By QAD
The podcast currently has 67 episodes available.
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
In this episode of the Auto Supply Chain Prophets podcast, Beth Crowley, Chief Resilience Officer and president of the Crowley Group, joins hosts Terry Onica and Jan Griffiths to dive into the topic of resiliency and its significance in today's auto supply chain.
Beth starts by defining resilience, explaining that it's more than just an industry term; it's the ability of organizations and supply chains to adapt and bounce back from challenges.
The pandemic has heightened the urgency for companies to adopt resilient practices, and the data suggests that major disruptions are becoming more frequent. That's why Beth suggests that resilience should be woven into the culture, with everyone—from the front lines to the C-suite—playing a part in strengthening the supply chain.
Reflecting on the common tendency for companies to prioritize immediate crisis management over proactive planning, they discuss how automotive culture often glorifies the "firefighters" who save the day rather than encouraging a resilient mindset from the start. Beth suggests that organizations shift this perspective by training an "army of problem solvers" and integrating resilience into daily operations.
She shares practical advice for training teams, suggesting that even small organizations can identify recurring issues and use them as learning opportunities to build a stronger problem-solving culture.
Beth urges leaders to invest in their people, build resilient processes, and rethink their view of contingency planning—not as a task but as an integral part of their organizational mindset. Tune in to discover how to turn resilience into a foundational practice that drives success for your supply chain!
Themes discussed in this episode:
Featured on this episode:
Name: Beth Crowley
Title: President, The Crowley Group
About: Beth Crowley’s passion for Operations and Continuous Improvement runs deep in her family, tracing back to her grandfather’s pioneering work at Ford during World War II. After earning a BA and MBA in Supply Chain Management from Michigan State University, Beth’s career began with roles focused on Lean and Continuous Improvement. She has since held positions at companies like AlliedSignal, UNISYS, and Maytag, where she advanced her expertise in transforming organizations. A Lean Six Sigma Black Belt, Beth is now a sought-after consultant, part-time faculty member at Oakland University, podcast guest, and regular contributor to the Lean community.
Connect: LinkedIn
Mentioned in this episode:
Episode Highlights:
[02:05] Bend, Don't Break: Beth defines resiliency as the ability to bend without breaking, whether in people or supply chains. She says a resilient organization is powered by an army of problem solvers—individuals equipped to adapt, tackle challenges, continuously improve processes, and face whatever comes their way.
[05:10] An Endless Journey of Improvement: Executives understand the importance of resilience but often struggle to achieve it. Beth points to the value of empowering teams to handle disruptions, drawing from a recent AI and business resilience class to emphasize that resilience isn't a final goal—it's a continuous journey of improvement.
[07:56] The Secret to Resilient Organizations: Building a resilient organization isn't just about having a backup plan; it's about fostering a culture where everyone feels empowered to tackle challenges head-on. As Beth points out, with unexpected events on the rise, cultivating a team of proactive problem solvers ensures everyone is ready to support each other when crises strike.
[15:13] The Chief Resiliency Officer: Beth explains the evolving role of a Chief Resiliency Officer and how building a resilient organization is more than just strategy—it's about creating a culture of problem-solvers across every department. From high-level leadership to day-to-day operations, resilience starts with empowering teams to tackle issues head-on.
[18:05] Training Your Army of Problem Solvers: Beth dives into the practical approach of turning everyday challenges into training opportunities. By jumping in, mapping out the issue, and leading by example, employees learn to tackle future challenges on their own.
[19:48] Start Small, Bounce Back Big: Beth calls on leaders to start small and use what's available to build resilience. Empowering teams to tackle issues head-on creates a culture where challenges are met with a proactive approach and the ability to bounce back stronger each time.
Top Quotes:
[03:03] Beth: “Resiliency, when it goes from being people to being whether organizations or it's a supply chain or something like that, it means that it's so good that you can throw anything at that process, and it's going to bounce back. It's going to adapt to whatever that is. It's got the flexibility and the toughness to handle whatever comes at them. And in these uncertain times, we all need that with organizations, with our supply chain, with the economy, with people.”
[04:40] Beth: “If you're resilient, that means you're always looking at these processes, and you're always striving to get better because you're trying to manage all of the defects out of whatever that process is. So, it's the same thing with your supply chain. You're trying to manage the risks. You're trying to identify what they are, but you need the people who are trained on problem-solving so that when one of these issues comes up in front of them, they have the tools to deal with it.”
