MEP) National Conference in Orlando, Florida.

In 2012, Bill decided that he would like to help other company’s management teams and Lean champions as an independent consultant, hoping to help secure their future success by teaching them the tools needed to turn a “continuous improvement or lean sigma department” into a culture of continuous learning. Bill can be found writing a blog: http://www.p4leanstrategy.com/

their processes. And start NOW. Don’t

have time? Chris De Conti, Director of

Operations at Ulbrich Shaped Wire in

North Haven says it best, “You don’t

exercise when you’re hurt!” Companies

that will prosper are the ones who get

a little better every day! Accept the fact

that we have no control over most of

the things that impact our bottom lines.

Control the things you can - create a

culture of people who view improvement

as part of their daily work. My good

friend Bob Smith at Dur-A-Flex in East

Hartford always says, “Can you make

time to work on your business vs. in it?

You can’t afford NOT to!”

2. Voice your displeasure with the albatross we call healthcare. According to Bill Waseleski, President

of Century Spring Manufacturing in

Bristol,“The single biggest obstacle for

small manufacturers to add people is

the cost of healthcare.” Get involved

by petitioning your representatives. A

small voice can become louder through

organizations like SMA, NHMA, MAC and

CBIA. Be persistent. Recruit your peers to

help. Don’t give up. After all, most of the

Congratulations to all Connecticut

manufacturers reading this - it means you

are survivors of some one of the most

diffi cult economic times in history.

I’ve put together a few thoughts - with

help from a few of my friends - our

humble opinions on what needs to be

done for manufacturers to remain viable

and competitive going forward.

1. Adopt a “Lean” strategy.Notice I didn’t say Lean program. I

know of no better way of recession-

proofi ng your business than to

create a culture of people, focused

on seeing and eliminating waste, in

all of the processes in your business.

Customers are not asking us to

get them their stuff slower! Their

expectation is that you will be faster,

and easy to do business with.

The same processes that got us to

today will NOT get us to tomorrow!

Resist the urge to throw bodies at

problems or demand. Challenge

and show respect by teaching your

team how to continuously improve

BUZZthe

IMHOBy Bill Greider


From aero engines to buttons, from medical

devices to sports equipment, Connecticut is

home to 5,000 manufacturers who employ

nearly 170,000 people and generate more than

12.7 percent of the state’s GDP.

Staffed by the most productive and highly

skilled workforce in the world, Connecticut

manufacturers are a signifi cant driver of

innovation and exports, and account for more

investments in research and development than

any other sector.

As the Connecticut Manufacturing Extension

Partnership (MEP), CONNSTEP has developed

the Made in CT Program to showcase the

diversity of products and services of the

Connecticut manufacturing industry - and to

celebrate the companies who continue to make

it in Connecticut. In cities and towns from

Bridgeport to Putnam, manufacturing is the

engine that powers the Connecticut economy.

Be part of Made in CT CONNSTEP is proud to launch the Made in

CT Program to create a higher visibility for

Connecticut’s manufacturers by showcasing

products and services to the public, elected

offi cials and interested buyers. CONNSTEP will

recognize the contributions of Connecticut

manufacturers, featuring those that contribute

to the growth of the economy, are involved in

continuous improvement, and strive to create

jobs and grow their businesses.

The key component of the Made in CT

Program will be an online directory consisting

of the state’s manufacturers and the products

and services produced here in Connecticut.

CONNSTEP would like you to participate -

feature your company’s products or services

- in our online directory.

As a Made in CT participating company, you

will receive:

• A free company profi le on

www.made-in-ct.com where you can

showcase your products or services.

Included in the profi le will be your

company logo, company description,

contact information, company news and

photos and/or videos of your products

and services.

• The opportunity to become a featured

manufacturer of the week - and be

highlighted in a special section of the

directory as well as in CONNSTEP blog

posts and in Made in CT social media

posts.

• The opportunity to be a featured

manufacturer on the NIST/MEP “Make

it in America” program website with

national exposure.

• Access to Made in CT Facebook, LinkedIn

and Twitter pages where you can

participate in the conversation about

Connecticut manufacturing.

• The offi cial Made in CT logo to exhibit

on your website and your product

packaging. Special invitations to and

advanced registration opportunities to

CONNSTEP events.

To view participating manufacturers’ profi le

pages and to learn more about how you can

be a Made in CT manufacturer, visit

www.made-in-ct.com.

Launching October 1st, the Made in CT

Program will feature CONNSTEP clients through

the month of October - including:

Launching October 1st

connstep.org 13

In any context and measured by any criteria,

everyone agrees that the manufacturing sector

has been especially hard hit by the recession

and the slow paced recovery. Companies

shrank in size to survive, some closed, and the

growth and rehiring process is moving at a

snail’s pace.

So where do we go from here? There are

some suggestions that external help in the

form of state and federal programs and

grants will stimulate the economic recovery

more rapidly, thereby helping manufacturers

recover more quickly. Other suggestions entail

“leveling the playing fi eld” regarding offshore

competition and unfair tariffs.

These are good suggestions that might help. It

seems though that the overriding sentiments

coming from manufacturers are simply for

outside infl uences to just get out of the way.

Owners of manufacturing fi rms are a pretty

self reliant bunch of people. Left to their

own collective talents, without unfair outside

infl uences in play, they do pretty well in

achieving success.

In addressing how to move forward many

manufacturing leaders do acknowledge that

“more of the same” is not the answer. This

economic climate demands innovative solutions

in order to get back on the path of growth

and job creation. One innovative approach

cited as important is collaboration among

manufacturers. There is recognition of the

strength and value that exists throughout the

manufacturing community and a realization

that collaboration is a way to unlock that

treasure trove of experience and expertise.

Michael Molnar, chief manufacturing offi cer

at the National Institute of Standards and

Technology, focusing on the manufacturing

sector and the need for collaboration as a

cornerstone for growth, said “Business leaders

need to do a better job of working together

to ensure ideas dreamed up here aren’t turned

into reality in a foreign factory.”1

Another conclusion from a recent industry

report said: Industry collaboration must

increase; management needs to be on an

accelerated learning and investment curve to

continuously improve and gain market share.2

So what is this “power” that comes from

collaboration? Why are a few heads better

than one?

One answer can be found in this old adage,

“There’s a fundamental difference between

a smart man and a wise man. A smart man

makes a mistake, learns from it, and never

makes that mistake again. But a wise man

fi nds a smart man and learns from him how to

avoid that mistake altogether.”3

Collaborating Today for Tomorrow

By Ken CookPeer to Peer Advisors


When business people share their experiences

in an atmosphere of respect and mutual trust,

a special kind of magic occurs: smart people

become wise and their businesses grow.

Another answer can be found in the story

of Nobel Prize winners James Watson and

Francis Crick, who discovered the double-helix

structure of DNA, one of the most remarkable

scientifi c breakthroughs of the 20th Century.

Watson, on the fi ftieth anniversary of the event,

stated that he and Crick cracked the elusive

DNA code not because they were the smartest

people pursuing the answer. In Watson’s

opinion that distinction belonged to Rosalind

Franklin, a brilliant British scientist. “Rosalind

was so intelligent,” observed Watson, “that

she rarely sought advice. If you’re the brightest

person in the room, you’re in trouble.” By not

being the smartest people pursuing the answer,

Watson and Crick often collaborated, looking

for answers beyond their knowledge and

experience.

In a more modern context you can fi nd a third

answer from Jim Collins describing a tool he

called The Council4, “The Council consists of

a group of the right people who participate

in dialogue and debate.” They “ask the right

questions, engage in vigorous debate, make

decisions, autopsy the results, and learn.”

All three answers illustrate the power of

collaborative thinking. Collaboration is the art

of going outside your area of expertise to seek

the input and ideas from people who bring

fresh ideas, new perspectives, and experiences

that may directly relate to the issue at hand.

Collaboration in its best form produces the

“whole that is greater than the sum of the

parts.” Dictionary.com defi nes collaboration

as, “to work together, especially in a joint

intellectual effort.”

Q. As applied to business leadership, what did

Watson and Crick know fi fty years ago that is

still so relevant for Jim Collins today?

A. Enlightened business leaders realize they

cannot do it alone. Enlightened business

leaders look for opportunities to collaborate.

Collaboration is the great multiplier. It

signifi cantly increases the experience, expertise,

and wisdom one can apply to any situation,

challenge or issue. Collaboration brings

experience, perspectives, and knowledge from

“worlds” that are outside of the business

leader’s world.

Anuradha A. Gokhale conducted research5

to determine the effects of collaboration on

learning. He concluded that collaborative

learning fosters the development of critical

thinking through discussion, clarifi cation of

ideas, and evaluation of others’ ideas. What

business leader wouldn’t want that?

In its best manifestation, collaboration entails

a team of peers from outside the business

offering support, ideas, and accountability;

independent accountability the leader usually

cannot fi nd within their own business.

Consider two givens:

• Leading a business is often a lonely job

• Experience is often the best teacher

An outside circle of collaborators addresses

both of these characteristics. “Alone at the

top” becomes a thing of the past. While

everyone looks to the leader for direction

and answers, they can now look to their

collaboration peers for direct honest feedback,

and an open exchange of ideas.

Second, the more experience one has the

better. More experience enables one to

address a wider spectrum of the problems that

inevitably crop up. With collaborative peers

the business leader can multiply the experience

level by the number of peers they collaborate

with, thereby expanding the growth and

potential for the business.

If you consider participating in a collaborative

circle of peers, ensure that the people in the

circle are truly peers. As manufacturing is

unique in comparison to other business types,

your peers should be from manufacturing

companies. The peers’ companies should be

similar in terms of size and challenges they face.

To ensure sustainability, commit to regular

meetings. Once a month is good; at least

once a quarter is a must. Get a facilitator so

the business leader is free to be a participant

and focus on the content of the meeting,

leaving the process to the facilitator. Have

specifi c agenda items, but be fl exible as well.

Paraphrasing Gene Rodenberry, allow freedom

in the meeting to go places where you dare not

go before.

Collaboration is a must for both the

industry and each individual manufacturer.

