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advantage spring 2011 Moving Forward 10 Opportunity Revolution 12 What I’ve Learned 14 New Dimensions 18 No Looking Back 22 Reviving Whitney
advantagespring 2011
Moving Forward10 Opportunity Revolution
12 What I’ve Learned14 New Dimensions18 No Looking Back
22 Reviving Whitney
www.leangear.com
Red tape. And we’ve got lots of it.
We also have yellow tape, blue tape and white tape. Some of our tape is striped.
Tape for fl oors. Tape for walls. Vinyl tape. Magnetic tape. We’re seriously into tape. Tape for people serious about Lean.
But we don’t stop at tape... we’re also into materials that create mind-blowing visual systems. And tools to maintain a 5S system. And kanban training solutions.
We’re LeanGear and we’re seriously into people who are seriously into Lean.
connstep.org 3
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12What I’ve LearnedKen MacCormac, President of Capewell
Components, Co., LLC shares what he has
learned about leadership, loyalty and the value
of hard work.
4Moving Forward
After the winter we endured here in
the northeast, spring is certainly a warm
welcome! I can’t help but see it as a
metaphor for positive change in our
economic environment.
6Buzz
Buzz worthy news, trends, statistics, Q&A
and opportunities to ask the experts.
26A Change of Course
The new look and new name for the
quarterly CONNSTEP magazine refl ect a
change in CONNSTEP’s mission. Mike Leahy
maps out the reasons for this change.
22Reviving WhitneyThe efforts of inventors including Eli Whitney
gave birth to manufacturing in Connecticut.
New products and production technology
developed in Connecticut spread quickly,
and the state emerged as a powerhouse in
innovation and manufacturing.
14New DimensionsWith long lead times and a revolutionary new
product waiting for FDA approval, Hologic
knew they needed to fully integrate Lean
methodologies into the facility’s processes to
create positive, lasting change.
18No Looking BackDymotek likes to refer to the economic
downturn as ancient history. And the
implementation of Lean methodologies, new
technology and a diversifi ed customer base,
they’re investing in the future and not looking
back.
12 10
18 14
22
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10Opportunity
RevolutionWith the evolution of Internet marketing and
social media, our industry faces the opportunity
for revolution. The ways in which to reach
further and grow bigger are plentiful.
Moving Forward
After the winter we endured here in the northeast, spring is certainly a warm
welcome and I can’t help but see it as a metaphor for positive change in our economic
environment. Through conversations with fellow business leaders, I hear their desire to
have the fresh air banish the last vestiges of our “winter” fi scal state, bringing with it
optimism and certainty for industry here in Connecticut.
There’s a saying that a recession is a terrible opportunity to miss, so it only seems fi tting
that our focus for this issue of Advantage is on future opportunities. While not immune
from the effects of the economic downturn, both of the featured companies in this
issue - Hologic (page 14) and Dymotek (page 18) - are poised for future growth thanks
to their strategic implementation of Lean, investments in new technology and successful
shifts in company culture.
And like our clients in the manufacturing, healthcare and government industries,
CONNSTEP is moving forward – continuing with our mission to be your total business
improvement resource, delivering real value for your investment through strategic
approaches. We have confi dence that the value streams for our core products
and services are essential components for accelerating top line growth, operational
effi ciencies and long-term sustainability.
Spring is also an opportune time to introduce our newly redesigned publication,
CONNSTEP Advantage. After an in-depth solicitation from our marketplace, extreme
consideration was given to all aspects, including content, design and features. From
this, we have developed a revamped and reenergized magazine that, we believe, refl ects
the needs of our readership. This quarterly periodical will showcase client successes,
technical articles and leadership profi les.
It is our hope that you fi nd substance in our content and it is of value to you as leader in
Connecticut business industry. But of course, you have the fi nal say - we’re anxious to
know what you think! Please send your feedback to the magazine’s editor, Rebecca
Mead at [email protected]. Comments and suggestions on
our regular features and quarterly articles will be taken into
consideration as our magazine continues to evolve.
May your reading be satisfying,
Bonnie Del Conte is the president & CEO of CONNSTEP.
She can be reached at [email protected].
Bonnie
4 advantage spring 2011
CONNSTEP Advantage Magazine is a publication of CONNSTEP, Inc.
Since 1994, the business consultants at CONNSTEP
have helped Connecticut’s small and midsize businesses
compete and grow. Through highly personalized services
tailored to the specifi c needs of our client companies,
we help develop more effective business leaders,
execute company-wide operational excellence and devise
creative strategies for business growth and profi tability.
CONNSTEP is Connecticut’s NIST/MEP affi liate and is
supported by the Connecticut Department of Economic
and Community Development (DECD).
PublisherBonnie Del Conte, President & CEOCONNSTEP
EditorRebecca Mead, Manager, Marketing & CommunicationsCONNSTEP
Contributing WritersSusie Zimmermann, Channel Z Marketing
Mike Leahy, JM Leahy & Associates
Kathy Hokunson, Site-Seeker, Inc.
Jack Crane, CONNSTEP
Michael Perrelli, CONNSTEP
Contacts
To subscribe: [email protected]
To change an address: [email protected]
For reprints, PDF’s: [email protected]
For back issues: [email protected]
For permission to copy: [email protected]
To advertise: [email protected]
To pitch a story: [email protected]
To register for an event: [email protected]
800.266.6672
CONNSTEP, Inc., all rights reserved. Reproduction
encouraged after obtaining permission from CONNSTEP.
CONNSTEP Advantage Magazine is printed four 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
advantage
>>> Contributors Spring, 2011
connstep.org 5
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3 4
Jack Crane has been with CONNSTEP for 14 years, providing manufacturers with guidance and mentoring in business related needs such as strategic planning, marketing, strategy deployment and new product development. He also assists manufacturers with materials problems related to either fabrication or function, and can provide a connection with the UCONN Institute of Materials Science outreach activities. Additionally, Jack helps to match inventors seeking manufacturing assistance. While not working on CONNSTEP engagements, Jack directs the New Haven Science Fair program, a university and industry “hands-on” partnership with the New Haven Public School System.
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.
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.