[09:36] Beth: “The only things at the time they had a contingency for were IT and big systems. It wasn't the supply chain. And if this supplier goes down, where are we going to get that from? And even though we have second sources and all that, there was no real good laid-out plan because nobody thought something like the pandemic would happen that would cause the global supply chain to be in crisis, right? Now, the data is saying every 3 and a half years, something major is going to happen. So, it's imperative that we build a process that's adaptable and flexible to handle it to say, uh-oh, this just happened. But I know what we're going to do. We're going to have a team. We're going to go through this, whatever the process is. And we know that we're going to come out on the other side in a better place”
[17:20] Beth: “There are two kinds of resiliency like I was saying, there's one that's high-level strategy, organization, supply chain, financials. And then, there is the how do we get there? And no matter where you are in the organization, I still believe that it's about that culture of problem solvers. So, would you need somebody in every department? Probably. It's just like the total quality that we did in the nineties and doing Lean and continuous improvement in AlliedSignal and everywhere else that we did this. You have to have the mindset of the people and leadership going in the same direction. And it's hard. It's hard to do because everyone is used to doing things the way that they've done them.”
[20:00] Beth: “Use the resources that you have. And again, it might just be in a different way. Whatever that problem that gets you, like I said, daily, weekly, monthly, the ones that repeat; start attacking those. It doesn't take much. It might take a whiteboard and a person or two, and a lot of times, it's a couple of hours. These are the things I do for companies when I go in as a consultant trying to help them. What's your biggest problem? Okay. Point me in the direction. I'll go do some digging, and I'll be back, and then we'll talk about it some more. And that's all it takes.”
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
In this episode of Auto Supply Chain Prophets, hosts Terry Onica and Jan Griffiths sat down with Alan Shevela, Global VP of Supply Chain and Quality at Aludyne, to talk about the company's push to innovate and how they're breaking new ground with digitization in the die-casting industry—all while keeping a strong focus on people.
Alan talks through the three challenges he's facing: developing people, embracing digitization, and building strong partnerships. With a hands-on leadership style, he's all about making sure everyone on the team feels connected to the bigger picture. For Alan, success comes down to one thing—building people-first teams that focus on the same goal.
Aludyne's project to streamline indirect spending has been a game-changer, helping them tighten operations across global sites. By letting the data do the talking and focusing on quick wins, Alan shares how they got the buy-in from the C-suite to drive their digitization efforts forward. It's not just about throwing tech at a problem—it's about showing the impact and making things happen.
Regarding supplier partnerships, transparency is the name of the game. Alan believes in keeping the lines of communication open, even when the news isn't what people want to hear. This approach has helped him build strong, resilient relationships that can weather the industry's inevitable disruptions.
When asked for one piece of advice for supply chain leaders facing industry transformation, Alan's advice is clear: Every interaction should aim to leave a positive impact, no matter how tough the situation gets.
Tune in to listen to Alan's insights on balancing the human side of leadership with the drive for digitization in the evolving automotive industry
Themes discussed in this episode:
Featured on this episode:
Name: Alan Shevela
Title: Vice President, Global Supply Chain and Quality at Aludyne
About: Alan Shevela brings over 27 years of expertise in global procurement and supply chain management. Since 2020, he has led Aludyne's Global Supply Chain Operations, overseeing global procurement, direct and indirect material purchasing, capital equipment, tooling, trade compliance, and logistics. Aludyne, a global leader in aluminum knuckles and critical chassis components for the automotive industry, benefits from Alan’s strategic leadership.
Alan's academic background includes an MBA with a concentration in Supply Chain from Michigan State University and a BBA from Western Michigan University, which have been the foundation of his career. Prior to joining Aludyne, he served on Executive Leadership Teams at Hella, TI Automotive, and Asahi.
Beyond his professional accomplishments, Alan is dedicated to his community. He serves on the Howell Chamber of Commerce Board of Directors and the Lake Chemung Boat Committee and coaches his daughters' basketball teams.
Connect: LinkedIn
Episode Highlights:
[04:12] Top Three Challenges: Alan dives into the three biggest challenges he’s facing at Aludyne as the company pushes toward innovation in the rapidly evolving automotive industry.
[05:01] People-first Approach: Success isn’t just about tools and systems; for Alan, it’s about developing people. He makes it a priority to connect with every layer of the organization, ensuring everyone is aligned and clear on what’s needed to win.