Collaboration is the key to opening a treasure

chest of experience and solutions.

Turn on you critical thinking mind -- innovate

your business – fi nd a way to harness the

energy and experience of your peers.

Note - The concepts of organizational culture-climate come from the Burke-Litwin Model of Organizational Change.

1 From a recent forum on growth held August 7, 2012 at The Rhode Island School of Design2 The New England Council and Deloitte Consulting, LLP, December 20093 Unknown4 Good to Great, Jim Collins, reference pages 114-1165 “Collaborative Learning Enhances Critical Thinking,” Journal of Technology Education, Volume 7, #1 Fall

Collaboration is the key to opening a treasure chest of experience and solutions.

connstep.org 15

>>> Paul Murphy, Director of Operations, Electri-Cable Assemblies

Shelton, Connecticut, 45 years old

What I’ve

Learned


By Susie ZimmermannPhoto by Nick Caito

I grew up in Ireland, and have been

in the U.S. since 1988. I came over here for a

brief work assignment, and well, 24 years have

passed in a fl ash. Soon I will become a citizen.

I’ve taken my time contemplating when and if

to make the decision to become a citizen, and

doing this now is a sign of my great

pride in being a part of this country.

Growing up on a horse and chicken farm,

I gained great appreciation and

perspective for what I do now. Hard

work and attention to detail never goes out of

style. I learned a lot, but I’m very grateful for

my career in manufacturing.

While 8% unemployment is a bad number,

especially if you are one of the 8%, it

should be kept in perspective. In Ireland,

unemployment was chronically at

20% while I was growing up. We will

bounce back.

I worked for a few years consulting and

started a business developing Lean software

products. Being an entrepreneur is

daunting but gave me a clear sense

of my vulnerability, and the need to

know every aspect of the business—

from cash fl ow to expenses to sales and HR

and everything in between. I also learned

then the value of bartering, collaboration and

relationship-building.

My whole career has been in manufacturing,

and I’ve seen examples of good and bad

management. Bad: top-down, one-directional,

do-as-I-say. Companies take on the

personality of the person in charge, so

problems can usually be tied to a manager’s

method and ability to establish culture and

strategy and lead a team.

Good managers? Those who are willing

to make the tough decisions and tell

the hard truth. They have clear values and

live what they preach.

My core values have derived over time, and I

keep a list of these values on my wall

by my desk, so I’m always reminded of them

and continue to self-audit.

Think small, then act fast and fi nish

strong. Continue to actively learn. Go

and see to learn. Thirty percent of my day

is on the fl oor, talking to my leads, mentoring,

asking what they need from me to succeed and

learning about their daily work and challenges.

Be a simplifi er, not a complicator. Ask

tough questions though, and be prepared

for the ugly truth. The best boss I ever had did

that. I’ll never forget it.

Live Lean—just as Lean as you know your

plant fl oor should be. Be humble and don’t

be afraid to laugh at yourself.

Be as accountable to the people who

work for you as much as they are

accountable to you.

“Gotta Delegate.” That’s what a post-it over

my desk says. That’s a big weakness of mine, so

I’m trying hard to make sure that I give others

more opportunity to succeed—and fail.

My best lessons have come from failure. There

is dignity in failure. How else can we

appreciate success? I try not to protect people

from failure. That’s how we all learn to cope

and rise above.

Manufacturing here in our state is challenging

these days. Connecticut has not been

very good at making a case for why

companies should stay or move here.

There’s been no clear message for the last 20

years about the competitive advantages for

industry here or what kind of a manufacturing

state we are trying to be.

Connecticut may not be the cheapest state to

operate in, but, for example, the state could

offer the best support for business. That could be

a lead benefi t that would attract companies. It

doesn’t always have to be about money

to make Connecticut a strong state for

manufacturing. But with so many companies

here struggling to survive, we need a road map

rather than left-fi eld decisions.

We offer so many advantages in Connecticut—

excellent tech, hubs for biomedical, aerospace

and more—but I am waiting for and

hoping the state will set a course for

the future, establish a long-term plan

that will make short-term decisions

strategically rather than randomly

and enable us all to understand where

we’re headed and what we need to do

together to get there.

- SZ

Be as accountable to the people who work for you as much as they are accountable to you.

connstep.org 17

Wednesday, October 3rd

PUBLIC OPEN HOUSE9:00 to 11:00 a.m.DT Core Demo DayWestminster Tool5 East Parkway, Plainfi eld, CT860.564.6966www.westminstertool.com

Friday, October 5th

National Manufacturing Day!www.mfgday.com

PUBLIC OPEN HOUSE3:00 to 7:00 p.m.Dymotek7 Main Street, Ellington, CT860.875.2868www.dymotek.com

Saturday, October 6th

MANUFACTURING MANIA!9:00 a.m. to 2:00 p.m. Hartford Armory360 Broad Street, Hartford, CTwww.ctdreamitdoit.com

Thursday, October 11thCTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Cheney Technical High School791 W. Middle Tpke, Manchester, CT860.649.5396www.cttech.org/cheney

CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m.Prince Technical High School401 Flatbush Ave., Hartford, CT860.951.7112www.cttech.org/PRINCE

PUBLIC OPEN HOUSE4:00 to 6:00 p.m.Asnuntuck Community College170 Elm Street, Enfi eld, CT860.253.3000www.asnuntuck.edu

Friday, October 12th

PUBLIC OPEN HOUSE8:00 a.m. to 12:00 p.m.Naugatuck Valley Comm. College750 Chase Parkway, Waterbury, CT203.575.8000www.nvcc.commnet.edu

CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m.Abbott Technical High School21 Hayestown Avenue, Danbury, CT203.575.8000www.cttech.org/abbott

CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m.Bristol Technical Education Center431 Minor Street, Bristol, CT860.584.8433www.cttech.org/bristol

CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m.Goodwin Technical High School735 Slater Road, New Britain, CT860.827.7736www.cttech.org/goodwin

CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m.Kaynor Technical High School43 Tompkins Street, Waterbury, CT203.596.4302www.cttech.org/kaynor

Tuesday, October 16th

PUBLIC OPEN HOUSE10:00 a.m. to 2:00 p.m.AdChem Manufacturing Technologies369 Progress Drive, Manchester, CT860.645.0592www.acmt.aero

Connecticut. Dream It. Do It. brings together a coalition of business and trade associations, educational institutions, economic development and workforce organizations, and manufacturers from throughout the state to focus on enhancing Connecticut’s manufacturing workforce and the industry.

Founded on existing partnerships and a strong commitment to the growth of manufacturing statewide, Connecticut. Dream It. Do It. addresses a high priority among manufacturers—creating the next generation of skilled workers.

October is all about manufacturing! Come join us for exciting events that are happening in your area and let’s proudly celebrate all that is Connecticut made!

Students - learn more about what a career in manufacturing is all about. See how the right education will start you on the path to a rewarding, high-paying job!

Families - fi nd out how to steer your student toward a career in one of today’s advanced manufacturing fi elds. Now more than ever, manufacturing offers opportunities for them to do what they like and be nicely rewarded!

Educators - help us engage and educate the next generation STEM-capable workforce. Learn more about career and educational pathways in today’s advanced manufacturing!

Manufacturers - help us develop your future skilled workforce. Get involved in activities for students, families and educators to showcase today’s changing manufacturing environment!

Wednesday, October 17th

PUBLIC OPEN HOUSE4:00 to 6:00 p.m.Quinebaug Valley Comm. College742 Upper Maple St., Danielson, CT860.412.7200www.qvcc.commnet.edu

MANUFACTURING EVENT1:00 to 6:00 p.m.ACM: Trade ShowHartford/Windsor Airport Marriott860.513.3205pre-registration required: www.aerospacecomponents.org


PUBLIC OPEN HOUSE8:00 to 11:00 a.m.Manchester Community College161 Hillstown Road, Manchester, CT860.512.3000www.mcc.commnet.edu

PUBLIC OPEN HOUSE9:00 to 10:30 a.m.Aerospace Alloys, Inc.11 Britton Drive, Bloomfi eld, CT860.882.0019www.aalloys.com

CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Vinal Technical High School60 Daniels Street, Middletown, CT860.344.7100www.cttech.org/vinal

CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Wilcox Technical High School298 Oregon Road, Meriden, CT 203.238.6260www.cttech.org/WILCOX

Saturday, October 20th

PUBLIC OPEN HOUSE10:00 a.m. to 12:00 p.m.Middlesex Community College34B Maynard Street, Meriden, CT203.238.6202www.mxcc.commnet.edu


MANUFACTURING EVENT7:30 to 11:00 a.m.CONNSTEP: Business Growth Over BreakfastInn at Middletown, Middletown, CT860.529.5120pre-registration required: www.connstep.org

PUBLIC OPEN HOUSE1:00 to 3:00 p.m.Peter Paul Electronics Co, Inc.480 John Downey Drive, New Britain, CT860.229.4884www.peterpaul.com


CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Eli Whitney Technical High School71 Jones Street, Hamden, CT203.397.4031www.cttech.org/WHITNEY

CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Norwich Technical High School7 Mahan Drive, Norwich, CT860.889.8943www.cttech.org/NORWICH

CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. O’Brien Technical High School141 Prindle Avenue, Ansonia, CT203.732.1800www.cttech.org/obrien

CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Platt Technical High School600 Orange Avenue, Milford, CT203.783.5300www.cttech.org/platt

CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Windham Technical High School210 Birch Street, Willimantic, CT860.456.3879www.cttech.org/windham

PUBLIC OPEN HOUSE9:30 a.m. to 12:00 p.m.Housatonic Community College900 Lafayette Blvd., Bridgeport, CT203.332.5000www.hcc.commnet.edu

PUBLIC OPEN HOUSE10:00 a.m. to 3:00 p.m.Three Rivers Community College574 New London Tpke, Norwich, CT860.886.0177www.trcc.commnet.edu


MANUFACTURING EVENT8:30 to 11:30 a.m.CBIA: Shaping Connecticut’s Future: A Manufacturing Policy ForumLegislative Offi ce Building, Hartford, CT860.244.1977pre-registration required: www.eventbrite.com/event/4289042642#