Kathy Hokunson is the Vice President of Sales & Marketing for Site-Seeker, Inc., an internet marketing fi rm specializing in search engine optimization, pay-per-click advertising, social media and ROI. Site-Seeker, Inc. works with clients to drive qualifi ed visitors to their websites, convert visitors to buyers, measure results achieved and develop improvement plans based on performance.
Kathy was one of the earliest adopters of the business uses of social media, spending her career making the bottom line case for internet marketing, including social media adoption.
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CICCCONTINUOUS IMPROVEMENTCHAMPION CERTIFICATIONSeptember 20 to December 13
Windsor, Connecticut
The gist: This thirteen-week course provides
intensive exposure to the principles and
practices needed to develop and sustain the
Lean Enterprise. 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
organization.
http://bit.ly/CICCprogram
Training a Green Collar ChampionCombining Lean and Green practices is fast
becoming one of the foremost methods to
cut costs, increase productivity, implement
sustainable practices, retain jobs and
engage new customers, all while minimizing
the impact on the environment.
The gist: This training certifi cation
program will raise worker awareness
of the importance of becoming more
environmentally focused and provide the
skills needed to lead workplace-based
sustainable practices.
Approach: this intensive three-day
combination of classroom and on the shop
fl oor training provides project-based return
on investment results for participating
manufacturers. This certifi cation program
is partially funded through the Connecticut
Green Jobs Partnership Grant.
http://bit.ly/aj2BPF for more information.
Lean Team Leader & Facilitator TrainingThe backbone of sustainable Lean
transformations is the team-based culture
of continuous improvement. Training your
workforce on the technical aspects of Lean
is an important fi rst step along the Lean
transformation journey. In order to sustain the
gains, you must also develop key people as
team leaders and team facilitators - people who
can facilitate, align and focus the processes and
dynamics of continuous improvement teams.
The gist: The Lean Team Leader & Facilitator
Training program integrates presentation,
discussion, best practices, role play and exercises
to develop the skills necessary for team leaders
and facilitators to manage the tasks and lead
the people through eff ective kaizen events. It is
designed to build the knowledge and confi dence
that will enable team leaders and facilitators to
create a robust environment for innovation.
http://bit.ly/biXOxc for more information.
>>> calendar
Manufacturing RoundtablesThe Connecticut Manufacturing Coalition
hosts an industry roundtable to provide
opportunities for manufacturers to network
and share best practices on topics important
to the operations within their organizations.
The dynamic roundtables are a mix of plant
tours, open group-directed conversations
and guest speakers.
http://bit.ly/5m4MLA for more
information.
Online LearningRegularly scheduled informational webinars led
by industry experts on topics such as continuous
improvement, leadership, environment and
energy, culture and change management,
marketing and sales, performance measurement
and strategic management.
Schedule updated weekly; no cost to attend.
http://bit.ly/hqi2Q6 for webinar descriptions
and registration.
6 advantage spring 2011
Where do you stand on sustainability?
In a recent report published by the editors of GreenBiz.com,
State of Green Business, author Joel Makower discovered
that corporate sustainability initiatives were not a victim
of the recession, but to the contrary, “a growing number
view environmental thinking - whether in the form of
reducing waste, improving effi ciency, or eyeing new business
opportunities - as key to competitiveness, as well as a means
of clawing our way back to economic prosperity.”
And we couldn’t agree more. Green is smart business -
today and for the future.
Developing a sustainable or “green” company requires a
shift in the organizational mind-set; changes in all employee
roles and skill sets. But where do you begin? And if you’ve
already begun, how do you measure your efforts?
The CONNSTEP Green Scorecard was developed to assess
current state green performance in order to formulate a
route on the journey for sustainable improvement. A path
to higher profi ts, it is designed to identify ways to increase
product and service effi ciency, reduce energy demands and
negative environmental impacts.
The Green Scorecard is an on-line survey with questions in
categories including energy and climate, material effi ciency,
products and services design, supply chain engagement,
transportation and logistics, and employee involvement.
Respondent’s input is scored and during a consultative
discussion, participants are provided with a recommended
action plan and an opportunity to formulate a sustainability
strategy.
For more information on The Green Scorecard, please visit
http://bit.ly/connstepgreenscorecard.
Q: How does TWI (Training Within Industry) fi t in to a Lean strategy?
A: Training Within Industry has been called “The Foundation of Lean” by Donald Dinero, recipient of the 2006 Shingo Prize for Excellence in Manufacturing Research for his book on TWI. The four-step methods used in the TWI J-programs (Job Instruction, Job Methods, Job Relations) mirror the four-steps of continuous improvement found in the Deming Circle or Shewhart Cycle of plan, do, check, act. Continuous improvement lies at the heart of Lean.
A goal of a Lean enterprise is the complete elimination of waste. A goal of TWI is to provide the means to make improvements at every level of any organization in safety, work processes, employee relationships and training. Having a work force that is well trained, engaged in their work and safety conscious is critical to any organization’s success in eliminating waste and transforming itself into a Lean enterprise no matter sector of the economy they may be in. Every organization – hospitals, school cafeterias, government offi ces, retail shops, manufacturing companies – all have processes that must be followed correctly and must be accomplished safely, and all organizations want to tap into the collective power of their employees’ creativity to make their processes and products even better. TWI, therefore, applies to any organization that wants to improve.
The TWI methods have been cited by numerous industry veterans, including Toyota’s Isao Kato, has having been crucial to the development of the Toyota Production System. Hajime Ohba,
then director of the Toyota Supplier Support Center, credits TWI as having established the foundation of Toyota’s “gemba” philosophy of going to the actual place where the work is actually done in order to study the work and make improvements to the methods. This philosophy, honed over decades of practice, was reintroduced to the United States at NUMMI, the New United Motor Manufacturing Inc. facility in California. At NUMMI, the TWI practices that had been so phenomenally successful in the 1940’s war economy were used to totally transform the facility and turn it from “worst to fi rst” in one year. This level of success has been duplicated in many manufacturing, service, and health care organizations.
The basic precepts of the Toyota Production System, just-in-time and respect for people, are rooted in the teachings of the Training Within Industry methods. Teach people how to do their jobs correctly, safely and conscientiously through proper Job Instruction. Treat everyone as the individuals that they are, supervise fairly and effectively, resolve problems early, and keep employees motivated and productive with proper Job Relations. Provide a means to develop a practical plan to produce greater quantities of higher quality products and services in less time by making the best use of people, equipment and materials through Job Methods. TWI provides the means to build the foundation of Lean and to continue to build upon it as organizations seek to continuously improve.
