2018Putman Media’s

Influential Women in Manufacturing

Sponsored by

Introduction p.3

Eleni Antoniadou, UCL p.5

Jolene Baker, Logical Systems Inc. p.7

Marie-Pierre Bélanger, BlueCrest p.9

Mary Bunzel, Intel p.11

Lisa Caton LaBean, Dow Chemical p.13

Nancy Corriveau, Blentech Corp. p.15

Kelly Finch, O-AT-KA Milk Products Coop. p.17

Linda Freeman, Rockwell Automation p.19

Andrea Funk, Crown Holdings and TouchPoint p.21

Marie Getsug, Jacobs Engineering Group p.23

Peggy Gulick, AGCO Corp. p.25

Rebecca Holland New, Thermo Fisher Scientific p.27

Rachelle Howard, Vertex Pharmaceuticals p.29

Jan Lindsey, Children’s GMP LLC p.31

Anne Lucietto, Purdue Polytechnic Institute p.33

Brianne Murphy, Longterm Technology Services p.35

Carol Ptak, Demand Driven Institute p.37

Miranda Shope, Avid Solutions p.39

Elizabeth Taylor, Eastern Oil Co. p.41

Dona Tseng, Shire PLC p.43

Lisa Webb, Gorton’s Inc. p.45

Rendela Wenzel, Eli Lilly and Co. p.47

A note from our IWiM 2018 sponsor, Rockwell Automation p.49

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Contents

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Greetings-

Putman Media is proud and honored to present in the pages that fol-

low the inaugural class of Influential Women in Manufacturing.

The 22 women profiled here, nominated by their peers in industry and

voted as IWiM by an eight-member team of Putman editors, represent

a wide range of industry verticals – from pharmaceutical production

to oil & gas to academia to industrial automation and intelligence.

All, however, share a passion for driving the manufacturing industry

forward and for showing the next generation the exciting, innovation-

fueled opportunities that a career in manufacturing offers.

We launched Influential Women in Manufacturing at the beginning

of 2018 to recognize women who are effecting change in manufactur-

ing and industrial production. While women make up approximately

47% of the U.S. labor force, according to the Bureau of Labor Statistics,

they make up only 29% of the U.S. manufacturing workforce. Fur-

thermore, in a 2017 survey of more than 600 women in manufactur-

ing (survey conducted by Deloitte, the Manufacturing Institute and

APICS), more than 70% of respondents said they believe women are

underrepresented in their organization’s leadership team. And that’s

as the U.S. manufacturing industry – undergoing critical shifts in

business models, process management and workforce roles – faces a

projected shortfall of 2 million workers by 2025 (source: Deloitte and

the Manufacturing Institute)

Against that backdrop, we sought to spotlight women who are leading

the charge to spur change in what gets done and how in manufactur-

ing organizations today. Several of our 2018 IWiM honorees are refin-

ing their companies’ or their clients’ approach to asset management,

achieving and sustaining vital process improvement gains, and/or

helping realize major efficiencies and cost savings for their organiza-

4 | IWIM

tions. The IWiM Class of 2018 also includes women pursuing cutting-

edge entrepreneurial ventures and instructional roles to educate and

support tomorrow’s manufacturing leaders.

We couldn’t be more thrilled to introduce you to the inaugural class

of Putman Media’s Influential Women in Manufacturing. Our sincere

thanks goes out to Putman CEO John Cappelletti for his ardent sup-

port of this grassroots initiative from Day 1, and to Rockwell Automa-

tion for its sponsorship of this IWiM eBook and IWiM webinar.

More than anything, we hope that this eBook and the Influential

Women in Manufacturing program as a whole serves as inspiration

for readers to recognize their own achievements, celebrate the ac-

complishments of their peers, and seek ways to support young people

exploring a career in today’s dynamic manufacturing industry. If you

know a woman who deserves to be in the IWiM Class of 2019, you can

nominate her beginning in January at influentialwomeninmanufac-

turing.com. We’re proud to note that in this program’s first year, we

received 100 nominations.

Congrats, IWiM honorees. Onward.

Erin Hallstrom,

Alexis Gajewski,

Christine LaFave Grace

IWiM founders

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Eleni AntoniadouClinical trials scientist, the University College of London, and

founder, Transplants Without Donors, www.ucl.ac.uk

ELENI Antoniadou wants to make individualized stem-cell therapies

and artificial organs a reality for patients in need around the world.

Antoniadou, a multidisciplinary translational researcher in the fields

of regenerative medicine, tissue engineering, and bioastronautics,

has worked as a clinical trials scientist for hospitals in U.K. and the

U.S. as well as at NASA and the European

Space Agency (ESA). She is a graduate of

NASA’s Academy for Space Exploration, where

she conducted research on the impact of

radiation on the central nervous system and

the effects of microgravity in stem cell differ-

entiation. In addition, Antoniadou’s academic

background includes degrees in computer

science, biomedical informatics, bioengineering, and nanotechnol-

ogy and regenerative medicine. She is currently pursuing a Ph.D. in

regenerative medicine and stem-cell therapies.

Beyond her research, Antoniadou founded a startup, Transplants

Without Donors, to, in her words, “produce off-the-shelf technologies

of stem-cell therapeutics and tissue-engineered organs customizable

for each patient.” Notes fellow UCL researcher Lukas Lindenroth, who

nominated Antoniado, “Her efforts in attempting to connect the dots

between research, technology policies, and entrepreneurship have

been recognized with several academic and industrial distinctions.”

Among these, Antoniadou was recognized as a Young Global Leader

for 2016 by the World Economic Forum, a 30 Under 30 by Forbes

USA, and one of the 100 Most Powerful Women by the BBC. In 2016,

she was elected president of the European Health Parliament, which

seeks to create a blueprint for better, more-efficient delivery of

healthcare to EU residents. Says Lindenroth: “I firmly believe that

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she will grow into one of the leading figures in medicinal manufac-

turing and will continue to be as productive, resourceful and cre-

ative in the years to come and transmit her passion and talent for

research to young scientists.”

Who has been your greatest personal or professional influence?

“During my medical volunteering missions in Latin America, several

courageous patients who have been victims of the illegal organ trade

have made an indelible impression on me. Through their perseverance

and audacity to overcome the cruelties that they have faced, they have

motivated me and have also set the bar for my own introspection. I have

encountered human tragedy in its brutal form, and many times I’m

searching those memories for guidance in order to tackle new challenges.

My greatest personal influence has been my father, who has shaped my

own moral compass through his example of living his life with integrity

and compassion, by choosing courage over comfort, choosing what is

right over what is convenient, and choosing to practice his values over

professing them. These influences, through their determination to pursue

a life of purpose, have galvanized me into living in a constant reboot

phase, where I don’t stay idle in my successes or failures and always

strive to develop a spirit of altruism.”Eleni Antoniadou

Clinical trials scientist,

the University College of London, and founder,

Transplants Without Donors

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Jolene BakerSenior Manufacturing Intelligence Specialist, LSI - Logical Systems Inc.

www.logicalsysinc.com

JOLENE Baker is a senior manufacturing intelligence specialist with

systems integrator and engineering consulting firm Logical Sys-

tems Inc. (LSI). Before joining Golden, CO-based LSI in April 2018,

Baker was SMART Plant Lead and IT application specialist at Ciner

Resources, an ore mine and soda ash production facility in Green

River, WY. In her work with Ciner,

Baker was “a pioneer in applying pat-

tern analysis to manufacturing opti-

mization,” says Nikunj Mehta, founder

and CEO of pattern recognition software

company Falkonry. “She was able to

effectively connect the hard problems

in ore processing to SCADA data from

process equipment through pattern analysis,” Mehta noted in nomi-

nating Baker. “She worked diligently through solution development

and validation with both interns and veteran staff. She developed

end-to-end operational systems for long-term use.”

Praised for her skill in bringing together multiple stakeholder

groups, including IT team members, the plant operations depart-

ment and plant management, to successfully implement new tech-

nologies and processes for smarter, more-automated data collection

and analysis, Baker was able to generate “substantial value for her

company,” Mehta says.

How are you influencing the next generation of manufacturing leaders?

“I asked some industry-entering ‘next-generation’ members their thoughts

about my mentorship influence. They liked that I emphasized the im-

portance of learning to code, was welcoming, encouraged questions, and

cultivated an enjoyable environment with good advice and unexpected

challenges. Their responses generally reflected that they gained intelligence

and enjoyed learning! I mentor using the ideas that curiosity keeps it fun;

communication is key; and always surprise yourself intelligently. I was

fortunate to learn about curiosity, communication and surprise from my

influencers, and now I pass it on.”Jolene Baker

Senior Manufacturing Intelligence Specialist

LSI - Logical Systems Inc.