CTHSS MFG PROGRAM OPEN HOUSE9:00 a.m. to 1:00 p.m. Oliver Wolcott Technical High School75 Oliver Street, Torrington, CT860.496.5300www.cttech.org/wolcott

PUBLIC OPEN HOUSE6:00 to 8:00 p.m.Northwestern CT Community College2 Park Place, Winsted, CT860.738.6300www.nwcc.commnet.edu

Waterbury

Windso

BristolTerryville

Kent

New

HamdeLOCK MUSEUM OF AMERICAThe Lock Museum of America was built in 1972; the museum houses eight display rooms, each with a unique focus on the eras of lock making and specific lock and hardware types. One of the primary attractions is the original patent model of the Mortise Cylinder Pin Tumbler Lock designed by Linus Yale Jr. in 1865. Location: 230 Main Street (Route 6), Terryville, CT 06786 Hours of Operation: Tuesday – Sunday 1:30pm – 4:30 pm (May 7 – October 31)

MATTATUCK MUSEUMThe Mattatuck Museuthe height of manufactheir permanent histometal manufacturing Naugatuck Valley. ThWaterbury’s industriaimages and a display factories.Location: 144 West MainHours: Tuesday through and Sunday, noon to 5 pmWebsite: www.mattatuc

CONNECTICUT ANTIQUE MACHINERY MUSEUMThe Connecticut Antique Machinery Museum is dedicated to the preservation, restoration and demonstration of antique machinery from our rich industrial past, revolving around machinery that made Connecticut great. Exhibits include a Wolverine Diesel Engine built in Bridgeport, a large collection of operable steam engines, and a fully functional blacksmith shop.Location: 31 Kent Cornwall Road, Kent, CT 06757Hours: May – October, Wednesday – Sunday, 10am – 4pmWebsite: www.ctamachinery.com

ERIC SLOANE MUSEUM AND KENT IRON FURNACEThe Eric Sloane Museum exhibits the hand tool collection of artist and author Eric Sloane whose books captured the work environment of early rural New England. In addition to the museum, the remains of the Kent Iron Company’s blast furnace can also be viewed on the grounds.Location: 31 Kent Cornwall Road, Kent, CT 06757Hours: May – October, Thursday – Sunday, 10am – 4pmWebsite: www.cultureandtourism.org

MUSEUM OF CONNECTICUT HISTORYAt the Museum of Connecticut History, you’ll find exhibits that trace the growth of the state and its role in the development of the nation, including the Colt Firearms Collection featuring the Gatling Guns which can fire 300 rounds per minute. Colt helped make Connecticut a major center of firearms manufacturing throughout the 19th and 20th centuries.Location: 231 Capitol Avenue, Hartford, CT 06106Hours: Monday – Friday, 9am – 4pm, Saturday 9am – 2pmWebsite: www.museumofcthistory.org

AMERICAN CLOCK MUSEUM

Learn about American clock & watch making with an emphasis on Connecticut, once the clock capital of the United States. The museum holds the largest display of American-made clocks and watches in the world, with over 5,500 in the collection! Be sure to “Meet the Ol’ Cranks” on the first and third Fridays of each month.Location: 100 Maple Street, Bristol, CT 06010Hours: 10am – 5pm until December 2, 2012 Off-season hours: by appointment only. Website: www.clockandwatchmuseum.org

TIMEXPO: THE TIMEX MUSEUMThe Timex Museum is housed in a historical brass mill building with three floors of educational, nostalgic, and interactive exhibits. Explore their collection of magnificent timepieces and innovations dating back to the Waterbury Clock Company where integrity and cutting-edge technology laid the foundation for Timex.Location: 175 Union Street, Waterbury, CT 06706Hours: Tuesday – Saturday 10am – 5pmWebsite: www.timexpo.com

Promoting the history of American-made clocks and watches

design: gariphic.com

Willimantic

or Locks

w Britain

Hartford

en

um transports you back to cturing in the region with ory exhibit. Fifty years ago

was the lifeblood of the is exhibit examines

al past through oral histories, of machinery used in these

n Street, Waterbury, CT 06702Saturday, 10am to 5pm, m

ckmuseum.org

WINDHAM TEXTILE & HISTORY MUSEUMLocated in the historic former headquarters of the American Thread Company, the Windham Textile Museum preserves and interprets the history of textiles, textile arts and the textile industry, with special emphasis on the experiences of the craftspeople, industrial workers, manufacturers, inventors, designers, and consumers.Location: 411 Main Street, Willimantic, CT 06226Hours: Friday – Saturday, 10am – 4pmWebsite: www.millmuseum.org

CT HISTORICAL SOCIETY & MUSEUMFounded in 1825, the Connecticut Historical Society (CHS) is a non-profit museum, research library, and education center. Visitors of all ages can explore hands-on, award-winning exhibits, participate in public programs, workshops, activities and tours, plus visit the research center to discover their own family history with access to millions of manuscripts, books, images, and artifacts.Location: One Elizabeth Street, Hartford, CT 06105Hours of Operation: Tuesday – Friday, 12pm – 5pm and Saturday, 9am – 5pmWebsite: www.chs.org

THE ELI WHITNEY MUSEUMThe Eli Whitney Museum was established in 1979 on the site where Whitney transformed American manufacturing in 1798. The Museum is a teaching workshop and design center. They design projects to enrich the depth and scope of hands-on learning and are the third largest providerof educational programs in the state.Location: 915 Whitney Avenue, Hamden, CT 06517Hours: Walk in projects available during open hours on Saturday (10am – 3pm) and Sunday (12pm – 5pm) Website: www.eliwhitney.org

CEDAR HILL CEMETERY Established in 1864, Cedar Hill Cemetery encompasses 270 acres of landscaped woodlands, waterways and memorial grounds. More than 32,000 people have chosen Cedar Hill as their final resting place, including several notable residents who made significant contributions to Connecticut industry; Samuel Colt, Francis A. Pratt, and Amos Whitney.Location: 453 Fairfield Avenue, Hartford, CT 06114Hours: Everyday from sunrise to sunsetWebsite: www.cedarhillfoundation.org

NEW ENGLAND AIR MUSEUMThe New England Air Museum is the largest aviation museum in New England. The museum houses over 80 aircraft and an extensive collection of engines, instruments, aircraft parts, uniforms, and personal memorabilia, including an expertly restored B-29 Superfortress, the Bunce-Curtiss Pusher, the oldest surviving Connecticut-built airplane, and the Sikorsky S-39, the oldest surviving Sikorsky aircraft.Location: 36 Perimeter Road, Windsor Locks, CTHours: Open daily from 10am – 5pmWebsite: www.neam.org

NEW BRITAIN INDUSTRIAL MUSEUMAt the New Britain Industrial Museum you will discover the vast array of items pioneered and produced in New Britain, the Hardware Capital of the World. From hooks and eyes produced by hand in the early 1800’s to Fafnir bearings, the museum’s collection celebrates the city’s contribution to manufacturing worldwide.Location: 185 Main Street, New Britain CTHours: 2pm – 5pm Monday – Friday, 12pm – 5pm Wednesday or by appointmentWebsite: www.nbim.org

Inventors Eli Whitney, Charles Goodyear and Samuel Colt gave birth to

tourism.

Industrial Tourism

NEW BRITAIN INDUSTRIAL MUSEUMNEW B ITA N INDUSTR AL MUSEUMAt the New Britain Industrial Museum you will At he Neww B ita n Industria Museum you wildiscover the vast array of items pioneered and discover the vast array of items pioneered anproduced in New Britain, the Hardware Capital produ ed n New Br ain th H rdwwar Capitd d N B i th H d C itof the World. From hooks and eyes produced by yof he Wo ld From h ok and e es produced yhand in the early 1800’s to Fafnir bearings, the ha d i the early 1800’s to F fni bearings, themuseum’s collection celebrates the city’smuseum’s co ect on celebr tes the city’scontribution to manufacturing worldwide.co tributi n to manu ac uring worldwide.LocationLocation: 185 Main Street, New Britain CT: 185 Main Street, New Britain CCTHoursHo rsH : 2pm – 5pm Monday – Friday, 12pm – 5pm : 2pm 5pm MMonday Friday, 12pm 5pmF 2Wednesday or by appointmentWednesday or by appo ntmentWebsiteWebsite: www.nbim.org: www nbimm.org

While the high cost of doing

business in Connecticut and the

perennial search for skilled labor is

consistent across industries, each

of these companies offers a unique

perspective, with lessons and

cautionary notes that can relate

to all.

Current State, Future State

CONNECTICUTMANUFACTURING

To commemorate Connecticut

Dream It. Do It. Manufacturing

Month, CONNSTEP talked with

leaders from some of the state’s

key industries to examine their

condition in 2012. How have they

weathered the recent economic

slowdown and what is the forecast

going forward?


By Susie ZimmermannPhotographs by Jennifer Fiereck and Nick Caito

Specialty PrintingEast Windsor, CT

Unlike many of its commercial printing peers, Specialty

Printing’s business has been stable over the last few

years and this year the company has experienced

unusually good growth. “A lot of the pent-up demand

is beginning to give way as customers seem to be more

comfortable introducing new products,” says Bob

Guertin, chief fi nancial offi cer. “People are beginning to

realize that they can’t stay still forever.”

Specialty Printing manufactures pressure-sensitive

labels and related products for retail, medical facilities,

restaurants, post offi ces and warehouses nationwide.

The explosion of the digital age as a primary means

of communication has made the need for large-scale

printing nearly obsolete in many instances, and many

commercial printers have suffered greatly. In contrast,

Specialty Printing’s focus on package printing for short-

run jobs has kept it strongly in the game.

Yet Specialty shares the concerns of other fi rms that

the cost of operating a business in Connecticut makes

it hard to compete with lower-cost regions elsewhere

in the country. The state’s labor and energy costs, and

an overall higher cost of living create operational and

recruiting challenges. “Companies are going out of

business or just leaving the state,” says Guertin, who’s

also on the board for the Manufacturing Alliance of

Connecticut. “And unfortunately, state legislators

are only recently beginning to consider that these

departures may not be company-specifi c, but in fact are

representative of bigger problems.”