[08:39] Managing Indirect Spending: With support from the top executives, Alundyne launched the project to centralize spending, drive efficiency, and connect the dots between all their sites. The result? A more streamlined process that’s already delivering success.
[10:35] Say Goodbye to Spreadsheets: Alan shares how to break free from spreadsheets by showing how automation can transform efficiency. By proving the long-term ROI of new tools, he convinces the C-suite to ditch outdated practices and embrace smarter, more efficient solutions.
[13:23] Why Focus on Indirect Spend? Focusing on indirect spend like MRO services and capital tooling has led to significant savings at Aludyne. By proving the ROI of these investments, Alan has successfully gained buy-in from finance, showcasing that indirect spending can indeed impact the bottom line.
[18:21] Supplier Partnership: Real partnerships with suppliers mean staying in constant, honest communication, as Alan explains, to keep everyone aligned and adaptable even when things don’t go as planned.
[19:59] Based on Impact: When prioritizing supplier relationships, Alan adjusts his focus based on their impact and immediate needs, like addressing disruptions such as a rail strike affecting Canadian suppliers.
[22:29] Advice for Supply Chain Leaders: Alan’s advice is to make every interaction positive and impactful—regardless of challenges, a strong attitude and effort can turn situations around and inspire optimism.
Top Quotes:
[05:07] Alan: “My core focus is always on people. We can have all great tools, great systems, great everything, but if we don't have great people, we're not going to be successful. So, at my core, one of my priorities is always developing people. I read a quote a while back about how you're not truly a leader unless you've developed another leader who's developed another leader. And what that means is you can't stop just at one level below you because as we all have a lot of layers in all of our large global organizations, I personally make a point to touch every layer within the organization, within every function of the organization, making sure that everybody is very clear on our goals, our key performance indicators, and what it's going to take for us to be successful.”
[10:07] Alan: “Speak with data. Here's how much we spend in this area. Here's how much we can save if we drive synergies and commonize suppliers. We have 16 North American sites, and prior to 2020, the sites were managing the spending at a site level. Now that we're managing it across the region, the savings are significant, and we're really excited about where we're going with this project and the successes we're going to see moving forward with this project.”
[00:00] Alan: “I work very closely here at Aludyne with our head of IT because sometimes, from a procurement or supply chain perspective, we can be very creative and think, hey, I really need this tool and that tool. And it's not always conducive to what we currently have. So, working closely to really figure out on the front and what can we do and what's going to be really, really hard to implement and trying to get some of those quick, easy wins, really that snowball effect to help us continue to move forward toward gravitating away from spreadsheets and to more digitization.”
[19:01] Alan: “From my perspective, driving partnerships is so vitally important to our success. The constant communication. So, things, as both of you know, don't always go right and typically don't go as we plan in the automotive supply chain, specifically at the Tier One level. So, my idea of a partnership is being transparent and having constant communication, even when the information is not what the other side wants to hear. At least if we are proactively communicating, we're giving our supplier partners a chance to react to that and a chance to adjust to that and really having that constant communication.”
[22:52] Alan: “Every interaction that you have, focus on making a positive impact. And what I mean by that is there's so much of our lives, professionally and personally, that is out of our control. We do the best we can to deal with every situation and every circumstance, but we do control our attitude, how we treat people and our effort. We can make the choice no matter what the situation, no matter what the challenging circumstances are. We can choose to make a positive impact, and I know that sounds at times soft and fluffy, but it is something that we control that we can try to make a positive impact on people, on the situation, on every element of our lives.”
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
In this episode of the Auto Supply Chain Prophets Podcast, Terry Onica and Jan Griffiths sit down with Jim Liegghio, a seasoned supply chain expert with over 25 years of experience in the automotive industry. Jim, who leads the training, customer service, and membership engagement team within AIAG, dives into how AIAG bridges the gap between traditional practices and modern demands.
AIAG's core tools and methodologies, such as APQP and control plans, remain valuable despite the rise of EV startups and new industry players. Jim explains how AIAG embraces legacy OEMs and cutting-edge technologies, ensuring their tools stay relevant across various sectors.
While discussing AIAG's diverse training courses and programs, Jim provided us with a list of brief e-modules and comprehensive certification courses that the supply chain should take. From new workshops on MMOG/LE to tailored training for both seasoned professionals and newcomers, AIAG is focused on keeping up with the industry's rapid changes.