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Marie-Pierre Bélanger

VP of Digital Solutions and Product Manager for the Industrial Internet

at BlueCrest, formerly a division of Pitney Bowes, www.bluecrestinc.com

WHEN Marie-Pierre Bélanger joined Pitney Bowes’ document mes-

saging technology division, which is now BlueCrest, three years

ago, she was tasked with helping reinvent “a very traditional mail

manufacturing industry,” says her colleague Shemin Nurmohamed.

“In our industry, there is an intense focus on security, speed, accu-

racy and precision,” Nurmohamed notes. “Our

machines process billions of pieces of mail

each year, and our industry is measured in

tenths-of-pennies and fractions-of-seconds.”

Bélanger defined, engineered, designed and

successfully launched Pitney Bowes’ first in-

dustrial internet solution, Clarity. As a new of-

fering for Pitney Bowes systems that leverages

data analytics to increase productivity and lower operations costs,

Clarity collects, integrates and organizes sensor data from remote

systems to support real-time insight, predictive analytics and pre-

scriptive maintenance.

Beyond engineering the system itself, Bélanger was instrumental in

helping Pitney Bowes clients recognize and understand the value of

the new Clarity offering, Nurmohamed adds. “The market started

perceiving Pitney Bowes as a leader,” she says. An internal evange-

list for everyone from sales and service staff to technicians, Bélanger

also, through her efforts, enabled a key partnership with GE. “By tak-

ing an ecosystem-of-data approach and harnessing the power of the

industrial internet and ‘industrial data science,’ she brought Pitney

Bowes to smart manufacturing,” says Nurmohamed.

How are you influencing the next generation of manufacturing leaders?

“In two ways: First, I am an influencer throughout the print and mail

industry as I truly embrace the workforce-culture shift required to apply

the usage of data for greater machine efficiencies. In my product we use

the industrial internet of things to stream data to create predictive mainte-

nance and observe how operators are running systems. Younger leaders are

more familiar with how to use data, but there is still a large community of

experienced service technicians who are not. Educating them to become data

consultants instead of just doing break/fix is key. I help the younger genera-

tion to respect the experienced workforce and the value they bring to this

new process. Maintaining a good sense of humor helps. Second, there are

so many creative ways for more women to work in manufacturing. Women

are very intuitive and more in tune with design, which makes them perfect

for workflow optimization. As I say in presentations I give: ‘Don’t be afraid

to take a risk. Women are typically very good planners and organizers, and

that makes us forward thinkers.’”Marie-Pierre Bélanger

VP of Digital Solutions and Product Manager

for the Industrial Internet at BlueCrest, formerly a division of

Pitney Bowes

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Mary BunzelGeneral Manager and Industry Leader, Manufacturing

Industry Solutions Group, Intel, www.intel.com

MARY Bunzel has the IWiM distinction of having been nominated by

not just one or two but 12 individuals, both within and outside In-

tel. Colleagues past and present laud her leadership in helping guide

individual organizations and the manufacturing industry as a whole

through a digital evolution. “She is a tireless advocate for technology

adoption in manufacturing operations,” says

Matthew Bellias, who worked with Bunzel at

IBM. “I’ve seen first-hand the impact she’s had

on massive operations, such as Toyota, Honda,

etc.—she knows practically everyone in the re-

liability/EAM industry.” Bellias adds: “She was

one of the first people at IBM to evangelize IoT

to the EAM discipline. And on a personal level,

she taught me this industry when I joined IBM to lead our movement

to IoT and remains a mentor to me in the industry.” Intel’s Natalie Mc-

Millen echoes the praise: “She has become a manufacturing mentor to

me and shown me how exciting manufacturing is,” she says. “She has

fostered my growth as a woman in the manufacturing world.”

In a 10-year career at IBM, Bunzel held roles including portfolio man-

ager for Maximo and global business services development executive.

She was the face to market for IBM’s asset management, IoT and pre-

dictive analytics solutions, managing voice-of-customer forums and

representing the interests of customers to IBM product design groups.

In the past two years at Intel, says Jose Monroy, Bunzel “is leading the

transformation of Intel as a thought leader in IoT (and) Big Data, and

in the process she has built a strong pipeline of women to help as-

sist the manufacturing industry as they go through their own digital

transformation.” Finally, adds ARC Advisory Group’s Paula Hollywood,

“I love spending time with Mary because I generally learn something

from her.”

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How are you influencing the next generation of manufacturing leaders?

“Influence is like a ripple in a pond: You never know how far it will go or

the effect it will have. You have to throw your stones as far and wide as

possible and let the effects take hold where they will. In my efforts, I have

sought to

• Amplify: For example, a young female engineer participated in a planning

meeting with an IoT engineering group in China, implementing smart-city

solutions. I was able to place her as corporate liaison for the project. She

now has an opportunity to shine on her own.

• Mentor: For example, a young woman’s Georgia Tech graduate thesis is

focused on AI for robots. Periodically we meet. I’m able to advise her on

use cases, business drivers and industry trends so she can create impor-

tant solutions for industry.

• Inspire: I recently spoke to a group of freshman girls at Neenah High

School about IoT in manufacturing. I shared my excitement about the

world they will contribute to and was impressed by the kinds of questions

they were asking and the world they envision for themselves.

Each of us women who has paved the way in manufacturing has a respon-

sibility to lift up those who follow.”Mary Bunzel

General Manager and Industry Leader,

manufacturing industry solutions group, Intel

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A 26-year veteran of Dow Chemical, Caton LaBean directs the business

manufacturing and technology center for Dow’s Food, Pharma & Medi-

cal and Home & Personal Care businesses. Previously, she held a vari-

ety of positions in Dow AgroSciences, including production engineer,

manufacturing representative on capital projects, project manager and

molecule technology leader. Early in her career,

she established the Women’s Network at Dow’s

Pittsburg, CA, site. Explains her colleague Rich-

ard Donovan, “This diversity network’s purpose

was to connect young female professionals with

senior leadership to provide mentorship and

broaden their perspective of career opportuni-

ties.” Caton LaBean also led the North American

Women’s Innovation Network Implementation Leaders collabora-

tive, where she helped connect and support other Women’s Networks

across North America. As a member of the North American WIN Steer-

ing team, she created the first WIN speed-networking events across

North America and became a sponsor for the WIN network in at Dow’s

largest manufacturing site in Freeport, TX.

Throughout her career, says Donovan, Caton LaBean has helped dozens

of young men and women navigate their careers and be their best at

what they do while maintaining a work-life balance. In 2017, Donovan

notes, Caton LaBean interviewed candidates for a production leader

opening only to find that all of the candidates who put themselves

forward for the job didn’t seem to be the right fit. “Lisa sought out and

encouraged a young female leader to apply,” says Donovan. “She did,

and (she) was by far the most talented applicant. Nine months later,

Lisa checked in with the young leader, who thanked Lisa for believing

in her an encouraging her to apply. (The production leader’s) feedback

to Lisa: ‘You make me brave.’”

Lisa Caton LaBean Business Manufacturing and Technology Center Director

Dow Chemical, www.dow.com/en-us

Who has been your greatest personal or professional influence?

“In 1995, I was a newly married engineer at a small manufacturing site. I

enjoyed my job and was interested in leadership. However, the site’s few

woman leaders did not have children. Thus, when I had children, I planned

to quit my job and become a teacher. Then, I was invited to a workshop

sponsored by the Women’s Network at company headquarters. After the

first day, I found myself in a common area with a bottle of wine and three

other ladies. One was Liz Walzel, a plant production leader. As we chatted

about our careers, I declared my plan to quit. Liz looked at me in surprise.

‘Why would you do that?’ she asked. ‘I have children in daycare and they

are doing great!’ That simple statement shook my foundation. I can have

kids and a leadership career? I completely changed my direction. I went

home and started a local Women’s Network. I invited every senior female

leader who passed through to have lunch with us and share her story.