You have questions, Tom Southworth
fi nds the answers. An expert in
enterprise-wide Lean transformation,
Tom will answer your questions using
his knowledge and the knowledge of
industry’s top thought leaders.
Tom Southworth is a Lean Consultant with CONNSTEP, providing consulting services to a variety of manufacturing companies with a concentration in Lean Manufacturing, facilitating the design, development and implementation of Lean Methodologies on an enterprise-wide basis.
Tom writes a blog at www.tomsouthworth.com. Reach Tom [email protected].
>> > Ask the Experts
connstep.org 7
>>> Managing Millennials
Think Millennials* care only about money? Think again! According to the Future of Millennial Careers, a study by the Career Advisory board, presented by DeVry University and conducted by Harris Interactive, money is not the most important factor in determining career success.
Here are the factors most important to Millennials as ranked by both the hiring managers and the Millennials themselves.
*Millennials are born between 1980 and 1995 and make up the largest percentage of today’s workforce.
30%Meaningful
work
48%High Pay
27%High Pay
24%Sense of
Accomplishment
BUZZthe
10%Challenging
Work
6%High Level of
Self Expression
3%High Level
of Responsibility
12%High Level
of Responsibility
11%Meaningful
work
11%Sense of
Accomplishment
9%High Level of
Self Expression
8%Challenging
Work
8 advantage spring 2011
“In the coming year, I want to
continue networking and learning
to understand what makes
companies successful, so I can
implement a business strategy that
will help my company become
more successful.”
- Paul Hoff man, Orange Research
c
t
c
w
What is your personal goal for this year and how will it help your company grow?
“Over the next year, my focus
will be on developing a Strategic
Plan for long term slow but steady
growth, including continued
cost management, market and
line expansion, and improved
organizational management leading to increased sales.”
- Jamison Scott, Air Handling Systems
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“My goal this year is to increase
my interactions with peers and
colleagues outside of R.C. Bigelow.
I feel that this will present me
with the ability to better myself
by increasing my interaction with
others who are successful in the world of business. I
also hope that it will allow me an opportunity to see
how others in comparable fi elds are tackling similar
obstacles and challenges and help spur new ideas
in responding to such challenges. I feel that as I
experience new situations and environments, I will bring
back potential ideas and solutions to my position at
R.C. Bigelow and improve those areas for which I am
responsible.”
- Jim Gildea, R.C. Bigelow
c
w
Connecticut’sGlobal Reach
Manufacturing output is vitally important to the state with over
$28 billion of the state’s gross product (GSP) coming from the
industry.3
Connecticut ranks as the 18th most manufacturing-intensive state
in the United States1 and our manufacturing workers are 20%
more productive than the average U.S. manufacturing worker2.
So it should come as no surprise that Connecticut manufacturers
are also right up there when it comes to exporting...
• State manufacturing exports grew to $13.7 billion in 2007,
from $8.1 billion in 2003.4
• Connecticut’s top fi ve exports are industrial machinery,
fabricated metal, transportation equipment, chemicals and
computer and electronic equipment, representing 92% of
the total state exports.5
• Connecticut manufacturers have exported to over 200
different countries since 1988.2
• These same manufacturers have sent over $300 million worth
of products each to Canada, Japan, United Kingdom, France,
Germany, Mexico, Singapore and South Korea.6
Compiled by the Connecticut Business & Industry Association (CBIA) from the following sources:1 U.S. Bureau of the Census2 Connecticut Department of Economic and Community Development3 US Bureau of Economic Analysis4 World Institute for Strategic Economic Research5 National Association of Manufacturers6 Connecticut Economic Digest
connstep.org 9
10 advantage spring 2011
As we all start to feel the effects of the
economy’s recovery, it is refreshing to shake
off the restraints and restrictions of the recent
business-growth struggle. Instead of looking to
simply survive, we are now looking forward to
new opportunities and growth.
The choices that lay in front of us are both
empowering and slightly terrifying. We are
being offered more choices than we have
ever had to grow our businesses, reach out to
potential prospects, develop new markets and
compete in the international arena.
Historically, our choices to market our companies
and reach prospects were limited - industrial
directories, market-niche magazines, and
eventually, a brochure-like website. In the last
fi ve years, however, this pattern has begun
to change. The options that now exist have
signifi cant reach, provide tangible results and are
measurable - providing real ROI.
With the evolution of Internet marketing and
social media, our industry faces the opportunity
for revolution. The ways in which to reach
further and grow bigger are plentiful.
Now is the time to embrace this revolution. If
you’re not sure where to start, consider the
following . . .
Social MediaAt fi rst, LinkedIn was perceived to be a job-
hunting avenue for those who found themselves
non-recession proof. The truth is, it’s just
Facebook emulation for professionals, but, with
real value – networking for success, making
valuable connections that can lead to growth,
opportunity and yes, even, sales.
The success of LinkedIn comes from three key
areas:
1. Community. Building a quality professional
structure by connecting with people you
know or have met or would like to meet.
2. Engagement. Participating in
conversations with groups where you are
most likely to reach your prospects and
customers.
3. Networking. By building a strong
community, your access to the
connections of others becomes highly
valuable. Identify companies you would
like to work with, fi nd someone you’re
connected with who is linked with
someone who works for that company
and request an introduction. If they are in
your community, they will connect you.
MarketingBlogging is an excellent way to build brand
recognition, authority and thought-leadership
among your clients, prospects and peers.
Blogging will drive traffi c to your website,
improve your ranking in search engines and
showcase your expertise.
With the tools the Internet affords us, you
can quickly build a blog and start sharing your
thoughts and opinions that are relevant to your
market, to your clients and to your prospects.
Blogging is also an effective way to support your
sales and marketing objectives, strengthening
your plans for future growth.
Measuring Eff ectivenessEverything you do online must have a goal
of driving traffi c to your website. In order to
understand what is working, and what is not,
you need to have measurement tools in place.
As Dr. Deming stated, “In God we trust. All
others must bring data.”