Jim is passionate about nurturing future talent and is actively involved in Wayne State University's supply chain programs. He highlights the impact of the 23-week Certificate Program in Purchasing and Supply Chain Management, as well as the Tomorrow's Leaders Today (TLT) program. Both initiatives have shaped the next generation of leaders by exposing students to the full spectrum of supply chain disciplines.
As the supply chain continues to evolve, Jim stresses that staying agile and embracing continuous learning isn't just a strategy—it's a necessity. However, beyond strategies and technologies, the real focus should be on people. Nurturing the next generation through training and mentorship is not just important; it's a non-negotiable. As budgets tighten, cutting back on training would be a grave mistake—especially now, when equipping future leaders with the skills to thrive is more critical than ever.
Themes discussed in this episode:
Featured on this episode:
Name: James “Jim” Liegghio
Title: Manager, Customer Experience & Engagement, Automotive Industry Action Group (AIAG)
About: Jim is a seasoned supply chain leader with over 25 years of experience, particularly in the automotive sector. His expertise spans a wide range of areas, from hands-on plant-level material and production control to high-level corporate logistics roles at major OEMs like FCA. He has navigated the complexities of international logistics, trade compliance, and cross-functional collaboration, gaining a global perspective that enhances his approach to supply chain management. He excels at working across departments to achieve strategic goals, with a strong focus on optimizing operations and fostering relationships. His work isn’t just about logistics; it’s about cultivating a culture of continuous improvement, community, and diversity. Throughout his career, Jim has remained committed to lifelong learning, driven by a genuine curiosity and a passion for leadership.
Connect: LinkedIn
Mentioned in this episode:
Episode Highlights:
[06:26] Staying in the Game: Jim tackles AIAG's efforts to stay relevant in the evolving automotive industry and highlights the importance of proven tools like APQP, even for EV startups that initially resist traditional methods. He also talks about their role as a collaborative platform where diverse industry players—old and new—come together to solve common challenges.
[09:41] Giving What the Industry Needs: Jim dives into AIAG’s extensive training programs and their impact on the automotive industry. He highlights how these programs adapt to evolving industry needs and share a compelling story of a former student now leading a semiconductor startup, demonstrating the lasting impact of AIAG’s education.
[13:27] APQP 3rd Edition: AIAG’s latest APQP update is more than a new edition—it’s a game-changer. Jim delves into how the refreshed APQP and standalone control plan are transforming training with new, flexible formats. From quick sessions to in-depth courses, he highlights how these updates are crucial for managing costs and avoiding post-launch issues.
[16:02] AIAG’s Top Training Courses: AIAG is transforming training with a range of courses from free “Essentials of Supply Chain” e-modules to advanced “APQP Control Plan” classes. Whether you're new or experienced, their diverse offerings cater to all levels, blending foundational skills with the latest industry practices.
[18:13] New MMOG/LE Workshop: Terry reveals an upcoming MMOG/LE workshop she helped develop for AIAG. Set to launch on September 18th, this new class promises a deep dive into critical MMOG/LE criteria. The workshop will begin with in-person sessions, but there are plans for future shifts to virtual sessions.
[21:04] Dedication Towards Education: Jim reveals AIAG's impactful partnership with Wayne State University, showcasing two key programs: the 23-week Certificate in Purchasing and Supply Chain Management, which covers all aspects of the supply chain, and Tomorrow's Leaders Today (TLT), designed to accelerate career growth of high-potential individuals.
[30:04] Preparing for the Future: In a time of rapid change, Jim emphasizes the need for agility and continuous learning in the automotive supply chain. He urges leaders to engage small to mid-sized companies with AIAG’s tools and resources, ensuring they stay ahead. He also calls on leaders to nurture future talent, urging them to invest in high-potential employees through initiatives like the 23-Week Certificate and Tomorrow's Leaders Today.
Top Quotes:
[06:45] Jim: “There's a lot of tools that we've proven out to the industry over decades that are tried and true. You get the common perception of these companies is that these tools are outdated, or they don't apply to us, or we're going to do business our way. We respect that kind of renegade spirit, of course, but at the end of the day, things like the core tools and the proven methodologies of APQP and control plan, those tools are so valuable to the manufacturing process that we often see those companies coming back in some way, shape, or form to consume those tools and use those within their business.”