Twenty years later our paths crossed again as we spoke on a leadership

panel in front of 300 young engineers. I thanked her publicly for her brief

but life-changing mentorship.”Lisa Caton LaBean

Business Manufacturing and Technology Center Director

Dow Chemical

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Nancy Corriveau Director of Operations, Blentech Corp.

https://blentech.com

BLENTECH Corp.’s Nancy Corriveau “is one of those leaders who has a

steady and continuous pulse on the details of the business,” says Blen-

tech CEO Daniel Voit. Starting her journey at Bay Area-based food tech-

nology company Blentech in 1987, Corriveau climbed through the com-

pany’s ranks from parts sales and through accounting into operations

management and service oversight. In those 31

years, Blentech’s sales climbed from around $1

million annually to $22 million; Corriveau was

instrumental in helping the company build the

infrastructure needed to scale to that level, Voit

says. “(She) has been an important enabler of

the innovation that propelled our growth,” he

says. “Not only can she anticipate challenges,

but also she develops strategies for avoiding them altogether.” In her

role as operations director, Corriveau has guided the integration of

Blentech’s operations with those of service providers recently acquired

by Blentech, “(laying) the foundation for the company to grow from

being an equipment supplier to being a full-service projects company

with integrated advanced automation,” Voit continues.

He praises Corriveau additionally for her many and varied contribu-

tions to her community – from helping create jobs in Sonoma County

(in the past 10 years alone, Blentech has grown from 34 to 84 employ-

ees) to being an active, involved member of her church community

and supporting efforts to help those affected by last year’s Northern

California wildfires, even as her own home, too, was destroyed. “The

strength required to continue effectively supporting your company,

your teammates, your family and your community in the wake of so

much personal loss is an inspiration to those in her orbit and to me,”

Voit comments.

Who has been your greatest personal or professional influence?

“My personal and professional influence has been my late parents. My fa-

ther, Jesse Tapscott, taught me the benefit of family, working hard, loyalty

and respect. I could always count on him to help me with my homework,

compliment me when I dressed up, and listen when I needed to talk. My

mother, Vera Tapscott, was my best friend. She taught me to be genuine

and kind. My father was a self-made man. He went to night school when

we were young, studying engineering. Yearning to be an entrepreneur, he

started his own food processing equipment business. He was an innovator

with a vision to manufacture machines that improved food quality consis-

tency and food safety. He patented a mixer with ribbon agitators containing

scrapers for cooking food products.

I carried this experience to Blentech, where I’ve worked for 32 years, cur-

rently in the role of director of operations. My passion for the food process-

ing equipment manufacturing industry continues today. To witness raw

stock stainless-steel sheet, bar and plate transformed into equipment is a

remarkable manufacturing marvel. Blentech creatively blends simplicity

with technology in its designs and manufacturing. To work here provides

me more than employment – they are my extended family.”Nancy Corriveau

Director of Operations

Blentech Corp.

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Adds Blentech President Darrell Horn: “Nancy and a number of other

committed employees have become the assets that have helped to

grow Blentech into a major international manufacturer of complex

food processing systems that process famous brands of food products

from companies such as Campbell Soup, Nestle, HJ Heinz, Tyson, Sara

Lee and many others. Blentech is very proud of Nancy’s management

success as well as the future prospects for Blentech with leaders like

Nancy at the helm.”

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Kelly Finch Director of Technology

O-AT-KA Milk Products Coop. Inc, http://www.oatkamilk.com

KELLY Finch creates success for O-AT-KA Milk by seizing on technol-

ogy as an enabler of business process improvements and workforce

optimization, according to Jill Smith, senior director at ERP provider

Aptean. “She looks at a process in manufacturing and can envision

ways of layering in traditional information technology with manufac-

turing processes to deliver a more integrated,

automated, optimized, and user-friendly

approach,” Smith says. Working with plant

equipment and application vendors to suc-

cessfully source and implement solutions

that will advance O-AT-KA Milk’s objectives,

Finch “has been instrumental in the selection,

implementation and upgrades for the enter-

prise technology systems at the core of the manufacturing facility,”

says Smith, who adds, “Her leadership has resulted in many techno-

logical advancements that emphasize the company’s commitment to

delivering a safe and quality product to consumers.”

Finch began her career at O-AT-KA in 1992 as assistant to the CEO and

quickly found a passion for manufacturing, Smith notes. By 1994, she

was named systems administrator within the newly formed IT depart-

ment – a role in which she laid the groundwork for O-AT-KA’s first net-

work, says Smith. In 2009, she went back to school full-time while also

balancing her full-time career and family life; she earned her bachelor’s

degree in 2011, graduating with a 3.98 GPA. “On a larger scale,” Smith

says, “Kelly’s passion for process design and improvement have com-

plemented the technological applications that Kelly has put in place.

These changes have replaced many of the non-value-added tasks with

automated solutions, ultimately creating efficiencies and optimization

within the manufacturing plant. This gives workers the opportunity

to pursue a more fulfilling role within the plant.” Continues Smith:

Who has been your greatest personal or professional influence?

“I have been lucky enough to have had numerous people positively influ-

ence my professional career. Contemplating who had the greatest impact,

I reviewed my career and which area I felt I developed the most. I have

always prided myself on the idea that I can do whatever I set my mind to,

and over time I realized, ‘You cannot do it alone.’ I am honored and grate-

ful to say that my greatest professional influence is my team.

I have developed and grown over my 26-year career in manufacturing,

and the last few years have been the most significant, thanks to my

team. Each person has different strengths and unique backgrounds, and

each challenges me in different ways to be a better leader. Their trust

in me, their openness to challenge me with their independent thinking,

their dedication to their own growth, their loyalty to the company, and

their commitment to accept and evolve with the ever-changing world of

manufacturing constantly reminds me that I must continue to evolve as

a leader. When I feel discouraged, I see their strength, which is conta-

gious, and I keep driving forward. They inspire me to be a better leader.

As leaders, one of our jobs is to develop our teams. Little did I know how

much they would influence my development.”Kelly Finch

Director of Technology

O-AT-KA Milk Products Coop Inc.

18 | IWiM

“One software solution that Kelly introduced focuses on continuous

improvement on the shop floor, empowering employees to make the

best decisions they can by giving them real-time visibility and metrics

within the facility … I am proud to work alongside Kelly Finch as she

continues to advance the interests of her company, while upholding its

commitment to the local farmers and customers it serves.”

NameTitle, company

website

19 | IWiM

SINCE starting her manufacturing career with an internship at a

consumer products manufacturing plant, Freeman has accumulated

experience in the food and beverage, forest-products, and pharmaceu-

tical sectors. In her current role as business development manager at

Rockwell Automation, Freeman works with multiple product groups to

develop new products and features that meet

the unique automation application needs of

customers in the entertainment and theme-

park industry. Says Rockwell Automation’s Kris-

ten Crump, who nominated Freeman: “Linda

has advocated new methods of conducting

business, developed business plans to expand

into new market opportunities, and coached up,

across and down the Rockwell Automation organization on how to suc-

ceed in new industry applications while winning the loyalty of our cus-

tomers. Her methods are used by other teams to replicate successes.”

A subject-matter expert in industrial cybersecurity, Freeman created a

class on cybersecurity for safety-rated control systems and has taught

that class for the past five years. She recently was nominated to the

International Association of Amusement Parks and Attractions’ (IAAPA)

global security committee to be the thought leader for cybersecurity

education; she is the only manufacturing representative on the com-

mittee.

Freeman “has been a positive influence for women in manufacturing

throughout her career,” says Crump. She is a life member and volun-

teer for the Society of Women Engineers (SWE) and was a key devel-

oper of the Rockwell Automation Society of Women Engineers (RASWE)

employee resource group, which looks to help women attain technical

and leadership skills that can prepare them for promotions and suc-

Linda FreemanBusiness Development Manager, Rockwell Automation

www.rockwellautomation.com

How are you influencing the next generation of manufacturing leaders?

“The young generation today has many choices for technology careers, so

earning mindshare about fun and fulfilling opportunities in manufacturing

is key. Future leaders often chose career paths based on their experiences

when younger, so those of us working in manufacturing need to engage

with students pre-high school graduation and during post-secondary educa-

tion to share our stories. Manufacturing is a mystery to many, while others

think of old stereotypes. Education about the impact manufacturing has in

the world, how high-tech skills are utilized to solve a wide array of chal-

lenges, and the multitude of career opportunities for people of any education

level can build a future pipeline. I am active in the FIRST Robotics program,

where teams of students in grades K-12 build robots for competition, and

with Society of Women Engineers and ASTM International. In addition, I

lead student workshops about the varied career options in manufacturing

and mentor students about career path choices.”Linda Freeman

Business Development Manager, Rockwell Automation

20 | IWiM

cess in their careers. Freeman “led communications with upper man-

agement about the value of this professional organization to individual

members and to the company, inviting the executives to attend SWE

events so they could see the benefits first-hand,” Crump adds. “Her

strategic thinking and determination to inspire greater involvement

and support has driven more value out of the partnership for both

organizations, Rockwell Automation and SWE.”