One of the most reliable measurement tools
available is Google Analytics. Google Analytics is
a free service which is relatively simple to install
for your webmaster or web hosting company.
With a tool like Google Analytics, you will know
the volume of traffi c you drive to your site from
all platforms; how long visitors stay on your site
and how many pages they view.
A deep dive into Google Analytics can even tell
you how many visitors go to your contact page
and, subsequently, how many visitors actually
submit your conversion form. This information
can also reveal what pages visitors like and don’t
like, what search words you are found for in
Google and more importantly, what words you
are NOT found for.
These simple recommendations are just a start.
Many of your peers have embraced these
platforms, as well as your competitors. Now is
the time to change your thinking and look at
new ways to grow your business and break the
barriers that have held you back.
Lend me your ears, my friends, as the time
for action is now. Are you ready to join the
revolution?
KH
Welcome to the Opportunity Revolution
It was recently reported that 73% of US companies use social media tools for marketing purposes, and by 2012 it is expected to be almost 90%. And with 46% of internet users interacting with social media on a daily basis, how do you capture the opportunities?
by Kathy Hokunson
connstep.org 11
WhatWhatI’veI’veLearnedLearned
>>> Ken MacCormac, President, Capewell Components Co., LLC
South Windsor, Connecticut, 76 years old
12 advantage spring 2011
have been managing
small manufacturing
companies for over
45 years, fi nding it a
challenge to turn some
around and grow others
to higher profi t levels.
I’m fortunate. Shareholders have
allowed me to operate Capewell as
though it was my own business, acquiring
businesses and launching new products.
Early in my career (in the ‘60s), I was
responsible for a company’s investments
and licensees overseas. That was a great
learning experience, an early start in
exports and setting up operations around
the world. Today with a number of
emerging markets, there are even more
opportunities to sell and manufacture
overseas.
My father owned three hardware stores.
With my two brothers, I was given the
responsibility to run one of the stores
(as a teenager) when my parents were
away. That’s where I learned about
selling, promotion, and running a
small business. Selling hard goods
there led me into manufacturing.
My parents wanted me to be a lawyer,
but business was in my blood and I
went for my MBA instead. Decades
later, I’m still fascinated by the fabric
of a business, always thinking of ways
to expand it. Understanding the
history of a business is essential
to understanding its culture,
uniqueness and skills to be
successful.
Innovation is the key to survival.
Companies need managers that think
outside of the box. Those who think
making and selling is enough,
relying on legacy products, will
be left behind. We must understand
how our products are used, see our
customers as partners, and exceed their
requirements.
I would like every employee to think
that their job at Capewell is the best job
they’ve ever had. Given the amount
of time we all spend working, it’s
important that we enjoy working
with colleagues in a family
environment.
Communication is critical.
Idea sharing, open dialogue, and the
camaraderie are essential to building
teamwork.
Mistakes? Sure, I’ve made my share:
getting ahead of myself, letting managers
go too far down the wrong road. Overall,
though, I have batted over 500 in my
career.
Progressive companies today must be
alert to change and be more fl exible and
nimble. Years ago, we had more time to
recover from mistakes or take corrective
action. In this prolonged recession, every
company should be thinning itself out.
You can’t be lean enough. If ever
there was a time to streamline
your company, this is it.
I am thinking about retiring, but I still
have a lot to offer, including years of
experience. There are more leisure
activities I enjoy than I have time for.
I am a people person and like to help
others succeed.
I have some concerns about
the next generation. Many
young people seem to carry a sense
of entitlement, while my generation
was motivated and even required to
get out and work. You can’t wait
around for a ‘great job.’ Take what
is available and run with it. No job
should be beneath you, especially
now. There is no sure path to
any career. Each one has twists
and turns and that is what
makes life interesting.
SZ
IConnecticut, “the land
of steady habits,” has to
reinvent itself.
There is no time for
“steady” and the “habits”
have to go.
connstep.org 13
New Dim>> for more examples of Lean Manufacturing transformations, improving the performance, quality and profi tability of Connecticut companies, visit www.connstep.org.
14 advantage spring 2011
mensionsfter eight years at
Hologic, Vice President
of Manufacturing,
Greg Safarik, considers
the Danbury facility to be a unique
working environment. Danbury is the
only Hologic plant that manufactures
digital mammography equipment; “Our
company culture is refl ected by the
employees’ personal and professional
commitment to women’s healthcare.
Many of our employees are connected
with the products they develop, whether
through a family member, friend or
colleague affected by breast cancer. A
dynamic, collective energy results from
their dedication to excellence and the
personal support of improving women’s
healthcare.” Since the Danbury plant is
frequently visited by customers, doctors,
product technicians, and patients alike,
employees are often able to see and
meet the end users of the products they
manufacture.
In 2003, Hologic employees participated
in several training sessions to broaden
their understanding of Lean processes
and continuous improvement tools.
However, sustaining continuous change
and expanding on the basic foundations
of Lean proved to be challenging to their
resources. With the focus on meeting the
expanding revenue goals and new product
introductions over the next few years,
Lean became less and less of an emphasis,
but more and more of a necessity.
Despite meeting the projected revenue
growth, Michael Parrilla, Senior Vice
President of Corporate Manufacturing
Operations, still felt that there was
room for improvement. In 2008, while
Hologic worked to develop a new line of
mammography products, the Danbury
plant prepared to address their battles
with long lead times (averaging 60-90
days), ineffi cient product fl ow and unmet
inventory requirements.
Under Michael’s leadership, Greg and his
team were determined to fully integrate
Lean methodologies into the facility’s
processes to create positive, lasting
change and to develop solutions to the
lead time, inventory and product fl ow
troubles. Michael and Greg knew that for
Lean to be truly effective, continuous
improvement tools must be built into
the overall company strategy.
It was then that Michael met with Bob
Colapietro and Tom Southworth of
CONNSTEP for assistance in improving the
current shop fl oor layout to accommodate
the new line of mammography
Aby Michael Perrelli
With long lead times and a revolutionary new product waiting for FDA approval, Hologic knew they needed to fully integrate Lean methodologies into the facility’s processes to create positive, lasting change and to develop solutions to their lead time, inventory and product fl ow troubles.
connstep.org 15
equipment. The Hologic team knew that
to strengthen business growth, they
needed to apply Lean thinking to their
work practices.