Local regulations, restrictions and bureaucracy may also

be compounding the challenges that businesses face to

expand. Guertin reports it took 17 weeks to receive a

registration number to set up an ancillary business. Firms

seeking building permits to enable expansion may likely

experience similar delays.

In spite of the state’s higher cost of living, however,

Guertin credits the per capita income in the state and

the high caliber of employees as a plus for Connecticut’s

businesses. As other commercial printers have shut their

doors, Specialty has benefi tted from the availability of

skilled print operators who fi nd themselves out of work.

“Or if we can’t fi nd people with the skills we need, we

look for people with good raw technical and people

skills who share our work ethic, and we will train them,”

Guertin explains.

“Manufacturing has lost much of its glamour and

personality, and it’s much less a career goal for young

people today. That’s unfortunate because we all know

of the great opportunities in manufacturing, and that

small companies drive overall business growth,” argues

Guertin. And with the tight workforce, Guertin has

observed great mobility among employees, so he advises

companies to invest in making their businesses attractive

to retain employees.

What does Guertin suggest the state’s businesses do

to stay competitive and strong in the years to come?

“Embrace technology and be vigilant about driving

costs out of processes wherever possible. Strengthen

your organization by always hiring the most talented

individuals you can fi nd. Seek out the fi nancing to

invest in new equipment that will improve productivity.

Consider new business opportunities that may vary

from your traditional business focus. And always think

strategically and globally.”

Hologic, Inc.Danbury, CT

Hologic is a leading developer, manufacturer and

supplier of premium diagnostic products, medical

imaging systems and surgical products dedicated to

serving the healthcare needs of women. More than sixty

percent of the digital mammography systems in the U.S.

are made by Hologic. The company has a comparable

share in many other countries of the world. In FY

2011, revenues from Hologic’s breast health business

headquartered in their Danbury location accounted for

almost 40% of the company’s overall revenue.

One of Hologic’s newest technologies is 3D

mammography (breast tomosynthesis). Unlike

connstep.org 23

when manufacturing thrived and one

classifi ed ad would generate many qualifi ed

responses. Today, those engineers and

other manufacturing personnel that

companies like Hologic seek are hard to

fi nd, since so many have either changed

careers or moved out of state. “There is

some great tech talent here if you take

the time to fi nd it,” Parrilla says. “We are

pleased to see the State focus on growing

the labor force.”

For the medical device industry overall,

Parrilla is glad to see that the migration of

manufacturing overseas in the 70s and 80s

is reversing, “for all the right reasons,” as

fi rms are recognizing that these moves did not

always reduce costs or ensure quality products.

Hologic’s supply chain is vast and some of its

suppliers and partners have felt tremendous

pressure to achieve cost-effectiveness

to stay profi table. This has lead to

consolidation in some cases, and Hologic

has had to change some of its sources as it

continues to look for the most economical,

highest quality products with the best

technology.

“Like our suppliers, we too are continually

examining cost reductions and quality and

tech improvements,” Parrilla notes. As with

any successful business today, it’s the only

way to stay competitive and profi table.”

Spectrum PlasticsAnsonia, CT

For the plastics industry, recent years have

indeed been a challenge. Companies

are still losing business overseas. Making

capital investments is challenging. And the

numbers of skilled laborers is low. David Kelly,

general manager of Spectrum Plastics Group

acknowledges that the state’s high school

manufacturing training programs to cultivate

future workers are promising, “but it’s still

diffi cult to grow your business in Connecticut.

Sometimes it seems the only way to fi nd the

right people is when other companies go

under.”

In spite of these barriers, Spectrum Plastics

is growing. “We have had to reinvent

ourselves,” explains Kelly. When the company’s

electronics molding business was largely lost

to Asia in 2002-2003, the company ventured

into the medical device market. The move

required capital investments in the facility and

equipment to attract the top customers in that

market. Spectrum also found similar

opportunity in another new market: aerospace

and defense. The change in direction required

capital investments at a time when capital was

hard to come by, but today the company is

seeing that payoff in continued year over year

growth.

The other key to Spectrum’s recent success

has been its expansion (through acquisitions

and partnerships with other companies)

to be able to service all of a client’s needs,

from new product development through

process validation and assembly. “Many other

companies in plastics don’t have this all-in-

one capability that customers now want. As a

result, many of the old mom-and-pop shops

conventional 2D mammography where the

presence of overlapping breast tissue can make

it more diffi cult to detect cancer, the Hologic

3D mammography procedure allows doctors to

see the breast more clearly. As a result, fewer

women are called back for additional testing

because of false positive results and clinicians

report that the Hologic 3D mammography

procedure detects cancers that may have been

missed by 2D mammography. The company

is enthusiastic about its market position and

potential as it looks ahead.

Michael Parrilla, senior vice president hopes

to grow the plant and its labor force in

Connecticut to meet increased sales forecasts.

Yet Parrilla knows it won’t be easy to fi nd in

Connecticut the well-trained and experienced

workers it will seek.

“It’s expensive to both manufacture and live

here,” he says, citing high tax rates among

other costs. He remembers “the old days”

“Manufacturing has lost much of its glamour and personality, and it’s much less a career goal for young people today. That’s unfortunate because we all know of the great opportunities in manufacturing, and that small companies drive overall business growth.”

Bob Guertin, Specialty Printing

Hologic’s Michael Parrilla with Connecticut Senator Richard Blumenthal during the Senator’s recent visit.

Doug Rose, president of AeroGear


Aero GearWindsor, CT

In aerospace, the pendulum between

commercial and military business goes

back and forth, and Aero Gear’s balance is

typical for the state. “Three years ago we

had 60% military and 40% commercial,

and in two years it will reverse,” explains

Doug Rose, president. While a company’s

business stability will largely depend on

the engines and aircraft program it is part

of, Rose says that today the commercial

side is strengthening and the military may

be dropping in the face of looming defi cit

reduction spending decreases. “But given

today’s unstable world, those numbers will

likely continue to shift selectively into the

future.”

The long lead times in the industry also

contribute to relatively consistent and stable

business. Still, like in other industries, Aero

Gear and its aerospace and defense peers

continue to face plenty of challenges. For one,

the worldwide nature of the supply chains

leads to intense pricing pressures. Finding

skilled workers to replace retiring specialists is

also a challenge, as it is in other industries in

Connecticut.

Aerospace is also more vulnerable than other

industries to fl uctuations in overseas

markets. “The very nature of today’s

uncertain global economic climate can lead

us all to hold back on purchases of new

equipment, even though those investments

may be critical for growth,” says Rose.

One major competitive advantage

for Connecticut’s aerospace fi rms is

what is known as Aerospace Alley, the

concentration in the state of related fi rms

and suppliers. Rose explains, “It’s a pretty

unique and valuable cluster, one that

other regions don’t have. Much of our work

includes specialized process and raw materials

that our local support network quickly and

easily provides, and this saves time and cost

for our customers.” This unique concentration

of specialists makes it hard for any new

competitors to open business elsewhere.

Aerospace and defense companies are

working cooperatively to strengthen their core

businesses through the Aerospace Component

Manufacturers (ACM), which works on such

mutual projects as workforce development,

marketing, and Lean and advanced

manufacturing.

Particularly in a high-cost state like Connecticut,

Aero Gear and others in the industry know that

they need to be productive to be affordable,

keep up with the latest technologies and

maintain a highly skilled workforce. Rose also

advises companies to continue to refi ne their

strategies and processes to be agile so they

can respond to market changes, short lead

requests, pricing pressures and the global

economy. “We need to be ready at any time to

seize new opportunities.”

- SZ

are going out of business.” He notes that

the competition in his area has dramatically

decreased while Spectrum has enjoyed double-

digit growth, due in large part to its multi-site

business strategy.

Customers are also looking for customization—

in their products and even in their fi nancing.

“Eight years ago,” says Kelly, “the price was

the price. Now customers ask how they can get

it cheaper or how they can amortize the cost to

make it work within their own budgets.”

Of equal importance to Spectrum’s growth

is its commitment to client relationships and

understanding client needs. Spectrum also

focuses efforts to develop and maintain the

in-house skills and capital that will deliver what

his customers need to be successful. “It’s

important to have true ‘can-do’ engineers

who are never afraid to push the limits for the

customer.”

As much time as he focuses on his customer

relationships, Kelly also takes time to maintain

a good working environment for his team. For

him, it’s the relationship building that he has

always loved about his business: “It’s what gets

me out of bed everyday.”

“We need to be ready at any time to seize new opportunities.”

Doug Rose, AeroGear

Bob Guertin, CFO, Specialty Printing

Staff member at Spectrum Plastics in Ansonia

connstep.org 25

member manufacturers represent the great, world-

changing diversity of industries and innovators in

Connecticut.

Our job is to help Connecticut businesses succeed

through a wide range of resources they need every

day to work more effi ciently and compete more

vigorously.

We do this through advocacy efforts, programs,

products and services that testify to the commitment

we have made to equipping Connecticut

manufacturers to thrive in the global economy.

Capitol IdeasAt the State Capitol, we champion policies

promoting economic growth, a fi scally responsible

state government, and a dynamic business climate

that allows businesses to grow and fl ourish here.

Our CBIA research studies routinely gauge the

perspectives of manufacturing executives and

identify the specifi c needs of their businesses.

And because manufacturers need a steady supply of

highly skilled workers, CBIA’s Education Foundation

has worked with policymakers and educators for

decades to bring a real-world focus to our education

system.

Working side-by-side with Connecticut

manufacturers, we help bring industry and

government together on such critical policy issues

as taxes, energy, the environment, and workplace

conditions and benefi ts.

The 2012 Manufacturing Policy Forum: Shaping

Connecticut’s Future on Tuesday, Oct. 30 at

the Legislative Offi ce Building in Hartford—will

prominently position manufacturers before

policymakers.

Everyday NeedsWe also address manufacturers’ everyday needs.

CBIA seminars, webinars, and conferences help

manufacturers run their businesses, increase

profi tability and competitiveness, and comply with

complex state and federal regulations.