Now, RASWE presents annually at professional conferences and con-

ducts precollege outreach activities to educate students about STEM

careers in manufacturing. Involvement in the company’s employee

resource group (ERG) has grown from 10 female engineers in the U.S. to

more than 500 worldwide, and group members score higher on em-

ployee engagement surveys, Crump notes.

Recently, Freeman earned the Pioneer Award from RAWifi – Rock-

well Automation Women in the Field, a second ERG that was created

from RASWE.

21 | IWiM

ANDREA Funk departed Cambridge-Lee Industries, a global player

in the copper tubing industry, in March, but in her four years as

CEO, she left an indelible mark, according to colleague Michele

Blood. Talking to employees and being transparent, congratulat-

ing employees on achieving milestones, getting her hands dirty

and being on the shop floor” all contributed to

Funk’s keen understanding of not only what is

needed to create a better, more cost-efficient

product but also what team members need to

thrive. “Some CEOs say they have an open-

door policy; however, it’s only open when

they choose it to be,” Blood says. “Not in the

case of Andi. There are no curtains or walls

that you need to break down to have your voice heard.” During her

tenure, Funk rolled out or provided needed structure to initiatives

related to data-driven decision making, operational excellence, and

employee engagement, Blood notes. Use of data analytics to reduce

costs and pursue new sales opportunities expanded under Funk’s

leadership, says Blood.

As a member of the board of directors of the Copper Development

Association, Funk played a key role in advocating for the industry,

working to support job creation and striving to shield the sector

from international instability. In 2012, Funk, then CFO of CLI, led a

successful effort to persuade CLI leadership from Mexico to build

a new production facility in Berks County. Funk’s strategic vision

and comprehensive business plan, along with working with local

organizations and state government officials, helped keep 450 jobs

in Berks County and laid the groundwork for an additional 250 jobs

to be brought to the area, Blood says. Among numerous philan-

thropic roles she has held, Funk serves on the board of directors of

Andrea FunkDirector, Crown Holdings Inc. and TouchPoint Inc.

Previously CEO, Cambridge-Lee Industries, http://www.camlee.com

Who has been your greatest personal or professional influence?

“One of the major milestones in my life was the decision to work for my

father. At the time, I wondered, ‘How fun could manufacturing be?’ It’s

been more than 15 years since I made one of the best decisions of my life.

Through my father and our family business, American Crane and Equip-

ment Corp., I found my passion for manufacturing. My father has been a

constant mentor and role model. I am very fortunate to have his influence

on my life, both personally and professionally. I am a better person and

business leader because of his guidance.”Andrea Funk

Director, Crown Holdings Inc. and TouchPoint Inc.

Previously CEO, Cambridge-Lee Industries

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United Way of Berks (PA) County and as a member of the President’s

Advisory Council for Alvernia University. She is a 2014 recipient of

the Manufacturing Institute’s National STEP Award.

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Marie GetsugProgram Manager, Strategic Consulting–Asset Management

Jacobs Engineering Group, http://www.jacobs.com

MARIE Getsug, a highly respected industry leader in asset manage-

ment best practices and design for reliability, currently serves as

program manager of strategic consulting for asset management

at Dallas-based Jacobs Engineering Group. Getsug has 30 years

of experience in several industrial sectors and has served as the

maintenance and reliability manager for four

Fortune 100 companies. Trained and certified

in reliability-centered maintenance (RCM), ISO

55000 standards, vibration analysis, ultra-

sound, lubrication, thermography and root-

cause analysis, she is sought out as a teacher

and speaker by industry groups nationwide. In

addition, she was the founder and past chair

of the Society for Maintenance and Reliability Professionals’ (SMRP)

Pharma & Biotech Shared Interest Group.

Says Getsug of the concept of design for reliability: “Design for reli-

ability is about looking at a project and the assets from an entire

lifecycle approach and honoring the perspective of stakeholders

from each phase of the asset lifecycle. Three ways DfR can improve

the value proposition are by designing out failure modes; ensuring

the design is maintainable, reliable, accessible, cleanable, oper-

able, etc.; and facilitating input to reflect best practices from the

stakeholders who operate and maintain the assets.” ARC Advisory

Group’s Paula Hollywood, who nominated Getsug, says: “She demon-

strates thought leadership gleaned from practical experience … Ma-

rie has moved her team forward based on practical lessons learned

in her work. I have the utmost respect for Marie and her intimate

knowledge of asset management best practice.”

How are you influencing the next generation of manufacturing leaders?

“I like to share my perspective with the ‘next generation of manufacturing

leaders’ to help them have the insight to navigate their own path. Having

30 years of experience, and not one year of experience 30 times, provides

me with a vast number of stories, perspectives, and examples to share with

those seeking to understand their options for which career path to pursue.

Sheri Tickner, for whom I work at Jacobs, nicknamed me ‘The Bridge.’

Benefiting from Sheri’s leadership, insights, and support to launch a new

practice has proved to be one of the most empowering, inspiring and moti-

vating experiences of my career. As ‘The Bridge,’ I work to bring different

perspectives to others to help them discover that they don’t know what they

don’t know and provide new viewpoints for them to consider. My hope is

that in sharing my experience (wins, successes, failures, insights, perspec-

tives, learnings, stories, etc.) with the next generation of manufacturing

leaders, they may be able to avoid having to experience each of these things

for themselves. If someone asks me to discuss their career ambitions with

them, I make it a point to connect and provide perspectives they wouldn’t

otherwise consider. I typically entertain a few calls a month. The Bridge in

me aspires to make connections among people.”Marie Getsug

Program Manager, Strategic Consulting–Asset Management

Jacobs Engineering Group

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Peggy GulickDirector of Digital Transformation for Global Manufacturing,

AGCO Corp., http://www.agcocorp.com

SOME manufacturers struggle with both the will and the resources

to seize upon and successfully implement new technologies de-

signed to increase efficiency. But under Peggy Gulick’s leadership,

agricultural equipment maker AGCO has created “a culture of in-

novation and learning and a culture that also embraces technology,”

says Gulick’s colleague Eric Fisher.

“Peggy was a pioneer for AGCO, the

first to lead both IT resources and tra-

ditional lean efforts,” Fisher says. “The

entire culture has evolved under her

leadership to seek to ‘pioneer’ technol-

ogy in the operation,” he adds, whether

that’s in, for example, the implementa-

tion of virtual reality for training, the introduction of 3D printing, or

the use of wearables on the shop floor to track ergonomic data and

support real-time communication.

Now, Fisher notes, Gulick is leading AGCO’s tech-forward effort world-

wide, including in the company’s South American and European

plants, where the recent addition of wearables on the plant floor is

producing substantial results. Gulick “was the initiator in mentoring

our up-and-coming women and involving the entire organization in de-

veloping a women’s network (AGWN, the AGCO Global Women’s Net-

work),” Fisher says. He adds: “I started as Peg’s boss, and now we are

peers, and Peg is one of those rare individuals who is very passionate,

professional, and extremely driven to make a difference beyond just a

plant – she is driven to also make a difference in a corporation and the

entire industry. For me personally, this tenacity in how she approaches

her work pushes her leaders and peers to perform at a higher level.”

How are you influencing the next generation of manufacturing leaders?

“I have had so many great mentors in my life who have shared with me

the leadership characteristics, traits, skills, and styles that led to their

successes. Influencing our future generation of leaders in manufacturing

requires building trust, embracing authenticity, and remaining consistent

with expectations and rewards. Expectations need to include the ability to

fail fast, learn, and grow and should be in response to problem-solving and

not merely related to task-assignment. We must encourage employees to

stay true to themselves while giving them the tools and confidence to chal-

lenge the status quo. AGCO allows me to commit to employees’ growth and

continuous learning to help them better understand the value that they offer

to the overall organization. Employee-suggestion programs have delivered

wearable technology and 3D-printing solutions. It is our duty to show the

younger generations that manufacturing is a career – it is highly advanced

and technical – not just a job. Inviting high school students to partner in

projects like Google Glass, additive manufacturing, collaborative robots and

autonomous vehicles has advanced the local understanding of the skills

necessary to work in manufacturing today.”Peggy Gulick

Director of Digital Transformation

for Global Manufacturing

AGCO Corp.