Michael sought funding from the state
to offset the cost of instituting Lean
practices at his location. Upon reviewing
the needs displayed by Hologic – basic
Lean training, value stream mapping and
the ability to implement these practices to
improve production capacity – CONNSTEP
recommended the Northeast Utilities
PRIME Program as their needs aligned
perfectly with the program’s methodology.
The Kaizen team at Hologic
represented an ideal mix of participants
- manufacturing and assembly
representatives were joined by planning,
procurement, materials and
engineering members providing
the valuable input needed
from all interested parties.
CONNSTEP’s Lean Consultant,
Tom Southworth, worked
with the Hologic team to
establish best practices
to improve product fl ow
and streamline their shop
fl oor layout. They sought
to address ineffi ciencies in
how products were built and
identify obstacles in the need
for lead time and inventory
reduction. Ultimately, they
aimed to drive product
cost down to make their
products more accessible to
healthcare providers.
The Lean training took
place as a company wide
initiative to educate the
Hologic workforce about
implementing continuous
improvement tools with
the Lean knowledge they
already possessed. The team
organized a kaizen event to
create a functional kanban
system and organize individual work
cells as part of an overarching strategy
to eliminate non-value added activities
throughout the facility. They utilized Value
Stream Mapping, 5S, spaghetti charts, and
point-of-use storage, as well as cellular
manufacturing as a model for improved
workplace design.
Like most companies, Hologic
encountered employee resistance when
it came to altering and sometimes
reducing work spaces to streamline the
manufacturing process. “It’s a tough sell,
culturally,” Greg admitted, “when you’re
expected to go from four workbenches
to a single table workspace and from ‘my
area’ to a shared workspace, it is not an
easy transition.”
As a leading developer
and manufacturer
of medical imaging
systems with corporate
headquarters located in
Bedford, Massachusetts,
Hologic, Inc. has provided
innovative solutions for
women’s healthcare needs
for more than 20 years.
One of the company’s
primary manufacturing
facilities is located in
Danbury, Connecticut
and employs a team of
325 people, focused on
developing state-of-the-art
digital imaging technology
for mammography
applications.
Hologic currently holds
approximately 60% of the
market share for worldwide
digital mammography and
is growing through new
technology and products.
Hologic Vice President of Manufacturing, Greg Safarik, talks with CONNSTEP’ s Tom S
16 advantage spring 2011
Yet, once the team experienced the
positive results from their efforts,
they realized the benefi ts and “the
desire to participate in kaizen events
increased,” Greg added, “the energy
was contagious and employee cross
motivation was the critical element
which improved the company culture
and acceptance of our new Lean
processes.”
As a result, Hologic’s Danbury
plant successfully developed a new
manufacturing fl oor layout, implementing
a cellular design in favor of the batch/cell
oriented process. Now all of the cells on
the production fl oor can accommodate
any of the Hologic product lines allowing
for an 11% increase in total units
produced, a 50% lead time reduction
and fl exibility in the facility’s mixed model
operation which consists of four product
lines and 27 SKUs.
Upon reaching the future state goal within
the desired time frame, Hologic
found additional constraints
that needed to be removed.
During a follow-up NU PRIME
event in October, 2010,
Tom Southworth worked
with Hologic to open-up an
additional 6,000 square
feet of fl oor space to
accommodate the new
Selenia Dimensions 3-D
imaging product line, which
received FDA approval in
February of 2011.
These new initiatives, along
with the implementation
of Lean beginning in 2003,
enabled the Danbury facility
to increase throughput six-
fold, while only doubling the
workforce. The company
is now adding positions
in engineering, sales and
production.
As a result of CONNSTEP’s
work in facilitating Hologic’s
Lean implementation, the
Danbury facility realized an
estimated $280,000 in cost
savings and an expected $80 million
increase in sales while meeting client
demand with a 100% on-time shipment
rate.
Lean continues to be a vital component of
the company’s strategy moving forward,
“We’ve only scratched the surface,”
Greg admits, “that’s why they call it
continuous improvement. Employees
see the improvements everyday which
maintains the motivation and keeps
the momentum going.”
This spring the Danbury facility plans to
continue their formal training with the
CONNSTEP Lean and Green program,
Training a Green Collar Champion, and
become more environmentally focused
through developing the skills needed
to lead workplace-based sustainable
practices.
Progress in the Danbury facility has
spearheaded a corporate effort to
incorporate Lean practices in all
Hologic facilities domestic as well as
internationally. “We’re happy to be
the ‘pioneers’ and share our lessons
learned with our colleagues so that we
all can develop the best product and
provide the best user experience.”
MP
CONNSTEP is a valuable partner to Hologic, providing the expertise and ‘outside eyes’ everyone needs to keep their continuous improvement on track.
We are now well-positioned on a dynamic growth path and look forward to a long-term relationship with CONNSTEP.
Greg Safarik
“ “
Southworth as they watch fi nal inspection.
connstep.org 17
No
Looking
Back
>>> Dymotek, Ellington, Connecticut
Plastic Injection Molding, 52 employees
by Michael Perrelli
18 advantage spring 2011
or over 20 years,
Dymotek has
provided innovative
thermoplastic and
silicone injection
molding solutions to
the commercial building, automotive,
medical, plumbing and food and beverage
sectors in 21 countries.
Within the 30,000 square foot state-
of-the-art engineering, molding
and distribution facility in Ellington,
Connecticut, Dymotek’s 52 employees
work three shifts, seven days a week to
keep up with current customer demand.
Highlighting the company’s commitment
to purchasing and utilizing the latest
technology to provide superior results for
their customers is their two-shot silicone
molding technology. Dymotek is one of
only a handful of companies in the US to
utilize two-shot silicone molding, which
maintains the characteristics of the silicone
rubber and thermoplastic resins when
producing multi-material products.
With Dymotek for over 14 years,
Norm Forest, Executive Vice President
and General Manager, has certainly
experienced the ups and downs of the
Connecticut manufacturing industry,
“everyone knows what machine
downtime is – but for manufacturers
to survive and grow, there’s certainly
no ‘company downtime’ - you’ve got
to always have one eye on the needs
of your customers and one on new
technology .”
