June 4, 2015

Goal of the Exchange Process 1. Help each Member professional to expand their business networks in order for you to improve the efficiency and effectiveness of how you tackle your job functions. 2. Provide Members with a dynamic and reliable resource to help you solve problems and find new implementable ideas

Rules of Engagement 1. Do not use your HOLD button on your telephone – hearing elevator music in the next 60 minutes is not good! 2. No body language signs – please be aggressive and speak your mind and thoughts. 3. Please identify yourself with name and company before speaking. 4. Take Notes about who is saying what… 5. Warning: My goal is to facilitate aggressively so we can cover as many topics as possible. 6. Last but not least, I need your feedback on how to make this process better for you and the participants. 7. Anti-trust overview -

Question: How many people have non-compete and non- solicitation agreements with current employees, so if they leave, they don’t recruit? (Kelly Goodsel)  Harry: Everyone signs a non-compete but not a non-solicitation  Non disclosure and non-solicitation  Mark: non-solicitation with suppliers  Vern: Use nothing…  Mark S. – Just use on key employees  Max: – Just use on key employees (business development managers)  Scott: Confidentiality agreements  Tom: Key executive level positions with ND and NS Severance agreements  Alan: NS will rarely be shot down and are always upheld by the courts. Manage the mind-set…NS is the bang for the buck.

Question: Is the role of an ISO/TS Management Representative a full time position? (Mark Hanaway)  Harry: Quality manager assumes role; not a dedicated position. 33 machine with 100 employees  Kelly: Not dedicated; part of QM function. (Would argue dropping the certs because every year we are getting MMOG and customer visits and monitoring = not worth dropping)  Kevin: Use to have a full time; but moving toward quality Mgr. (All about how you manage the internal audits)  Mark S.: Quality manager assumes role  Max: QM spearheads a team; we may be saying we are ISO compliant. (Packaging world)  Scott: Part of the QM; probably 50-60% of time  Tom: Part of the QM  Vern: Team effort

Question: How quickly can you react to erratic business conditions to assure stable financial results? (Tim Jarvis)

Question: We have 100 employees and 24 have used FMLA this year. Only one is salaried, is this typical? ( Scott Titzer)  Mark S. = Same thing; it’s happening where employees are receiving more than a serious events  Alan = the policy is very, very liberal  Harry = 25 cases in 2014; 6 active ‘15  Kevin: Not as big of an issue for us  Mark: Seeing limited use in Meadville  Max: Echo what Kevin said  Tom: 100 FTE – 2 legitimate cases in last year  Vern: No problem at all.  Kelly: Nothing

Question: What is the molding community’s standard practice for production planning in a master schedule in terms of weeks, days or hours? (Mark Hanaway)  Tom: using a total visual on dry board that measures 20’ X 10’. Every press has job running job on-deck, and in the hole.  Max: Same as Tom!!! With 53 presses. At 0900, we see projections. Use a stand-up meeting.  Mark S: Very tough locking in the schedule. We do run forecasts based on historic records,  Vern: GO with wind…  Harry: Some presses dedicated to certain molds; Use a system working off customer orders; few customers in Kanban

Issue: Is anyone else having to raise hourly wages in order to attract the talent necessary and retain the people you have? (Charlie Braun)  Harry: 3% per year has been the average.  Kelly: Time / skill progression for with monetary rewards. Good year…we are doing a little bonus to recognize the team for positive performance. Difference between pay raise Vs. cash check as a bonus.  Kevin: Recently took a hard look a YE bonus system. Just put a 401K  Mark H: Implemented a bi-annual bonus system. July / December. New folks (CBA level operators) with pay raises and mandatory knowledge base  Max: Raised hourly wages; incorporated profit sharing; clear and defined performance bonuses; matching on 401Ks  Mark S:

Question: Our customers appear to be getting a bit more “aggressive” on everything from pricing models to quality requirements, is this happening to anyone else? (Tom Duffey)

Question: What are some successful strategies for “upgrading” management talent (salaries, training, new hires, etc)? (Elizabeth Johnson)

Question: How do your Sales & Marketing team penetrate new markets? (Max Leone)

Question: What are typical Injection Molding Machine Rates with operator and profit in Mexico both inland and close to the border? (Mark Swanson) 

Question: How have other companies successfully motivated third party reps? (Kevin Herschfield)

How do we improve participation?  A little more targeted to get them on the first time. Maybe should not post to the website; others get access without investment  Tom: survey that takes the temperature on what you would get on a before OR after hour exchange???  Great to hear all perspectives…  Can’t participation you MUST contribute a question  Advertise the results of this…this is what got addressed Use the results to market for the next call.

Save the Date for The Benchmarking Conference Oct , 2015 THANK YOU!