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Rebecca Holland NewGroup Vice President

Thermo Fisher Scientific, www.thermofisher.com/us/en/home.html

REBECCA Holland New became part of the Thermo Fisher Scientific

team in 2017 as part of Thermo Fisher’s acquisition of Patheon, a North

Carolina-based pharmaceutical contractor specializing in drug develop-

ment and delivery. Her legacy at Patheon, says colleague Mari Mans-

field, includes an overhaul of the company’s organizational culture and

business strategy, which helped drive revenue

from $650 million to $1.5 billion in five years.

“In 2011, Patheon had a good reputation, but it

lacked a unifying culture and strategy,” Man-

sfield says. “Rebecca’s first task was to trans-

form Patheon’s culture. A true thought leader,

Rebecca was the catalyst behind creating the

Patheon One Company Culture and working

with CEO James Mullen to establish the company’s five guiding com-

mitments that drive the culture.” Holland New, who holds a bachelor’s

degree in economics, marketing and finance and a master’s degree in

industrial and labor relations from Cornell University, “built expec-

tations for leaders and selected talent based upon their willingness

to support the strategy and be a fit with the newly formed culture,”

continues Mansfield. “During her first 18 months, 75% of the company’s

top 200 leaders were changed; placed were people in roles where they

could scale and add value; (and) ‘diamonds’ were pulled to the top.”

New training that emphasized driving change and enabling employees

to identify process improvements was implemented. Holland New also

led the creation of a repeatable, simple “playbook” for M&A diligence

and successful integration, Mansfield says, which allowed for seam-

less and quick (90-day) integrations of Patheon’s five acquisitions in

the past four years. Holland New “came into her role aiming to triple

Patheon’s size and change how the industry operates – specifically

focusing on building a sustainable culture of performance,” says Mans-

field. “On this, she has not wavered.”

How are you influencing the next generation of manufacturing leaders?

“Large- and small-molecule solutions treat patients and provide hope for

families; growth in medical need fuels the need for STEM talent pipelines.

Talent and innovation is in high demand; it’s our future and necessary for

our continued success accelerating more than 4,000 clinical programs to

market. I have been personally involved in tripling headcount and build-

ing the industry’s first end-to-end supply chain in contract development

and manufacturing, enabling our No. 1 market position – we launched

two times more drugs than our competitors over the last decade. I actively

support STEM education; it is essential to demonstrate the exciting role that

science plays in students’ lives and their potential to become involved in ad-

vancing new discoveries. I partnered with North Carolina State University

on designing education programs focused on women in technology, financial

training for supply-chain leaders and biomanufacturing. I expanded co-op/

intern programs globally and serve on panels/advisory boards with COIN,

BIO, PBOA, Life Sciences and the NC Research Triangle. Mentoring has been

a ‘given’ throughout my career, and I am proud to provide advisory support

to programs and students. The students of today will lead future innovation

and the next wave of technical advances in our industry.”Rebecca Holland New

Group Vice President

Thermo Fisher Scientific

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Rachelle HowardSenior Process Control Engineer

Vertex Pharmaceuticals, http://www.vrtx.com

RACHELLE Howard, who holds a Ph.D. in chemical engineering and

process control, “brings a highly innovative mindset to the field of

pharmaceutical manufacturing,” says Dennis Nash, president and

CEO of industrial technology and training services provider Control

Station. Currently, Howard is applying her process expertise and

innovation-focused approach as the automa-

tion lead in the development, implementation

and continuous improvement of the indus-

try’s first commercially approved continuous

manufacturing process, Nash notes. He adds:

“In each of her manufacturing-related assign-

ments, she lends a deep understanding of

manufacturing processes that has facilitated

the successful application of software-based solutions to a range

of complex production challenges.” While pursuing her doctoral

degree at the University of Connecticut, Howard developed a novel

method for assessing control-loop performance. “The research she

performed and the subsequent publication of her findings helped to

advance the state of plantwide process monitoring and diagnostic

technologies,” Nash says – and it helped spur Control Station’s entry

into that market. Working for Genzyme, Howard leveraged her Ph.D.

thesis to successfully design an automated technology that analyzed

plant data and identified underperforming control loops.

Today, as senior process control engineer at Vertex Pharmaceuti-

cals, Howard leads oversight and administration of the company’s

manufacturing automation infrastructure. She also is active in a

company-sponsored Women in Leadership initiative, serves as an

informal mentor to other female engineers, and has volunteered for

STEM and reading outreach programs at local grade schools. Praises

Nash: “From the procurement and successful implementation of

Who has been your greatest personal or professional influence?

“As a female engineer in an industry dominated by men, I’ve felt the need

to work harder to prove my strengths and dedication. I’ve also felt the

need to work harder to demonstrate that my thoughts are worth hearing.

After graduate school, I met my greatest professional influence, Bill, who

had more than 25 years’ experience in industry. He took time to teach me,

and he was also eager to learn from my experiences. Working with Bill, I

saw how his knowledge engendered respect from his co-workers and how

that respect provided a solid framework from which to positively influence

their decisions. His willingness to listen gave me the confidence to voice my

recommendations and demonstrate my knowledge, which opened oppor-

tunities to take on new challenges. One new challenge was joining Vertex

Pharmaceuticals, where I was the first in-house automation engineer. To be

successful in this role, I needed to not only understand the technical details

but also be able to teach the concepts to others and earn their respect. Ver-

tex is an exciting, forward-thinking company, and my being able to further

influence our advances in manufacturing is incredibly rewarding. I still feel

I need to work harder as a woman to prove myself, but I am fortunate to

have gained the confidence to make my voice heard.”Rachelle Howard

Senior Process Control Engineer

Vertex Pharmaceuticals

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new production automation solutions, such as data-historian and

control-system technologies, to the development and adoption of

customized automation and controls procedures, Dr. Howard has

played an essential role in the evolution of Vertex Pharmaceuticals’

core manufacturing business.”

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“SUPERVISOR of validation” perhaps doesn’t convey the enormity of

being the individual accountable for the maintenance of more than

2,000 active pieces of equipment, but Jan Lindsey has tackled the

role with a focus on maintaining impeccable standards and promot-

ing the integral value of the validation team’s

work throughout the Children’s GMP organiza-

tion, suggests her colleague James Knight. And

it’s critically important work: Children’s GMP

is the Good Manufacturing Practice facility that

operates on-site at St. Jude Children’s Research

Hospital in Memphis, TN. The facility “plays

a critical role in moving promising discover-

ies from St. Jude laboratories into our clinics,

ensuring that biopharmaceuticals and other biological products

for patient use are manufactured in accordance with strict federal

regulations,” St. Jude’s website notes.

Knight, director of quality assurance, says of Lindsey: “She has

directed equipment validation projects, process validation proj-

ects and hardware/software validation projects. Always willing to

step up, she has filled in as manager of our deviation management

program and served as an auditor for our vendor audit program.

Through her unique style of leadership, she has been able to guide

and influence our entire organization to (prioritize) compliance.”

Further, Lindsey’s work has inspired and helped open doors for

other women within the department and throughout Children’s

GMP as a whole, he says. “What a mentor she has become!” Knight

lauds, adding: “As her past director, I can tell you that she has made

my career easier and much more enjoyable. Because her work is

always near-perfect, she has made my oversight easy.”

Jan LindseySupervisor of Validation,

Children’s GMP LLC, http://www.stjude.org

Who has been your greatest personal or professional influence?

“In 1955, a young man lost his father. To help his mother, he began, at 16,

driving a school bus. In those days, all of the drivers were students and

received a free lunch along with their driving salary. In 1962, when he was

married and had a pregnant wife, he quit college just one semester short of

earning his engineering degree so that he could work full time for his fam-

ily. After that baby was born, he worked two jobs to support his family. In

1969, to give his children additional educational opportunities, he moved

his family from Winston-Salem to Atlanta, where he worked his regular

job and cut firewood on the weekends. This man, now 78 years old and

retired, continues to work for others. He makes and donates chairs, swings,

and toys used by occupational therapists to help mentally and physically

challenged children at the Signal Center in Chattanooga, TN. He serves as a

church trustee to ensure others have a safe place to worship.