Manufacturers need reliable, affordable energy

to power their operations, and our Energy

Connections program is helping them meet that

need. We also help our members develop or

obtain funding for critical capital or workforce

improvements.

CBIA solutions for healthcare, retirement plans,

workers’ compensation, life insurance, and other

needs enable our members to offer their employees

excellent benefi ts. Free member benefi ts include

expert advice on HR and business topics from taxes

to wage and hour issues.

Vital to Our FutureWe know that manufacturing is absolutely vital to

Connecticut’s overall economic health and well-

being. And we’re proud of the manufacturers we

represent - for what they have accomplished and all

that they promise for Connecticut. They are, after

all, key to shaping our future.

We thank and salute them during Connecticut

Manufacturing Month.

CBIA: Helping Manufacturers Shape Connecticut’s Future

Manufacturing has shaped the story of

Connecticut and America for centuries.

With Yankee ingenuity and impressive productivity,

Connecticut manufacturers have driven our state’s

economy and improved lives throughout the

United States and across the globe.

CBIA - the Connecticut Business and Industry

Association - is proud to be part of this story.

Manufacturers’ VoiceFor 197 years we have been the voice of

Connecticut’s manufacturers and all businesses in

the halls of state government.

Our heritage traces back to the pioneering

Society for the Encouragement of Connecticut

Manufactories, formed just after the War of 1812

by the state’s leading businesspeople.

Today, CBIA is the largest and most representative

business organization in the state, with 10,000

member companies.

From small tooling shops to biosciences incubators

and large multinational defense corporations, CBIA

Connecticut Business & Industry Association350 Church StreetHartford, CT 06106-1126

860.244.1900cbia.com

facebook.com/CBIAfb

twitter.com/cbianews

>>> Serving Connecticut Manufacturing

to Connecticut’s economic prosperity, Governor

Dannel P. Malloy has offi cially proclaimed October as

Connecticut. Dream It. Do It. Manufacturing Month

in Connecticut. Manufacturing Month is a part of

the Connecticut. Dream It. Do It. initiative to help

raise a positive awareness of manufacturing and the

rewarding careers it offers.

The month kicks off on October 6 with

“Manufacturing Mania” at the Hartford State

Armory. Mania-goers will

discover the stories behind

great Connecticut-made

products and learn about

manufacturing career

opportunities through exhibits by manufacturers.

As Manufacturing Month continues, activities

statewide will showcase manufacturing, building

on the Connecticut. Dream It. Do It. initiative. Open

house activities will be held at the Connecticut

community colleges and technical high schools that

offer manufacturing programs. Manufacturers across

the state will open their doors for the public to see

what today’s manufacturing really looks like.

Going forward, the Connecticut. Dream It. Do

It. coalition of business and trade associations,

educational institutions, economic development

organizations and manufacturers will continue to

focus on enhancing Connecticut’s manufacturing

workforce. The initiative supports the use of the

National Association of Manufacturers (NAM)-

endorsed Skills Certifi cation System to help

increase the number of prepared applicants for

manufacturing jobs. Launched in December 2010,

Connecticut. Dream It. Do It., which is administered

by CCAT, is modeled after the Manufacturing

Institute’s (MI) national Dream It. Do It. program.

Technology AdvancementIn addition to addressing current and future

workforce demands, a key asset in CCAT’s effort to

serve the manufacturing sector is its state-of-the-art

Advanced Manufacturing Center (AMC). Centrally

located at the United Technologies Research

Center’s East Hartford campus, the AMC houses

3- and 5-axis mill and mill/turn machines, industrial

lasers, modeling/simulation software and scanning/

metrology equipment. To ensure that CCAT is

the go-to resource and best practices partner for

manufacturers, the AMC frequently updates its

equipment to offer customers the latest in high

technology to support their short- and long-term

needs.

“At CCAT, we strive continually to enhance our

customers’ competitiveness and technological

leadership,” said Ginsberg. “With the expert

staff and equipment capabilities of the AMC, we

are able to customize solutions that streamline

production processes, improve quality and help

provide the critical competitive edge that will

prepare manufacturers today for the changes of

tomorrow.”

CCAT leads initiatives to increase competitiveness, showcase manufacturing and promote its rewarding career paths.

The economic outlook for advanced manufacturing

in the state is bright and opportunities for the

next generation of manufacturing workers

are here today and growing. “We know that

manufacturing companies in Connecticut are

eager to hire a qualifi ed workforce to meet their

present needs, and

that they are anxious to

address the anticipated

gap that will be created

due to the graying of

their current workforce,” stated Elliot Ginsberg,

Connecticut Center for Advanced Technologies

(CCAT) president and chief executive offi cer. “At

CCAT, we promote partnerships between industry,

academia and government in the region to create

a new collaborative framework for addressing

these 21st-century workforce and economic

challenges.”

October Proclaimed Manufacturing MonthIn recognition of the importance of manufacturing

Enhancing Tomorrow’s Advanced Manufacturing Workforce Today

Connecticut Center for Advanced Technology222 Pitkin Street, Suite 101East Hartford, Connecticut 06108

860.291.8832www.ccat.us


urban infrastructure, employment and tax revenues.

Companies may apply for direct, guaranteed or

participating loans; brownfi eld clean-up loans;

industrial bonds; and other forms of debt assistance.

CI’s equity and risk capital investment initiatives,

geared to emerging technology-based companies,

are led by Peter Longo, who is assisted by a team

of investment managers. These initiatives spur

growth in Connecticut’s technology sector – in areas

including bioscience, information technology, clean

tech, photonics and advanced materials. In addition

to providing vital, early-stage capital, CI offers its

portfolio companies strategic guidance, mentoring,

marketing support and introductions to valuable

business resources, including potential investors. This

combination of funding

and guidance is designed

to help companies reach

their potential.

CI also has a team

dedicated to helping

small, technology-based

companies innovate,

fi nd collaborators – from

industry, academia

and government – and

commercialize technologies. That is the SBI team,

headed by Deb Santy. Through this team, CI

provides funding to businesses to help accelerate

and commercialize research conducted using

federal Small Business Innovation Research (SBIR)

or other federal funds. Other SBI funding enables

Connecticut manufacturers to design and develop

innovations that diversify their portfolio of products

or markets. Yet another initiative helps companies

secure and pay for student interns.

In addition to offering fi nancial support, Deb

and her team manage programs that offer

business-related matchmaking, mentoring, STEM

educational challenges and other highly effective

services in support of economic and job growth.

One of SBI’s newest programs is the Technology

Talent Bridge Program, designed to cultivate (and

retain) local talent and fuel the growth of the tech

sector through internships for college students at

small, high-tech companies. The program, launched

in April, has been so successful in such a short

time that CI recently extended funding to support

additional student internships.

CI’s funding requests are evaluated initially by CI

staff and ultimately presented to the CI Board of

Directors for review and action.

Historically, CI collaborated with CDA on fi nancial

assistance packages to help companies grow and

prosper in our state. The combined entity will make

it easier and more effi cient to offer Connecticut-

based manufacturers and other Connecticut

companies a variety of investment and assistance

tools to help them innovate and grow.

Detailed information on CI’s initiatives can be

found at www.ctinnovations.com and www.ctcda.

com. Soon the full complement of CI initiatives will

appear on one site: www.ctinnovations.com. You

may also contact us at [email protected].

Connecticut Innovations Now Offers More Financing ProgramsNow that Connecticut Innovations (CI) has merged

with the Connecticut Development Authority

(CDA), it can provide more fi nancing programs

than it could before. In addition to providing equity

and risk capital investments and Small Business

Innovation (SBI) funding and support, CI now

offers Connecticut companies a broad array of

debt fi nancing options.

CI’s debt fi nancing

team, led by P. Joseph

Harpie, provides capital

to help businesses

grow in Connecticut

when private sector

lenders are unable to

accommodate their

fi nancial needs. Joe

and his team of loan

offi cers evaluate applicant companies across

several parameters, including fi nancial capacity,

ownership and their contributions to Connecticut’s

economy, technology base, intellectual capital,

Connecticut Innovations865 Brook StreetRocky Hill, Connecticut 06067

[email protected]


The combined entity will make it easier and more effi cient to offer Connecticut-based manufacturers and other Connecticut companies a variety of investment and assistance tools to help them innovate and grow.

MAC was incorporated in September of that year

with 39 member companies. In the years since then,

MAC has grown into the largest trade association

in Connecticut dedicated solely to manufacturing

issues.

Over the years, in conjunction with our lobbying

fi rm, Gaffney Bennett and Associates, MAC has

worked tirelessly to improve the manufacturing

climate of our state. Among our many

accomplishments, we have become a quick resource

for access to state and federal elected offi cials.

MAC successfully lobbied to eliminate the gross

receipts tax (GET) on the electric and natural gas

bills and fought for the elimination of sales tax on

manufacturing repair and replacement parts.

From the workers’ compensation reforms of 1993

through the electric deregulation legislation and

beyond, MAC has been involved in legislation that is

saving manufacturers more than 1.5 billion dollars.

Legislative successes are just the beginning of

MAC’s involvement with improving the state’s

manufacturing climate. We have become the

leader in energy issues in the state, operating the

longest-running and most successful natural gas

aggregation project in the state. With the fi rst-ever

license to aggregate electricity buyers, MAC has

established the state’s premier electric purchasing

pool.

MAC has also involved itself in other activities, such

as insurance programs, health benefi t education,

environmental issues, internet security education,

manufacturing training, human resource solutions

and many other member-driven projects. Our

staff members serve on a variety of statewide

panels, commissions, study groups and committees

working on behalf of manufacturers.

Working with MASC, the Manufacturing

Alliance Service Center, a 501 (c) (3) educational

entity; MAC members have access to courses in

blueprint reading, math, theory, CNC training and

supervisory skills.

MAC is working on several new initiatives that will

benefi t the manufacturing community and we look

forward to rolling out those programs as we begin

our third decade of service to our constituents.

Over the years, MAC membership and activity have

increased. At the State Capitol, MAC is a known

and respected organization, working with both

legislative leaders and the rank-and-fi le.