Working through everything from losing
business, acquiring new work, the
implementation of new technology and
launching four new production areas,
Norm and the rest of the leadership team
have kept Dymotek moving forward in
their mission of not only becoming a
preferred partner to their customers, but
a valuable extension of their customer’s
business, “It’s so important to develop
an understanding of our clients’ business
so that we can proactively identify and
leverage new, emerging and unique
technologies, to continuously provide
value.”
In 2008, before most of the industry
experienced the economic downturn,
nearly 50% of Dymotek’s business,
composed largely of very specialized
automotive component production, was
transferred away. Without cemented,
long-term contracts, the business was lost
to off-shore outsourcing or the utilization
of in-house suppliers. Unfortunately,
like many others, Dymotek lost additional
business as the recession took hold.
When refl ecting on the downturn,
Norm likes to refer to it as ancient
history, “We were very fortunate to
have a long term strategy in place that
guided us through the darker days.”
The pain of 2008 and 2009 was lessened
in 2010 as Dymotek regained a portion
of the automotive business which had
been lost and gained considerable new
business, mostly in the devices relating to
disposable fl uid and air valves, and pumps
in the food and beverage dispensing
sector.
With the changing business mix,
the company’s warehouse became
unorganized; storage was random,
unidentifi ed and haphazard. As
the team at Dymotek prepared to
address their battle with warehouse
ineffi ciencies, they turned to
CONNSTEP to design a new
warehouse layout with the intention
of supporting the fl ow of product
to and from manufacturing while
detailing inventory, storage, usage
and logistics.
But during the initial meeting with
George Snyder and Bill Kirchherr
of CONNSTEP, and following a
discussion on company initiatives,
goals and issues, Norm and the
leadership team put the warehouse
layout project on hold, “We
identifi ed pain points in two of our
[Dymotek’s] largest production cells
– the Mini Vent and the Lavatory
Guard product lines, so with
CONNSTEP’s guidance, we decided
to embark on Lean training and
value stream mapping to improve
production capacity.”
However, due to the changing
business mix and economic
downturn, Dymotek was not in
a cash fl ow position to fund the
F Dymotek likes to refer to the economic downturn as ancient history. And with the implementation of Lean methodologies, new technology and a diversifi ed customer base, they’re investing in the future and not looking back.
connstep.org 19
It’s so important to develop an understanding of our clients’ business so that you can proactively identify and leverage new, emerging and unique technologies, to continuously provide value.
Norm Forest
training independently. George Snyder
recommended the company take
advantage of the opportunities available
with the Northeast Utilities PRIME
program as Dymotek’s needs aligned with
the program’s methodology.
The Kaizen team assembled at Dymotek
involved all parties – it was an ideal mix
of talent as manufacturing and assembly
representatives were joined by operators
and management members providing
the valuable input needed to facilitate
successful events.
In May of 2009, the Lavatory Guard
product cell experienced process times
well above takt time, operator travel in
excess of three miles per shift, required
multiple operators and the product did
not fl ow through the pack out process.
Bill Kirchherr worked with the Dymotek
team to develop standardized operator
processes and implement 5S, Kanban
systems and cellular layout.
By balancing the fl ow and a new cell
layout, operator travel was reduced by
more than two miles and the elimination
of three packing steps lead to a 28%
increase of opportunity time for the
operator. With the changes implemented
and sustained, one operator can run the
line with 100% uptime. The removal
of labor from production has helped
Dymotek maintain a consistent price point
for the Lavatory Guard product line.
In August of that same year, the Mini
Vent product line was scheduled for its
own initiative. The Mini Vent line has 34
part number combinations which lead
to excessive operator travel for boxes
and component retrieval, unknown
replenishment times and a changeover
time of one hour and 40 minutes. Similar
to the previous project, standardized
operator processes were developed
with the implementation of 5S, Kanban
systems and cellular layout.
Upon project completion, specifi c
standardized layout practices were
developed for each part number, work
instructions were clearly defi ned and a
pre-kit staging process was developed.
These changes lead to reduced
operator travel of one mile per shift
and a reduction in changeover time to
22 minutes, down from one hour and
40 minutes.
Through implementing Lean
methodologies on the Lavatory Guard
and Mini-Vent lines, Dymotek was able
to fi ll the generated capacity. The new
implementations also allowed for ten
new jobs to be added, 12 jobs retained,
$100,000 in cost savings realized and
$4,000,000 in sales retained.
Similar to most companies that embark
on their Lean journey, Norm and Dymotek
leadership experienced resistance to
change at the beginning of the process,
“The initial fear with Lean is that people
will be laid off. People connect the word
‘effi ciency’ with the lack of need and job
security.”
However, once everyone experienced
positive results and understood the
business plan of growth and reinvestment
beyond the kaizen events, resistance
faded and team members now take an
active role in providing suggestions for
future kaizen events. The Continuous
“ “20 advantage spring 2011
Improvement Team at Dymotek has
implemented a bi-weekly schedule of Lean
team meetings where problems, issues
and areas of improvement are discussed
for inclusion in the kaizen event schedule.
With the success of two kaizen events in
the books, the warehouse project moved
to the forefront. The layout design took
a logical approach with consideration
of Dymotek’s core competencies.
Dymotek originally feared that they
didn’t have enough warehouse space
to accommodate the changing business
mix and were hesitant to invest capital
expenditures for additional shelving and
space. The fi rst initiative of the plan was
to rearrange the warehouse and establish
a logical fl ow of raw materials and
fi nished goods so that the closest storage
space to the manufacturing fl oor now
houses the fastest moving products and
raw materials, with the slowest moving
products relocated to the rear and upper
reaches of the space.
After establishing fl ow in support of
manufacturing, kanban signals were
developed and entered into Dymotek’s
ERP system. The system is fully integrated
and bi-directional allowing customers to
check on the status of current products,
quantity on hand and work in process.
Having a handle on customer needs
allows Dymotek to produce to
minimum inventory levels, reducing
the cost of on-hand inventory.
Lean initiatives are at the heart of the on-
going business strategy at Dymotek. “The
Lean buzzword is one thing, but when
you have a win across the plant where
everyone can see it, it really brings the
value to the forefront, everyone notices it
and it drives continuous improvement.”