I have seen this man work and help others all my life. He is my father, Ed-

ward Green, and he continues to be my greatest personal influence.”Jan Lindsey

Supervisor of Validation,

Children’s GMP LLC

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Anne LuciettoAssistant Professor, Purdue Polytechnic Institute’s

School of Engineering Technology, https://polytechnic.purdue.edu

ANNE Lucietto, a mechanical engineer by training, worked in indus-

try for the likes of Caterpillar and Fermi National Accelerator Labo-

ratory before starting her “second career” as an assistant professor

at Purdue University in 2014. She obtained a Ph.D. in engineering

education from Purdue in 2014 and has spent the past several years

pursuing a passion for helping ensure that

today’s engineering students are sufficiently

prepared for their careers. Lucietto says she

aims to provide students “with the means to

launch into their first position with confi-

dence and a high level of practical knowl-

edge” – things she hadn’t always seen in her

years of hiring and training recent gradu-

ates. Says one of Lucietto’s recent students: “Prof. Lucietto is real-

world. That’s a refreshing thing because a lot of other teachers are

obsessed with grades, books and school. She’s obsessed with helping

us learn what to expect post-grad.” Adds another: “(She) does not

make her knowledge of the content the focus. She encourages ques-

tions and discussions and even contributes to the questions to make

us think on a deeper level to connect different ideas.”

Lucietto is a life member and fellow in the Society of Women Engi-

neers (SWE) and has served as the organization’s national treasurer

and as a section president; she recently was named chair-elect of the

organization’s Women in Academia committee. In addition, beyond

contributing leadership and mentorship at the national level with

SWE and within the Purdue Polytechnic Institute community, Lucietto

advocates for STEM outreach locally by serving on the board of direc-

tors at Imagination Station, a science center in Lafayette, IN.

How are you influencing the next generation of manufacturing leaders?

“As an engineering professional in industry/manufacturing for nearly three

decades, I witnessed new graduates’ successes and shortcomings. Far too

often, incoming new professionals were well-educated but lacked the ability

to articulate their thoughts or apply the things they had learned and were

ineffective in team interaction. As one who learned and practiced the skills

required to be successful, I wanted to teach and help these students launch

into professional situations with ease. While my colleagues chose to discuss

retirement, I considered my next step. That was to change my career in

leadership roles to academia. After researching the best place to go, I real-

ized a terminal degree was required to obtain the positions I had identified

as supportive of my goals. In the academic setting, I have had the opportu-

nity to coach, mentor and influence senior students as they make their leap

into lifelong careers.”Anne Lucietto

Assistant Professor, Purdue Polytechnic Institute’s

School of Engineering Technology

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Brianne MurphyMarketing and Media Specialist

Longterm Technology Services, http://www.longtermtec.com

BRIANNE Murphy is applying her experience in academia – she’s a

former college professor – to help bridge the gap between academ-

ics and industry at Longterm Technology Services in Ontario, Can-

ada. Her colleague Chetan Gautam, a technical support engineer

at Longterm, writes: “Brianne has been instrumental in setting up

academic initiatives to connect industry with

universities and colleges so students have ac-

cess to premium CAD/CAM/CAE software used

in the field, including robotics and plant simu-

lation.” LTS, an independent consultant firm

and Siemens channel partner, already has

partnered with Western University, Fanshawe

College and St. Clair College’s Skilled Trades

Regional Training Centre to provide software, training, and cer-

tification, with the aim of helping to ensure that students gradu-

ate with the advanced skills and tech-savvy that manufacturers

urgently need. LTS also collaborates with higher-education institu-

tions on research projects that focus on machining technology and

industrial innovation.

Now, says Gautam, “With the successful launch of these programs,

(Murphy) is expanding to the high-school level to increase positive

exposure for trades and enhance recruitment.” Murphy arranges

student tours of shop floors, Gautam notes, and organizes com-

pany visits to classrooms to demonstrate current industry projects

and expose students to cutting-edge technology and to the wide

range of opportunities available in industry. States Murphy her-

self: “Despite an immediate, critical need for technology-trained

professionals, our customers have difficulty finding qualified can-

didates … We’re helping prepare the next generation of engineers

for rewarding STEM careers.” Murphy, an active member of the

How are you influencing the next generation of manufacturing leaders?

“As a former educator, I’m able to bring my expertise to the manufactur-

ing industry to help fill the skills gap with a fresh perspective. My pas-

sion for the industry helps me promote Manufacturing Day to encourage

the public, governmental bodies, guidance counselors, students and

parents to reframe perceptions on manufacturing. I share my experience

by mentoring young people, and I encourage girls and women to pursue

careers in trades and manufacturing. I am eager to participate in the

2018 Build A Dream event, which connects parents and daughters with

female mentors in skilled trades and in careers where women are under-

represented. This also includes networking with manufacturing compa-

nies. Together, we can achieve the impossible.”Brianne Murphy

Marketing and Media Specialist

Longterm Technology Services

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Canadian Tooling & Mining Association (CTMA) and the Canadian

Association of Mold Makers (CAMM), recently received the Top Mar-

keting Program Award for the Siemens Americas partners.

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Carol PtakPartner, Demand Driven Institute

https://www.demanddriveninstitute.com

CAROL Ptak’s 40-plus-years career in manufacturing and supply

chain started with a minimum-wage role on the shop floor. Quickly

rising through a variety of roles with industrial heavyweights such

as IBM, she gained international recognition while working for Heath

Tecna, a Tier One supplier for Boeing, for successfully combining

Lean, Six Sigma and MRP in her facility; this

earned the Boeing Pride in Excellence Award.

Ptak is a longtime member of and active par-

ticipant in APICS, a supply-chain professional

society, and was selected president and CEO

of the society in 2000 – becoming the first and

so far only woman to hold those roles. As vice

president and global industry executive for

manufacturing and distribution industries at PeopleSoft, she devel-

oped the concept of demand-driven manufacturing; she and fellow

Demand Driven Institute partner Chad Smith then went on to articu-

late a Demand Driven Material Requirements Planning methodology

to help businesses better manage their supply chain and succeed in

enterprise resource planning.

Ptak now travels the world teaching this method, having trained busi-

nesses in Europe, South America, Australia and Russia in DDMRP. She

recently was a visiting professor and distinguished executive in resi-

dence at Pacific Lutheran University.

Who has been your greatest personal or professional influence?

“The greatest professional influence in my career was Dr. Elaine Jeveli,

who hired me at two different companies. She was emphatic that I had to

find my professional association and get involved. This led me to a 40-year

relationship with APICS. In the 1970s, when I joined the organization, the

opportunities for and acceptance of women in manufacturing was very

limited. However, the opportunity to network with fellow supply-chain pro-

fessionals leveraged and created opportunities that catapulted my entire ca-

reer. I can track every professional success I have had in my career to some

connection with APICS. My volunteer work at APICS led to my selection as

president and CEO of the organization – and I am still the only female ever

to hold that position. Dr. Jeveli’s advice and mentoring was absolutely the

leverage point to success.”Carol Ptak

Partner, Demand Driven Institute

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Miranda ShopeVP of Operations, Avid Solutions

http://www.avidsolutionsinc.com

IT’S often repeated that one of the keys to engaging Millennial

employees – and persuading them to stick with their employer – is

helping them understand how their role factors in to the company’s

overall objectives. In her current role as VP of operations for engi-

neering consulting firm Avid Solutions and previously as director of

global operations for Rockwell Automation, Mi-

randa Shope has done just that to great effect,

says Avid Solutions’ Lacy Veltmann. Shope

“has a unique way of making her team mem-

bers feel as though their role within the com-

pany is important and understands the infinite

details of their jobs and how each impacts

operational success of the business,” Veltmann

says. “Miranda actively listens and engages with colleagues and

staff, empowering them to do their best work and giving them the

confidence to achieve their goals.” Her supportive, strategic leader-

ship style, as characterized by Veltmann – defined by a willingness

to delegate authority and an insistence on accountability, as well as

by a commitment to using detailed analytics to inform decisions –

helped drive a nearly 50% reduction in turnover in a previous role.

Shope received a bachelor’s degree in Pulp and Paper Science and

Technology from North Carolina State University and went on to

obtain her MBA from Pfeiffer University. Aiming to support women

in engineering and especially those in the male-dominated pulp

and paper industry, she has participated in or led several women-

in-engineering panels. Helping in these panels remains a top prior-

ity for Shope, as the panel encourages women in the industry to

guide college-age engineers in better understanding and accessing

a network focused on helping them achieve success. Shope herself

has hired and mentored several female engineers in the pulp and

Who has been your greatest personal or professional influence?