MAC is member-driven. Members shape MAC

programs, services and legislative initiatives.

We dedicate our resources to your issues -

manufacturing issues. It is MAC’s position that the

most qualifi ed group to protect the interests of

manufacturing is manufacturers.

MAC 20 Years of Service to the Connecticut Manufacturing Industry

MAC is currently celebrating its twentieth year of

service to the Connecticut manufacturing sector.

Born as a result of a severe industry crisis, the

Manufacturing Alliance of Connecticut has grown

into one of the state’s most infl uential voices for

manufacturers and manufacturing issues.

In 1992, Connecticut was in the midst of an

economic downturn that threatened to undermine

the state’s 200-year-old tradition of manufacturing

excellence. More than 120,000 manufacturing

jobs had been lost, and there was no apparent end

in sight. Each day brought word of more layoffs,

shutdowns and relocations.

Two groups of manufacturers – one in Bristol,

one in New Haven – had coalesced to address the

unparalleled epidemic of manufacturing job losses.

By mid-1992, the two had joined forces to become

the Manufacturing Alliance of Connecticut.

The Voice of Connecticut Manufacturers at the State Capitol

Manufacturing Alliance of Connecticut

173 Interstate LaneWaterbury, Connecticut 06705-2661

203.596.1900www.mact.org


Now through strategic alliances with the Central

Connecticut Chamber of Commerce and the Bristol

Technical Education Center, NESMA has tried

to breathe life into its educational and political

endeavors.

NESMA realized that both educators and

legislators do not often understand precisely

what manufacturers need and want. In addition,

manufacturing advocates must compete with other

groups for diminished resources which means

NESMA must have a

laser beam focus when

communicating with the

powers that be.

NESMA is trying to

show educators and

legislators what kind of

labor pool is needed for

today’s manufacturing

environment. The reality is you must be as much

a computer operator/programmer as machinist

to operate third, fourth or fi fth generation CNC

machines. You must have the math and technical

skills to read prints and transform them into metal

parts. You must be every bit the professional and

not the “blue collar worker.”

NESMA is trying to convince educators that

Connecticut needs more technical graduates than

in the past. Many students who graduate from

college today cannot fi nd work, but if they had

technical and manufacturing experience they would

have no diffi culty. NESMA wants the educational

system to recognize this and make a course

correction.

And NESMA is trying to convince well meaning

legislators that initiatives, which they see as

pro manufacturing, are not really helping the

manufacturing base if their initiatives only help

larger manufacturers and do nothing for the small

shop.

In recent years NESMA has worked closely with

“Bristol Tech” to fulfi ll manufacturing supply needs

and to borrow spring manufacturing equipment

from various sources. NESMA has done this so

Bristol Tech’s manufacturing program can promote

spring manufacturing and manufacturing in

general, as a career path.

NESMA is currently evaluating the possibility of

using the organization as a catalyst to unify the

many different initiatives with the common goals

of promoting technical education and assisting the

small manufacturer in Connecticut. By doing so

NESMA wants to offer the most powerful benefi t

to its members both for today and for the future.

In addition to these efforts, NESMA does fulfi ll its

social side. It just conducted its most successful golf

outing to date and is now working on its Holiday

Party.

NESMA (The New England Spring and

Metalstamping Association) began in 1956 in

Bristol, Connecticut.

Members of NESMA manufacture precision

mechanical springs including wire forms, 4 slide

and stamped parts. From its inception, the

founding members realized that the two most

important benefi ts it could offer its members were:

1) contribute to the need for a skilled and trained

labor force and 2) work with the state authorities

to promote manufacturing in Connecticut.

In 1973 NESMA

formalized its efforts

for a skilled labor force

by developing Spring

Academy through the

city of Bristol and the

State of Connecticut to

promote manufacturing

as a career option. In

the fall of 1973 thirty students enrolled in the

program at the Eastern High School. The program

was quite successful for several years but as grant

money disappeared the program waned.

Working together to develop the next generation workforce

New England Spring & Metalstamping Association200 Main StreetBristol, Connecticut 06010

860.314.2101www.nesma-usa.com


NESMA is trying to show educators and legislators what kind of

labor pool is needed for today’s manufacturing environment.

Our membership consists of both manufacturing and

non-manufacturing members. Non-manufacturing

members function as advisors to the manufacturing

members where a “non-selling” approach is

encouraged by the organization and accepted by the

members. Our diverse membership includes fi rms in

fi elds such as electronics,

pharmaceuticals,

instrumentation,

information systems,

consulting, metalworking,

gas and electric utilities,

banking, insurance,

education and more.

Although our members

currently employ over

12,000 people, it is vital that the manufacturing

community in Connecticut continue to build a

stronger identity by attracting more manufacturers

to join our association. The low cost of membership

combined with the targeted high-value services

provided, make membership in the association a

must for any area manufacturer that is serious about

growing his or her business.

What people say about the NHMAKen Dugan, Managing Partner, Prestige Tool

Manufacturing Company, “As a small shop (5

employees) I have limited time away from the shop,

and a low budget for workshops and seminars. I

was able to learn about worker training methods

by other manufacturers and Lean offi ce methods at

NHMA’s lunch programs for $15, including lunch.”

Senator Gary LeBeau, Chairman Connecticut

Legislative Commerce Committee, “When I wanted

to know the manufacturers view on the effect of

equipment personal property tax legislation on their

investment plans, I met with NHMA members.”

NHMA Goals• Provide a forum where area manufacturers

can get together in the spirit of information

exchange and cooperation.

• Provide networking opportunities for

executives of a diverse group of area business.

• Educate our members and provide relevant

information through selected speakers during

association meetings.

• Bring critical issues to our state legislature and

local governments through our alliance with

other regional and state organization.

• Promote manufacturing growth and

opportunities for manufacturing companies.

The NHMA (New Haven Manufacturer’s

Association), founded in 1913, promotes and

advocates causes important to the manufacturing

community, educates members on business, and

provides a forum for the exchange of ideas and

issues.

Executives from

member fi rms get

together at regular

bi-weekly meetings.

Meetings include short

presentations from local

business, educational or

government leaders, as

well as, company tours

and “round table” issue

discussions.

Over the years, our meetings have led to many

positive developments for both the members

companies and their individual representatives. Our

unique forum of community and business leaders

focused on manufacturing is unavailable through

any other organization.

Building Community, Creating Positive Impact

New HavenManufacturer’s AssociationP.O. Box 3657Woodbridge, Connecticut 06525

203.387.5121www.newhavenmanufacturers.com

facebook.com/pages/New-Haven-Manufacturers- Association

@nhmamfg


NHMA, founded in 1913, promotes and advocates causes important to the manufacturing community, educates members on business, and provides a forum for the exchange of ideas and issues.

Current NHMA President Bill Neale with immediate Past President Alex Sommers at the 2012 NHMA Annual Meeting.

In support of member manufacturers, the SMA

focuses its efforts in the areas of programs,

legislation, education, and membership services. It

is the goal of each committee to deliver the best

product(s) available to our members.

Whether collaborating

with other associations

or addressing a

particular need of a

manufacturing member,

the goal is to support

manufacturing in

Connecticut.

Recently the SMA

established a

scholarship fund. This

fund enables the SMA

to annually award two scholarships. Recipients

are chosen from member companies employees’

families. This effort was the latest addition to a

long-time focus on future workforce development.

The SMA is very active with area technical high

schools on various projects. A “Student of the

Month” from each school is recognized at our

general meetings. With the need for a skilled

workforce being an on-going concern for

manufacturers, the SMA tries to educate students

and their parents about the opportunities available

in the manufacturing industry. Members often

offer tours of their facilities to interested students

and their parents.

Working closely with the technical schools results

in greater synergy between the skills of students

and needs of manufacturers. The addition

of the Advanced Manufacturing Tech Center

at Naugatuck Valley Community College and

involvement with apprenticeship programs serve to

address workforce needs of manufacturing.

With an ever changing, demanding industry, the

SMA provides resources to help Connecticut’s

smaller manufacturers thrive.

The Smaller Manufacturers Association of

Connecticut, known as the SMA, was incorporated

in 1949. The SMA is an organization that serves

to promote and advocate the causes of smaller

manufacturing fi rms in all facets of their business.

Our membership of

over 130 companies

is comprised of both

manufacturing and

non-manufacturing

members. The mix

of the membership

allows for industry

focused networking,

aligning the needs of

our manufacturers

with the support

services of our non-

manufacturing in a non-sales environment.

General membership dinner meetings are held

monthly allowing time for networking, dinner and

a presentation. Monthly programs focus on topics

of interest to manufacturing. Recent topics have

included: OSHA, healthcare, energy, and grant/

funding opportunities.

Collaborating to Promote Connecticut’s Small Manufacturers

Smaller Manufacturers Association of ConnecticutP.O. Box 2025Waterbury, Connecticut 06722

203.575.0711www.sma-ct.com


In support of member manufacturers, the SMA focuses its efforts in the areas of programs, legislation, education, and membership services.

students know how to use marketing tools to

reach an expansive audience. Manufacturing

companies can benefi t from a having a new set of

eyes and ears to give a new perspective. School of

Business students and

graduates with degrees

in Finance, Management,

Marketing, Management

Information Systems,

and more, are all well-

equipped and prepared

with an expertise in a

particular fi eld that can

be extremely benefi cial to

manufacturing companies.

This diverse, educated

group of students has

also exposed themselves

to many leadership opportunities while at the

University of Connecticut. Whether it’s holding

an executive position in an organization, being a

student ambassador, or starting a new club, these

students are all very qualifi ed. Many however may

be unaware of the vast opportunities that exist in

the arena of manufacturing.

As manufacturing companies further explore and

recruit this potential-fi lled, talented group, they

derive incredible benefi t. Connecting students

with internships and positions in this fi eld exposes

them to job opportunities they may never have

considered in the past. It will provide them with the

proper tools, training, and experience to work and

grow at a manufacturing company.

Companies that take advantage of investing in

these young, educated leaders will give themselves

a leg up against their competitors. Interns can offer

innovation and help increase productivity in the

work place. There is an endless amount of value

that can come from integrating interns into the

manufacturing world.