The successful Lean initiatives at Dymotek
have kept the company’s mission in
focus. Savings and effi ciencies gained
in resources and expenses throughout
the production process have allowed
the company to re-invest in itself. By
purchasing and implementing new
technology, and continuously upgrading
the skills of staff members, Dymotek
stays at the crest of delivering cutting-
edge advantages and molding solutions
to a growing customer base. “While
our initial benefi ts from Lean have
made a very positive impact for the
company, we know that continuous
improvement means continuous…
thanks to the NU Prime Program and
CONNSTEP, we’ve received expert
facilitation and guidance, allowing us
to build a good foundation with Lean
practices.”
MP
Connecticut Congressman Joe Courtney visited Dymotek in April, learning about the innovative engineering and production capabilities being implemented to increase revenue and enter new markets. From left: Congressman Joe Courtney; Gene Tewksbury with the Congressman’s offi ce; Norm Forest, Executive Vice President & General Manager, Dymotek; Bonnie Del Conte, President, CONNSTEP; and Victor Morando, Vice President of Engineering Services, Dymotek.
The new [Lean] implementations allowed for ten new jobs to be added, 12 jobs retained, $100,000 in cost savings realized and $4,000,000 in sales retained.
connstep.org 21
>>> opinion
22 advantage spring 2011
Reviving Whitney
>>> The eff orts of inventors including Eli Whitney, Charles Goodyear and Samuel Colt, gave birth to manufacturing in Connecticut.
New products and production technology developed in Connecticut spread quickly, and the state emerged as a powerhouse in innovation and manufacturing.
Unfortunately, today, trends have Connecticut ranked among states with the slowest projected job growth over the next few years.
An odd predicament for a state which arguably has a great workforce, access to technology and some of the most innovative minds in the country.
So how do we turn this boat around and improve Connecticut’s manufacturing competitiveness in the global economy?
Jack Crane believes a better future can be found with collaboration.
ith some help, this grim projection has a
potentially bright future in its midst for
manufacturing to lead the way in promoting
job growth. Certainly there are many issues to be confronted,
such as the state business climate and the infl uence it has on
expansion in the coming years, but there are others.
The manufacturing community is paranoid about the adverse
impact of the current business environment on the industry. But,
as a friend concerned about his personal safety once said to me:
I may be paranoid, but that does NOT mean my life is NOT in
danger.
It is in fact true that government at many levels has undervalued
manufacturing’s effect on our economy. Accordingly, the
negative consequences of some legislative and executive policies
have not been appreciated and government efforts on behalf of
manufacturing have too often lacked the perseverance to maintain
W
connstep.org 23
the supportive efforts which were initiated.
Considering that Thomas Jefferson argued
strenuously in the 1700s against this country
ever engaging in manufacturing, the track record
could be much worse.
However, there is an apparent recent desire to be
more supportive of manufacturing both locally
and nationally; and recent successes in permitting
and taxing restraints supported by Connecticut
legislators, recognizing manufacturing as an
important job creator, suggests support for
restoring employment is possible.
Over the past fi ve years there has been a coming
together of manufacturers in Connecticut,
recognizing that improving their position in
the business environment demands collective
action. Their successful achievements in gaining
government support have come largely on the
strength of concerted action; not by railing
against the power structure. The collaborative
action involves three necessary sequential steps:
• Get quality information from professionals
about what is happening that affects
manufacturing;
• Get educated about possible courses of
action; and
• Take effective actions through a variety of
venues.
This diligence can never be diminished and
should become routine: you cannot ignore the
squeaky wheel principle.
While realizing that legislative pressure is an
ongoing activity, there are other things
manufacturers can do to help their own
valuations and move towards profi table
growth. The trends noted below are likely
to have substantive effects on manufacturing
and the suggestions that follow are things
manufacturers can do to minimize the threats
and take advantage of the opportunities.
First the Trends
Despite increasing dissatisfaction with
Asian imports, increased re-shoring efforts,
and constraints imposed on importing
manufactured goods, Asia will continue to be
both a thorn in the side of local manufacturers,
as well as an opportunity for enlightened
collaboration, and a market for local products.
Other international markets will continue to
offer expanded opportunities for Connecticut
manufacturers, particularly with the soft dollar
which will be around for awhile.
Trends evidenced today project that
Connecticut, a state with some of the best
workforce, technology, and innovation, will
rank among the lowest for job growth in the
US over the next several years.
Skilled graduates at all levels will be in short
supply for manufacturing companies at the
same time the graying Connecticut workforce
will be reduced by retirement.
Increasing global access to modern equipment
will tend to minimize superiorities built wholly
on the strength of equipment advantage.
Companies whose technology is largely
based on tribal knowledge will be even further
disadvantaged as the tribal chiefs retire and
as the overseas companies continue to learn
their technology based on understanding the
science and engineering of metal working,
metal machining, composite materials, energy
conversion, etc. (It has been true for some time
that foreign born students dominate enrollment
in engineering and the physical sciences in
U.S. universities, public and private. What is
new is that instead of staying in the U.S. after
graduation, many foreign born graduates of
U.S. universities are returning to their country of
origin where they will bring back this technology
to industries in their countries.)
Major Aerospace OEMs in the state will continue
to seek growth in other states or countries
instead of in Connecticut.
Suggested Responses
Clearly, developing an organization with a
Lean culture, with the accent on culture, will
be extremely important. Companies with Lean
cultures will have an advantage compared to
those whose focus is still on the point solution
and view Lean more as a cost cutting initiative
than the broader role of a growth strategy.
This suggests the importance of developing
real Lean leaders, not CEOs, who assume that
if they order up a Lean event they are a “Lean
enterprise.” The latter will fail to see the real
benefi ts of Lean to continually remove waste and
increase capacity, and will generate policy waste,
contributing to reduced profi ts and slow or no
growth.
Over the past fi ve years there has been a coming together of manufacturers in Connecticut, recognizing that improving their position in the business environment demands collective action. Their successful achievements have come largely on the strength of concerted action; not by railing against the power structure.
“ “
24 advantage spring 2011
Leadership trained to guide and inspire
Lean cultures will be an important asset to
manufacturing companies as they go to the next
higher level. The standard workforce training in
Lean must continue, but there should be greatly
increased activity in developing Lean leadership.