“My greatest personal and professional influence is Gus Cottros. I met Gus

when I was a student at NCSU and he was general manager of the global

paper chemicals division at Rohm & Haas and a director of the NC State

Pulp & Paper Foundation. After graduation, when I joined the Pulp & Paper

Foundation, Gus became my sounding board, both personally and profes-

sionally. We have similar personalities and work styles – (I found that) Gus

had already worked through and learned from things that I was experienc-

ing. I would reach out to him to gain his perspective on tough situations,

like the day I decided to leave my first job. Gus had a way of telling me

what I needed to hear without allowing me to doubt myself – one thing he

gave me that no one had given me before. He made me realize that I should

always trust myself. Through that guidance, I knew that no matter how

many mistakes I made or feathers I ruffled, I was capable of anything. This

is what I focus on with students I meet, professionals I mentor, and people I

manage. It’s what builds strong leaders!”Miranda Shope

VP of Operations, Avid Solutions

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paper and industrial automation sectors. With the belief that “pro-

moting others’ success before your own makes you more accom-

plished,” Veltmann adds, Shope “has discovered ways to empower

each of her team members.”

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Elizabeth TaylorOperations Manager, Eastern Oil Co.

http://www.easternoil.com

ELIZABETH Taylor’s career-spanning commitment to helping com-

panies develop and implement strategic plans that are rooted in

world-class manufacturing principles is informed, in part, by global

experience. A passionate beer brewer – initially as a hobby – Taylor

took a pause from her role as an organizational development consul-

tant at DuPont in 2013 to complete the de-

manding WBA Master Brewer program at the

prestigious Siebel Institute of Technology &

Doemens Academy in Germany. Already a Six

Sigma green belt and a certified Lean practi-

tioner, Taylor went to work after her return to

the States applying the centuries-old process

control and root-cause analysis principles that

were a focus at Siebel in combination with modern digital data-analy-

sis tools as a brewer at Dogfish Head Craft Brewery. There, she refined

data collection of yeast harvests to improve timing and yield, devel-

oped and implemented a process management system for updating

and reviewing standard operating procedures, and drove 5S improve-

ments for the fermentation cellars.

Later, at Axalta Coating Systems, Taylor helped create current and

future-state value-stream maps for production, in the process iden-

tifying 40 opportunities to maintain capacity with a 10% reduction in

product batch size. She also designed, coordinated and facilitated 5S

training to 600-plus employees and contractors, and developed Right

First Time metrics and standardized processes to improve operators’

knowledge base. A leader in coaching employees on collaboration and

skills development as well as Lean manufacturing principles, Taylor is

also a longtime Society of Women Engineers (SWE) member and cur-

rent director of local engagement on SWE’s board of directors.

How are you influencing the next generation of manufacturing leaders?

“My career path has been somewhat different from others’ within manu-

facturing: Many have an upward trajectory, whereas mine looks a bit like a

sine wave. I started as an engineer in manufacturing, moved into a first-line

manager role on shift, and then was a consultant to manufacturing. I then

chose to go to the floor as a brewer to learn the ropes and gain skills I knew

I would not get as a first-line, as well as to gain credibility. When you work

in manufacturing, I think a lot of the work you do is gaining credibility

with the team. How do they know they can rely on you and trust you? How

do they know you’re listening to their concerns and taking actions? There

have been a lot of things that I’ve done that many would consider ‘not my

job.’ I instead took them as an opportunity to gain credibility and better

understand the work that my peers had to do on a daily basis. My career at

DuPont gave me an incredible grounding in safety, and I was lucky to have

had a lot of fantastic mentors and coaches at all levels – production floor,

peers, management and upper leadership. I haven’t regretted any assign-

ment I’ve had; some I’ve liked more than others. All of them, I’ve found,

have built upon one another and provided me with new skill sets that have

influenced each subsequent role. How I am influencing the next generation

of manufacturing leaders is by not being afraid to take a risk and try new

experiences, even if it means a ‘demotion’ in the eyes of others. I do my best

to lead by example, and I think that when people hear my resume, they’re

both surprised and excited to think, ‘If she has done it, then I can, too.’”Elizabeth Taylor

Operations Manager, Eastern Oil Co.

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Dona TsengSenior Principal Engineer

Shire PLC, https://www.shire.com

DONA Huey Jie Tseng “is the most successful biopharm engineer

that no one knows about,” says Gary Riccio, president of biotech and

pharmaceutical consultancy GMR Engineering. Tseng, senior principal

engineer at Shire since 2016 and before that a leader in the same role at

Baxter International, “has successfully designed and managed the most

challenging manufacturing projects for compa-

nies such as Shire, Gilead, Baxter, Grifols and

others,” Riccio says. She has solved manufac-

turing-related FDA compliance issues for clients

under warning letter and consent decree, he

notes, and has a 100% first-time approval track

record on all of her FDA submissions in the past

20 years. Among her other accomplishments,

Riccio adds, Tseng created a fast-track methodology for developing and

implementing new drug processes and has designed and implemented

innovative processes for such critical tasks as sanitation and bioburden

reduction. “When engineering and quality groups cannot determine

root cause for FDA 483s and other compliance issues, they go to Huey

Jie for help,” he says. In 2011, he notes, Tseng took over a project that

Baxter had worked on without success for more than 10 years – tweak-

ing the viral reduction process for a nanofiltered drug that had an esti-

mated market value of $100 million a year – and successfully developed

and implemented a new process that passed conformance tests on the

first try. “Huey Jie has mentored me on drug manufacturing processes

and compliance solutions, and as an engineering contractor, I have

been able to take what I have learned fro her and provide unique solu-

tions for my clients,” Riccio says. In 2016, Tseng, who received her MS

in chemical engineering from National Taiwan University, served as

president of the Los Angeles chapter of ISPE, the International Society

for Pharmaceutical Engineering.

How are you influencing the next generation of manufacturing leaders?

“First, from factory floor to C-suite, my door is always open to anyone

looking for help, no matter your problem or experience level. Hav-

ing served in trade associations such as the International Society for

Pharmaceutical Engineering (ISPE), my focus on training programs for

young professional and student members is their effectiveness. (Want to

increase your value and get connected? Join your local chapter!) Now I

want to go a step further: My current mission is to develop systems that

fast-track new clinical drugs from the laboratory to clinical doctors and

patients who are desperately waiting for new, life-saving treatments.

Having lost my husband and best friend to cancer, it is also a very

personal mission. But therein lies an opportunity that can impact our

industry, our universities, our next generation and the patients that we

serve. My plan forges a partnership between biopharm companies and

universities where, using single-use technology, we can speed new drugs

to market. It capitalizes on university research, provides students with

real-world training even before they leave the university, and brings

hope to patients and their families. Generating revenue for the univer-

sity is an additional side benefit. I know it’s doable. Care to join me in

this endeavor?”Dona Tseng

Senior Principal Engineer, Shire PLC

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Lisa WebbVP of Operations, Gorton’s Inc.

https://www.gortons.com

LISA Webb “plays a major role in ensuring optimization and effi-

ciency of our operations team,” says Donald Lynch, VP of research

and development and quality assurance at Gorton’s. “She brings

many excellent ideas to the organization to help us constantly im-

prove and grow, including providing leadership for the engineering

team to design more-efficient equipment.”

Webb has played a key role in helping Gor-

ton’s become more flexible and agile from an

operations standpoint, Lynch adds, leading

the remodeling of the company’s plants and

helping shape business strategy to position

Gorton’s well for the future. In 2016, while

Webb was VP of supply chain at the Glouces-

ter, MA-based company, Gorton’s won the inaugural AIM Sustain-

ability Award from the Associated Industries of Massachusetts for

excellence in managing environmental stewardship, social well-

being and economic prosperity.

“As a seafood industry leader located in America’s oldest seaport … we

recognize that preserving our natural resources is not merely an op-

tion, it is a mandate,” Webb said in a news release at the time. Beyond

her leadership and mentorship within Gorton’s, Lynch notes, Webb has

served on the board of the National Fisheries Institute to help the orga-

nization recruit, retain, and promote more women in seafood manage-

ment roles. “I admire her energy and strategic thought process, and she

has delivered great results for our company,” says Lynch.

.

Who has been your greatest personal or professional influence?