If interested in pursuing the option of having a

talent young professional join your team as an

intern or if you would like more information, please

contact The University of Connecticut School of

Business Career Center at 860-486-5136 or email

us at [email protected]

Have you ever considered the value of hiring

a young, bright, quick- thinking, fast- paced

individual, or team of individuals, as interns?

College students have

a vast set of skills

and are eager to gain

valuable experience

and knowledge about

what it’s like to work

in a new and changing

work environment.

Manufacturing

companies historically

have gained

tremendously from

investing in the hiring of

student interns. Recently,

the School of Business

students from the University of Connecticut have

added value to start-ups and small businesses

by assisting companies in developing advertising

strategies utilizing their skills in social media.

Growing up in the age of technology, these

Next Generation WorkforceNext Generation Skills

The University of Connecticut School of Business Career Center 2100 Hillside RoadUnit 1041Storrs, Connecticut 06269

[email protected]


Companies that take advantage of investing in these young, educated leaders will give themselves a leg up against their competitors.

>> for more examples of Lean Manufacturing transformations, improving the performance, quality and profi tability of Connecticut companies, visit www.connstep.org.

Blazing a New Path


Metallurgical Processing Inc. was

incorporated by John and Vera Ritoli in 1957. With four

expansions in its fi rst twenty years, the company gained a

reputation among area businesses as a successful “mom-

and-pop” heat treating factory. Elena Ritoli, daughter of John

and Vera, joined MPI in 1977 and worked through various

departments to gain hands-on heat treating experience before

taking over as president of the company. Under her direction,

the facility has expanded in two stages to triple its size and will

continue on as the 3rd generation of the Ritoli family with her

daughter Verneen.

For the past 55 years, MPI has provided a wide range of metal

treating services to regional manufacturers. The 38,000 square

foot facility in New Britain, Connecticut offers hardening and

softening of parts for wear resistance and machinability, as

well as PVD coating, cold treating, and a variety of support

services.

Lean has turned up the heat at Metallurgical Processing, Inc. and their continuous improvement culture is white hot!

by Michael PerrelliPhotographs by Jennifer Fiereck

connstep.org 35

Accepting the Invitation

In 2010, MPI was fi rst exposed to Lean

when they were invited by one of their

key customers to participate in a two-tier

value stream mapping exercise. Focusing

on velocity, two-tier value stream mapping

follows the fl ow of a component as if the

customer and supplier processes were fully

integrated.

“After selecting and analyzing both

obvious and hidden improvement

opportunities on a particular product

line, we saw a lot of things that we could

improve upon as a company. It was

something that became an eye opening

moment for all of us,” says Dennis Perry,

MPI’s Customer Service Manager. “The

opportunity was there for us to strengthen

our relationship with our customer by

taking what we were able to glean from

the two-tier value stream map and start

making immediate improvements.”

PRIMEtime Projects

Prior to launching their fi rst Lean initiative

in 2010, CONNSTEP urged MPI to

seek funding through the Connecticut

Energy Effi ciency Fund’s PRIME program.

Administered by Connecticut Light &

Power, the PRIME program provides

businesses with training in Lean

Manufacturing techniques in order

to streamline product fl ow, eliminate

or reduce waste, improve production

effi ciency, minimize environmental impact,

and reduce electrical energy consumption.

“When the PRIME program was offered

to us, we jumped at the chance,” Dennis

added.

The heat treating process is different

than manufacturing a product due to

the specifi cations each process requires.

“We are required to heat a product at a

certain temperature and duration with

no deviation. The process has to be that

way,” Dennis explains. “But the one thing

we can change is the fl ow of the product

through that process. Every process has a

fl ow to it and the tempering department

was the common denominator to our

fl ow problems. It was a log jam for the

entire facility.” Through a value stream

mapping exercise, Dennis and his team

discovered it wasn’t the time these

products spent in the furnace, but the

process of repackaging the products and

moving it to the next process that created

the bottleneck.

“We had product jammed everywhere.

People had to search for every order

and constantly move products around. It

was the nucleus of our fl ow problem,”

says Dennis. Through the initial PRIME

project, CONNSTEP led MPI in a complete

reorganization of the shop fl oor. A

numbered shelving system was installed

where 5s, standard work, and visual

management tools were utilized to

alleviate some of the time these products

spent waiting. “It was a tough task

for us and it was one that involved a

signifi cant investment on the company’s

part. Through the teachings and the time

CONNSTEP spent here, our people were

empowered to learn, implement, adjust

and develop a procedure for all the orders

that come in.”

While the adjustments made in the

tempering department provided benefi ts

across the board, the bottleneck wasn’t

completely eliminated as product moved

down the process and into the inspection

department. “The department wasn’t

capable of handling the increased fl ow of

work. It was logical for us to attack this

department next,” says Dennis.

In 2011, the PRIME program was again

leveraged to implement standard work

“I believe that the people we have here at MPI are our greatest Lean tool.”

Verneen Ritoli

Dennis Perry shows the product prior to the heat treating process.


and a FIFO (fi rst in, fi rst out) system

within the inspection department. “At

the outset of this project, people were

working in their own silos, unaware of the

requirements of the next process,” Dennis

explains. “Not only were the guys in

inspection completing the rush jobs fi rst,

but non-‘hot ticket’ products would just

sit there and miss shipping deadlines. At

the same time, people on the fl oor would

be unaware of the sampling requirements

and not bring the correct amount to

inspection. We had people searching for

products all the time.”

With the FIFO system implemented

and employees given direction through

standard work, an accurate fl ow of

product and information became visible

within the department. This led to a

reduction in turn time from seven days to

fi ve and a 20 percent increase in capacity.

“Everyone on the fl oor wonders why we

didn’t do this before. It’s hard to look

at the past and think about going back

to the old way of doing business.” says

Frank Medina, MPI’s Production Manager.

“Lean and continuous improvement isn’t

something that is going away and people

are excited about that.”

Ready to Move Forward

Not only have the PRIME projects yielded

results of $585,000 in increased sales,

$350,000 in retained sales, an estimated

$180,000 in cost savings, and led to

the hiring of four new employees, but

the projects have set the stage for the

employees of MPI to take their Lean

journey to the next level. “Our people

are the reason these initiatives have

succeeded,” explains Verneen Ritoli, Vice

President. “I believe that the people we

have here at MPI are our greatest Lean

tool.”

MPI has since embarked on an

enterprise wide Lean transformation.

Stretching across every department, the

transformation began with all employees

completing Lean awareness training. The

training took place as a company wide

initiative to educate the workforce about

implementing continuous improvement

tools and identifying waste within their

processes. “The people here were

excited to get involved,” says Dennis.

“They all saw, heard, and read about the

improvements made through the previous

Lean projects and were ready to embrace

it in their area or department.”

“With an additional 16 managers

expected to graduate from CONNSTEP’s

Continuous Improvement Champion

Certifi cation program, we will have

the leaders in place to leverage that

eagerness and make continuous

improvement a lifetime commitment.

It will never be perfect, but that’s what

makes it continuous.”

As MPI continues to move along on

their Lean journey, every one of their

58 employees will be involved in their

Lean implementation initiatives in

an effort to establish a sustainable

continuous improvement culture. With

the skill set and the knowledge of

Lean manufacturing now present, the

management team at MPI is confi dent in

their people and are planning for future

success.

- MP

“Through the teachings and the time CONNSTEP spent here, our people were empowered to learn, implement, adjust and develop a procedure for all the orders that come in.”

Dennis Perry

Ensuring the quality of the customer’s parts following the heat treating process.

connstep.org 37

Adam Wakeley of Spectrum Plastics Group in Ansonia.


They’re anxious to explore new fi elds, eager to learn and

serious about their careers. Meet the next generation – a perfect fi t

for modern manufacturing.

“When I was younger I had no idea what a mold maker was” claims

James Fuoco, 24. He just became one after completing his toolmaker

apprenticeship at Spectrum Plastics Group in Ansonia, Connecticut.

“I wasn’t very good in manufacturing but that’s why I chose it. I

wanted to become better.” Adam Wakeley, 18, succeeded – he

is now a mold maker apprentice working with James at Spectrum

Plastics Group.

These “Gen Y’s” are all under 25 and all graduated from vocational

technical schools in Connecticut. There are other fi elds in which they

could apply their talents but they chose manufacturing even though

they weren’t sure what to expect. What they did know is that it is a

large and varied industry with many opportunities.

Each wants to create and build, each likes math and each likes to

next GenGen Y

By Caren DickmanPhotographs by Jennifer Fiereck

connstep.org 39

Adam Wakeley’s father and uncle worked

in the trades. He learned a lot from them

but manufacturing was more appealing

because he knew nothing about it. Adam

wanted to explore it and knows he made

the right choice.

In spite of the economic downturn and

companies and jobs leaving, there are still

many companies that are thriving here

in Connecticut and to remain viable they

need skilled employees. These companies

offer solid careers and competitive salaries

– and they need the talents of people like

Adam, Vanessa, Dan and James.

“Interest in the toolmaking

trade declined over the

last generation, but we are

encouraged by the renewed

interest we see and hope that

it continues. Manufacturing is

alive and well in Connecticut

and we need these workers,”

Cathie Pragano, Human

Resources Director at Stewart

EFI, thinks the state and local

schools need to support this.

Spectrum Plastics, Stewart

EFI, and Straton Industries are

manufacturers of precision

products. Spectrum Plastics

makes precision molded

plastics; Stewart EFI precision

stamping; and Straton

Industries, precision machining.

Each of these companies have an

ongoing need for skilled labor including

toolmakers, engineers, quality inspectors,

machine operators and others. They

all maintain that these are the hardest

positions to fi ll.

Each company uses many of the

traditional - and some not so traditional -

recruiting channels, but ultimately depend

upon the vocational technical schools for

qualifi ed candidates, but fi nd that some

of the manufacturing programs in these

schools are not as robust as they used

to be. Some schools stopped offering

manufacturing courses when state

funding was lost. Without strong support

from the state, or from their local school

system, each company has to create its

own solutions.