A partnership between manufacturers
and the government to support Lean
leadership training is important for
continued manufacturing productivity
and profi table growth.
The advantages of increasing capacity cannot be
fully realized without a vision of the future and a
marketing strategy to fi ll that capacity with new
business. Accordingly, developing a marketing
plan, no matter how crude, that is compatible
with the vision, is key. It should determine which
products, services, customers, and markets work
or don’t work for the company, and should serve
as the guide for expanded activity.
A company without a vision has no destination;
a company with a vision and no strategy, has no
guide to reach that destination; and a company
with a vision and a strategy with no metrics, will
never know where they are. They may in fact get
somewhere very fast but it may not be where
they want to be.
Collaboration with manufacturing
associations, private groups, and
with the government offer numerous
opportunities to achieve these
marketing capabilities. Support by
Department of Commerce and the
Connecticut Department of Economic
Development (DECD) to improve
export capability by manufacturers
should be better utilized by the
manufacturing community, but the
marketing plan needs to be in place.
There is also assistance available for
expanding web based marketing and
use of social media.
In order to achieve a Connecticut workforce
that is really world class, in addition to Lean
training, there needs to be more effort to
upgrade the core technologies on which the
business depends. Upgrading training of
staff and networking with associations and
others who can supply this training should be
ongoing. A major collaboration with
state supported colleges, community
colleges, and the other public and
private sectors to upgrade core
technologies of our manufacturing
workforce will be required to achieve
this world class position.
Companies involved in contract manufacturing,
make what they are asked with defi ned
processes specifi ed. However, for those
companies that produce a product, upgrading
the products and processes is an ongoing
requirement. Improvement requires innovation
and often also includes new technology.
Collaboration with other companies and a
select group of universities is essential to
maintain that leading edge. UCONN has an
outreach capability in business, engineering
and materials. This outreach needs to be
extended geographically, and made more
user friendly. The state has shown
signs of supporting a major outreach
in engineering and materials for
industrial partnerships that will be
based in Storrs. There needs to be a
critical mass for this to be successful;
hopefully it will also include
regional satellites, and industry will
need to be a full partner.
A number of companies participated in a
survey of the METAL Cluster in 2005 which
identifi ed their needs and requirements
for success in the future. This was part of
a DECD effort to assist development of
Clusters. Many of the above suggestions
can be found in the report out of the METAL
Cluster in 2005. The information was
and still is valuable. Perhaps it should be
explored once again and those aspects still
useful should be implemented.
As a fi nal consideration for
collaboration, the manufacturers
in this state know a lot about
continuous improvement. This
knowledge is transferable to other
business and services sectors.
Both government and healthcare
could benefi t by learning from
manufacturers how to reduce costs
and improve operations.
JC
A company without a vision has no destination; a company with a vision and no strategy, has no guide to get there; and a company with a vision and a strategy with no metrics, will never know where they are. They may in fact get somewhere very fast but it may not be where they want to be.
“ “connstep.org 25
A Change of Course
Mike LeahyJM Leahy & Associates
The new look and new name for the quarterly CONNSTEP magazine refl ect a change in CONNSTEP’s mission to now also provide Connecticut businesses, outside of manufacturing, with continuous improvement and growth strategies enabling them to become more competitive.
By broadening its audience in this way, CONNSTEP is better positioned to support the growth of the state’s overall economy. And, as we all know only too well, Connecticut’s economy needs all the help it can get.
But before making the change, CONNSTEP did what any good sailor would do before lifting anchor for new waters. They made sure the trip they were plotting was based on sound navigation and a favorable tide.
In this case, sound navigation meant contacting readers of The Manufacturer, the long-standing CONNSTEP newsletter, and benefi tting from their input.
This input was obtained in two steps. Step one consisted of one-on-one phone interviews with 17 member readers for the purpose of obtaining qualitative feedback and insight to help in the design of a questionnaire to be used in the next step.
Step two, more quantitative in nature, was an e-mail questionnaire to 357 C-level executives in Connecticut in both manufacturing and non-manufacturing. Both the qualitative and quantitative steps probed for perceptions of The Manufacturer. What was good, what was not so good, what about the format, how about the content, layout, frequency of issues, etc.
Fifty-eight c-level executives answered the e-mail survey (a very respectable 16% response rate). A summary of the results that led to the new look and new name you see here:
• The Manufacturer too limited as a title; name needs to be broader• Needs to be more visual• More case histories• Magazine format preferred by largest percentage of respondents• More sales/marketing, state/federal legislation and workforce development
coverage
The new name, CONNSTEP Advantage, speaks to a much broader audience and communicates to that audience that there are advantages to be realized by associating with CONNSTEP. It provides a springboard to a dialogue about how CONNSTEP can provide the most important advantage of all…becoming more competitive.
Going from a newsletter to a magazine format not only dovetails with respondent’s input, it also serves as a higher quality vehicle for CONNSTEP to leverage its brand and get its message out.
So please have a close look at this new magazine and don’t hesitate to let CONNSTEP
know what you think!
Mike Leahy has retired twice. First from
Saatchi & Saatchi worldwide as an Executive
VP, Management Director and then from
the Connecticut Economic Resource Center
(CERC) having been a founder and Director
of Marketing.
He now consults on projects that interest
him and do not have an impact on sailing
out of Stonington or skiing in Vermont.
26 advantage spring 2011
Green is smart business - today & for the future.Part of a sustainable continuous improvement strategy, Green Manufacturing helps
companies improve their productivity, profi tability and competitiveness.
Green manufacturers reduce energy costs, eliminate waste to enhance product
quality, design products and services in alignment with sustainability goals, work
with suppliers and customers to meet green standards, minimize the impact
of logistics and transportation systems, and consider
sustainability a core part of recruitment,
compensation and training.
CONNSTEP’s Green Manufacturing experts can help you
identify ways to increase product and service effi ciency,
reduce energy demands and negative
environmental impacts.
www.connstep.org800.266.6672
connstep.org 27
Tel 860.529.5120Fax 860.529.5001www.connstep.org
CONNSTEP, Inc.1090 Elm Street, Suite 202
Rocky Hill, CT 06067
CONNSTEP assists Connecticut manufacturers and other businesses with strategic leadership and operational methodologies to become more competitive, thus supporting the growth of Connecticut’s economy.