“Two individuals come to mind who have had a significant influence on my

personal and professional development: my mother and Dave Weber, my

mentor and prior boss for 17 years. Both encouraged me to continuously

challenge myself. As a mother of four boys and in a career heavily dominat-

ed by males, it has not always been an easy path, but it has always been

extremely rewarding. My mother was a strong woman and a great leader,

ahead of her time, with a progressive mindset. She raised her family to be

educated, cultured and well-spoken. Not many women in the early ‘50s at-

tended college; she not only received her degree but also worked to help sup-

port my dad through college while raising a family of five children. She has

been a guiding force as a role model and helped me directionally with my

career path. Dave gave me industry insight into key job areas to advance

my career and helped me overcome some of the cultural barriers in the

manufacturing sector. He also gave me the wherewithal to manage a very

diverse supply chain/operations group, including managing Engineering,

Operations, Purchasing, Distribution, and Production Planning. (My mom

and Dave) always believed in me, with a supportive nature, motivating me

to strive for more and to be the best I could be. A key influence that drove

me to challenge myself and to continue to grow in my professional develop-

ment was the need to not let either of these individuals down. Both have

similar guiding principles: Lead with strength but above all else integrity.

Intellectual curiosity is a driver of successful leaders, both my mom and

Dave swore by this philosophy. (Now) I find mentoring to be one of the most

rewarding aspects of my career, and I will continue to be an ambassador to

bring the next generation of talent into manufacturing.”Lisa Webb

VP of Operations, Gorton’s Inc.

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Rendela WenzelGlobal Maintenance and Reliability Leader, Eli Lilly and Co.

www.lilly.com

Rendela Wenzel, a U.S. Army veteran and certified Green Belt and

RCM facilitator, currently travels across the country and around the

world as Eli Lilly’s global plant engineering, maintenance, and reli-

ability champion. Now in her 15th year with Eli Lilly, Wenzel designs

and implements reliability programs and then facilitates reliability

discussions and on-site failure analysis for

the company’s 21 manufacturing sites in 13

countries. In 2009, Rendela Wenzel took the

reins of Eli Lilly’s corporate lubrication tech-

nical team. She has continued to grow the

lubrication program and has recently taken

on a new role to further drive reliability. As

global process owner for reliability, Wenzel is

responsible for all of Lilly’s policies and direction for reliability and

predictive maintenance (PdM).

Wenzel also writes and implements policy and procedures that cre-

ate global quality standards and engineering functional standards.

In-depth analyses are performed at each site to ensure that global

guidance from corporate headquarters in Indianapolis is followed.

From the Global Center of Excellence, Wenzel’s group handles mate-

rials management, planning and scheduling, reliability, and mainte-

nance-management functions.

“What I love about what I do with reliability engineering is I can go

out and work with the crafts,” Wenzel says. “Then I can write the

report. I interface with higher levels of management, craftsmen, and

engineering personnel, and travel to different sites and help them

solve problems.”

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Who has been your greatest personal or professional influence?

“My mother has been the greatest influence in my life. She worked hard

all of her life. She didn’t have a college degree or any advanced school-

ing, but what she did have was an amazing work ethic, a down-to-earth

approach to life, and a willingness to give all of herself to help me be

successful. She taught me to think before I acted, stand up for what I

believe in, work hard and don’t expect anything to be given to you. She

said that if you’re knocked down, you get back up. Never give up. Rome

wasn’t built in a day, and you have to work hard to realize your dreams.

The sky is the limit.”Rendela Wenzel

Global Maintenance and Reliability Leader, Eli Lilly and Co.

As a woman in the historically male-dominated manufactur-

ing industry, “There can be a disparity…as you rise in the ranks,”

especially among engineers, she says. “The more experience I get

and the older I get, I find I’m held to a higher standard. It’s just

that much tougher, but it is an adjustment you make with time.

It becomes a part of your personality and a part of who you are. I

believe strongly that I should not be given a position because I am

a female. Give me the position because I’m qualified and the best

person for the position.”

Wenzel works to impart to junior engineers the critical role that

reliability plays in achieving business goals, and she mentors them

on how to sell this philosophy to senior management. She addi-

tionally is involved in the professional association WiRAM (Women

in Reliability and Maintenance) and has helped guide that organiza-

tion on proposal development.

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Talent shortage drives diversity initiativesRockwell Automation creates a culture of inclusion

By Rockwell Automation

The journey of Rockwell Automation to build an inclusive culture and a

more-diverse organization began long ago. Still a work in progress, the

automation giant’s transformation earned it the 2017 Catalyst Award,

which recognizes innovative organizational initiatives that address the

recruitment, development and advancement of women.

At Rockwell Automation, the push for inclusion and diversity began in

earnest almost 11 years ago, to address a growing shortage of workers

with necessary skills. “In order to attract the best talent, we need an

organizational culture that will support all employees – where every

employee feels they belong and can do their best work,” said Michele

Matthai, director, Culture of Inclusion.

Over the next decade there will be a billion new people in the middle

class, adding $8 trillion in consumer spending to the global economy,

said Matthai. Meanwhile, the war for talent will get even more chal-

lenging. Twenty-one percent of manufacturing workers, or 2.5 million

members of the manufacturing workforce, will retire in the next eight

years in the United States, according to ManpowerGroup, and 75% of

employers say new skills will be required over the next two years. Find-

ing great talent is one part of the equation, and a very important part.

“However, it is even more important to ensure we retain the talent we

have once they are here,” said Matthai. “Increasingly, we are finding

that culture is a currency to attract and retain talent.”

Diversity by the numbers

Women make up 47% of the population, but they comprise only 29%

of the manufacturing workforce, added Matthai. And only 23% of

senior roles are held by women. The same goes for underrepresented

minority groups.

A note from our IWiM 2018 sponsor

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“Research has shown that women and minorities in leadership roles

perform 35% better from a financial standpoint,” said Matthai.

With such sunny financial forecasts, what organization wouldn’t want

to break down the walls of boardrooms traditionally dominated by white

men? Matthai shared five compelling reasons to choose inclusion:

• Talent—employee attraction and retention

• Greater innovation and better decision-making

• Relevance—customers are becoming more diverse

• Greater productivity—if people don’t feel they have equal opportu-

nity, they’re not as productive

• Financial evidence—diverse teams outperform less-diverse teams

Let’s get to work

“Many companies are eager to create more diversity in their organiza-

tions,” Matthai explained. “And with the best of intentions, they may

be investing in programs that do not work, are not sustainable, or

worst yet, alienate the dominant group. White men are an important

part of the diversity equation. We must start the conversation there if

we want to create sustainable culture change.”

What works:

• Inclusion as a business imperative—it’s a talent agenda

• Understanding the dynamics of culture—dominant/subordinated/sys-

temic privilege

• Executives who personalize the work

• Critical dialogue and commitment to action

What does not work:

• Leaving white men out

• Lack of business ownership

• Viewing diversity as a problem

• Traditional programs; and

• Assimilation culture—changing who you are means you are not

bringing the best of yourself.

Rockwell Automation exit interviews of individuals leaving the orga-

nization revealed that the company had to do better, Matthai said.

“60% said it could have been prevented,” Matthai said. “Of under-

represented minorities, 48% said it could have been prevented.” That

meant opportunity.

“We brought in an outside company that did some amazing work to

help connect our heads and hearts to this work,” explained Matthai.

“We wanted to raise the level of understanding of the impact of group

dynamics. When we talk about diversity and inclusion, we talk about

the different groups, but we never talk about white men. They think

of themselves as individuals, not members of a group. But white men

are part of a group. It’s called the dominant group. When you under-

stand the dynamic between the dominant group and nondominant

groups, you understand the dominant group has access to privilege

and power.”

Roll out the program

“Over a four-year period, we talked to about 1,200 employees and got

an idea of what the barriers were,” Matthai said. “Then they created

inclusion change teams, and those groups were chartered with fixing

the barriers to inclusion.”

Many of the sales organization’s networking events, for example,

were similar, being centered around golf events or in sports bars.

With the new awareness, those events expanded to things such as

charity events or painting activities. “The more inclusive we are, the

more we can broaden our perspectives and get to better solutions,”

said Matthai.

The inclusion change teams started addressing barriers. “But it’s not

a one-time thing,” added Matthai. “It’s an ongoing willingness to ask

questions, be curious and connect with each other. Maybe it’s start-

ing a staff meeting with an inclusion moment. Over time, we real-

ized there were things we could do on a much broader basis. We’re

training managers on a daily basis, whether it’s hiring, coaching or

developing. We customize that training to make sure it’s relevant to

all of our leaders all over the world. We’ve seen a major transforma-

tion over the past 10 years, and now we’re looking for ways to make

inclusion part of our DNA.”

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