Bullard-Havens Technical School

in Bridgeport no longer offers a

manufacturing concentration so Dave

Cremins, President of Straton Industries in

Stratford, Connecticut, works closely with

Platt Technical High School in Milford.

Platt’s manufacturing technologies

work with his/her hands. James Fuoco

worked as an automotive mechanic.

Dan Buyak’s choice was between

plumbing and toolmaking. Both selected

manufacturing because of its career

potential.

Vanessa Bogus was leaning towards

culinary arts until she explored

manufacturing. Her teacher’s

enthusiasm was infectious, “He was

the best teacher I’ve ever had. He made

manufacturing look exciting. He showed

me what I could do and the things I

could make. It’s awesome.”

Today’s manufacturing is clean,

high-tech, cutting-edge. It’s not

what their families knew, yet their

families also infl uenced their decisions.

Engineering runs in the Buyak family

blood. Dan’s father and grandfather

were manufacturing engineers. Dan,

18, is a toolmaker apprentice at Stewart

EFI in Thomaston, Connecticut. He is

also studying mechanical engineering at

Naugatuck Valley Community College. He

believes knowledge of both fi elds will be

complementary.

Vanessa‘s Dad did mechanical work

but she considers herself the fi rst one

in her family to jump into the new

manufacturing world. Age 17, she is

a quality control inspector at Straton

Industries in Stratford, Connecticut.

James Fuoco of Spectrum Plastics Group in Ansonia.

“Interest in the toolmaking trade declined over the last generation, but we are encouraged by the renewed interest we see and hope that it continues. Manufacturing is alive and well in Connecticut and we need these workers.”

Cathie Pragano, Stewart EFI


program has a solid reputation as

being progressive and responsive. Dave

encouraged the school to strengthen the

quality control curriculum because of its

importance to manufacturing. Vanessa

graduated from Platt and her interest in

quality control landed her a position with

Straton Industries.

Straton Industries maintains a competency

matrix for all of its employees, using

cross-training to fi ll today’s temporary

gaps (illness, vacation, etc.) and to

prepare their workforce for tomorrow.

Their employees range in age from 17

to 65 and according to Dave Truax,

General Manager, it’s a challenge to hire

completely trained employees because

technology changes so rapidly. “It’s also a

challenge to fi nd quality workers because

the apprenticeships are gone.”

Straton’s answer is to hire people who

have solid, basic knowledge and skills and

train them in-house. Their training consists

of on-the-job training, mentoring and

specialized external classes. Management

assigns new hires a mentor according to

their level of experience.

John Eastham, Operations Manager

at Spectrum Plastic Group, thinks “It

would be nice if the community colleges

re-instated the Plastics Specialization

Certifi cate Program that was available up

until about fi ve years ago.” Without it, the

company relies upon Emmett O’Brien High

School in Ansonia to feed their toolmaker

pipeline. To date, Spectrum has hired six

apprentices from Emmett. Once Spectrum

hires apprentices, it provides them with

on-the-job training in conjunction with

multiple mentors. They also offer seminars

and online training.

Cathie Pragano at Stewart EFI misses the

“PTX Program” at Kaynor Technical High

School in Waterbury, “This was a very

successful apprenticeship program for

toolmakers until the state stopped funding

it.”

Stewart EFI employs three current

apprentices who are graduates of Oliver

Wolcott Technical School in Torrington.

It has the fundamental manufacturing

technology curriculum shared by some

of the other vocational schools, but

they don’t teach blueprint reading, a

manufacturing basic. The company had

to hire external trainers for this and basic

shop math.

With 80% of their workforce over the

age of 50, Stewart EFI needed a creative

solution for developing skilled labor. Their

remedy is to expand the apprenticeship to

9,000 hours. This gives them the fl exibility

to customize the program but also to

meet state guidelines for the 8,000 hour

apprenticeship.

Stewart EFI’s rotational apprenticeship

program begins with 4,000 to 5,000

hours in the tool room learning all of

the equipment. From there, apprentices

move into the quality department for

two to three weeks, then into machine

maintenance to learn machine repair.

Following this, apprentices move into

the engineering department for two

weeks and conclude their apprenticeship

with 4,000 hours in production learning

to set up machines and shadow other

toolmakers. This program better matches

employee skills with company needs.

A journeyman leads the apprenticeship

program and incorporates a team of

mentors into the process. The team

comes from different areas of the

company, including other toolmakers and

supervisors.

Since the state no longer funds

apprenticeship programs, this investment

now falls on Stewart EFI. The company

pays the state for the apprenticeship and

pays the employees $1,200 to purchase

the tools they will need.

After all of the investment that these

three companies have put into fi nding

and training these employees, you can

be sure they will protect their investment.

They offer a variety of incentives including

competitive salaries, ongoing learning and

opportunities to advance.

At the same time they are offering the

next generation a chance to explore the

unknown, to learn new fi elds and to enter

exciting careers.

- CD

Dan Buyak works with his journeyman at Stewart EFI in Thomaston.

connstep.org 41


Why NOT Manufacturing?

Frank JohnsonManufacturing Alliance of Connecticut

These days there are countless articles that seem to write-off manufacturing in general and

manufacturing jobs in particular. Do not despair, the reports of our demise are premature and do

not tell the whole story. From my cat-bird seat at MAC, I have ample opportunity to interact with

manufacturers. And through our affi liation with MASC, a non-profi t training program for present

and future manufacturing employees, I have lots of opportunity to chat with the students that

are upgrading their skills in areas that include shop math, blueprint reading and CNC operator

training.

Many of these adult students are re-imagining their career path after either losing their jobs in

another economic sector, or having tried a variety of low-paying jobs, or realizing there was no

future in those endeavors. So, why not try manufacturing? The truth is that many sectors of our

economy that were once considered recession-proof are turning out to be anything but. Finance,

real estate, hospitality and even hospitals have been shedding jobs of late.

Manufacturing jobs in Connecticut pay annual wages exceeding $70,000 per year. In 2010,

the average U.S. manufacturing worker earned $77,186 annually, including pay and benefi ts.

The average worker in all industries earned $56,436 annually. Most manufacturing jobs come

with basic health care, retirement plans and good working conditions. Typically, longevity in a

manufacturing job exceeds that in other sectors and advancement is almost always a possibility if

an employee demonstrates good basic skills, a willingness to learn and a good work ethic.

Despite all of the disparaging reports about outsourcing and off-shoring, the United States

remains the world’s largest manufacturing economy producing 21% off all global products.

And according to the National Association of Manufacturers (NAM), U.S. manufacturers are the

most productive workers in the world - far surpassing the worker productivity of any other major

manufacturing economy, leading to higher wages and better living standards.

Manufacturing in Connecticut contributes $29 billion to the state economy representing 13%

of the state’s GDP. And every manufacturing job supports employment in other sectors. Every

manufacturing company uses an accounting fi rm, legal services, food and hospitality businesses,

printing services, insurance services, shipping companies and freight carriers as well as local health

care providers and hospitals. Manufacturing remains the engine of the economy; driving other

sectors to success when manufacturing succeeds.

Manufacturing and manufacturers built Connecticut. In the early 1900’s it was the manufacturing

leaders that created the local banks. Early industrialists donated local land for parks, constructed

housing, supported local charities, fostered the growth of retail businesses and, most of all,

obtained the patents vital to their and our success.

Almost every Connecticut native boasts of a grandfather, an uncle, or their own father coming to

Connecticut to pursue a job in manufacturing, going on to build a successful career and a well-

supported family. Yet somewhere along the line these manufacturing success stories gave way to

assertions that every student needs a four year college degree or better to succeed. Certainly there

is value in education but just as surely there are many who are not cut out for white collar jobs

but enjoy the challenge of testing their mind in other ways. Manufacturing jobs these days require

logic based skills and critical thinking in addition to mechanical and computer skills.

High school students, people who are displaced in other sectors and individuals looking to redirect

their careers would be wise to consider training for today’s modern manufacturing jobs. The

money is there, the benefi ts are there and yes - despite the news - the future is still there and will

be for decades to come. So, WHY NOT manufacturing?

Frank J. Johnson is the president of MAC, the

Manufacturing Alliance of Connecticut, Inc., that

he founded with two member companies in 1992.

Celebrating its twentieth year of service to CT

manufacturers, MAC is currently located in Waterbury.

Frank is a registered lobbyist.

MAC operates aggregated natural gas and electric

purchasing programs to save manufacturers money on

their utility purchases.

Frank served on and eventually chaired The Connecticut

Energy Advisory Board and served for several years on

the Energy Conservation Management Board .

Frank has served on numerous boards and commissions.

He served for twenty years as the chairman of the Bristol

Zoning Commission, stepping aside several years ago to

become chairman of the Bristol Downtown

Development Corporation (BDDC). Frank is the

immediate past president of the Tunxis Community

College Foundation Board and is a past president of the

Bristol Historical Society.

He resides in Bristol with his wife Cheryl.

www.mact.org

connstep.org 43

Tel 860.529.5120Fax 860.529.5001www.connstep.org

CONNSTEP, Inc.1090 Elm Street, Suite 202

Rocky Hill, CT 06067

For the small to medium size business that wants to remain competitive and grow in local and global markets, CONNSTEP provides technical and business solutions proven to have both immediate and sustainable long-term impact.

Unlike other professional consultants that focus only on a single component of your business, CONNSTEP’s multidisciplinary team uses a deliberate holistic approach, providing innovative results-driven top line growth solutions that impact the entire organization.

Since 1994, nine out of ten CONNSTEP clients have reported increased profi tability. In 2011 alone, data provided by an independent survey credited CONNSTEP with impacts of more than $160 million dollars, including new and retained sales, and the creation and retention of nearly 1,600 jobs. Our experience and network of local, state and federal resources, make us not only unique but unequaled in our fi eld and in our state.

NONPROFIT ORGU.S. POSTAGE PAIDHARTFORD, CTPERMIT NO. 518

CONNSTEP advantage magazine, Vol 2, Issue 3

Documents

manufacturing sector

modern manufacturing

manufacturing monthwelcome

manufacturing monthin

manufacturing jobs

current state

future states

connecticut manufacturers