[09:08] Jim: “We welcome all comers in terms of members of AIAG. Collaboration is really the essence of who we are. We like to say we're the platform where companies come together to solve a common industry need. I mean, that's been our tenant for 42 and a half years, and that'll be our tenant going forward is collaboration; it's one of our core values. So, we're very excited for the challenge. We do have an EV-specific strategy group that we're looking at and kind of rolling out some programs in that space specifically, but as I said, there's definitely obviously proven value in all of the standards and the core tools and the other programs that we've had for years as well.”
[10:13] Jim: “One thing that always amazes me is really the size and the diversity of our training program, and I think a lot of people don't realize that, especially, you know, coming in for one class here or one class there or they're taking e-learning online. We have a huge, diverse library of different programs, ranging from a half-day class, in fact, one took place today in the building, all the way through five-day certification programs and that type of thing. We even act as a licensed training partner for other global organizations in some cases. Our training portfolio is very, very diverse. We have everything from micro learnings or short half-day or one-day overview classes to more in-depth content and material. Obviously, as the learner portfolio changes and people's attention spans get shorter and shorter, they get pulled in more and more different directions. We've had to adapt some of those models, and we're looking to continue to do that.”
[31:18] Jim: “Be agile, be a continuous learner, and look at what AIAG has to offer. There's a reason we've been a significant and relevant player in this space for so long. We are the industry standards organization, plainly put. And like Terry said at the very beginning of the conversation, we're all about collaboration. So, also reminding people that they can have a seat at the table and have a voice in the discussion. So, really, that's what we're about, and that's what I would leave the audience with. Take a look at what's out there, and again, disregard the notion that it doesn't apply to your business, your space, or your niche of the industry. It absolutely does.”
[32:02] Jim: “We've talked a lot about next-gen and talent development and talent recognition. My personal plea would be to have people bring someone along for the journey to learn, grow, and develop within their organizations and invest in your key employees, your Hipo people. I just want to tag that on there. I know I was only supposed to say one thing, but I just want to make sure that it is known that talent wants to be developed. And there is a next generation of leaders out there that really are yearning for knowledge and experience.”
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
Sometimes, the daily grind can become all-consuming, whether you're running a supply chain, managing a manufacturing plant, or even producing a podcast.
Jan Griffiths and Terry Onica know this all too well, which is why they've decided to hit pause on the Auto Supply Chain Prophets podcast. This break isn't just about stepping back—it's about recharging, gathering valuable feedback, and setting the stage for future improvements.
In the meantime, they're gearing up for some exciting events, including the QAD Transform Conference in Brussels on September 24-25 and Chicago on November 4-6. These events will focus on thought leadership, networking, and the future of supply chain transformation. Jan and Terry would love to connect with you there, whether it's for a quick chat or a deeper conversation about your supply chain challenges.
Host:
Name: Jan Griffiths
Title: President and Founder, Gravitas Detroit
About: Jan is the architect of cultural change in the automotive industry. As the President and founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she hosts the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world.
Connect: LinkedIn
Mentioned in this episode:
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
In this Auto Supply Chain Prophets episode, hosts Terry Onica and Jan Griffiths explore the world of automotive software and technology with their guest, Manoj Karwa, Chief Revenue Officer for the Americas at Elektrobit.
Manoj dives into the exciting world of Software-Defined Vehicles (SDVs) and the advantages of open-source technology. He explains how SDVs, much like smartphones, will continually evolve with new features and improvements over time, enhancing everything from infotainment to safety.
Elektrobit is at the forefront of these innovations, with its software powering over five billion devices across over 600 million vehicles. Manoj highlights Elektrobit's groundbreaking Linux OS solution, the first and only to meet ASIL B/SIL 2 safety requirements. This commitment underscores Elektrobit's dedication to advancing safer and more reliable Software-Defined Vehicles.
The discussion also covers the challenges and importance of validating software to prevent issues like the recent CrowdStrike incident that caused the largest outage in the history of information technology.
When it comes to choosing the right software partners, Manoj believes that opting for the cheapest option can backfire. Instead, he advocates for focusing on value and quality, drawing from his experience in the automotive industry. He notes that as the market becomes more fragmented with new players and technologies, flexibility and a commitment to delivering exceptional value will be key for supply chain leaders.
Manoj concludes the episode with critical advice for leaders in the automotive supply chain: prioritize software above all else. He warns that failing to adapt to this software-driven future could lead to obsolescence, urging leaders to reinvent themselves or be left behind.
This episode is a must-listen for anyone in the auto supply chain looking to understand the future landscape of automotive technology and software's pivotal role in driving innovation and efficiency.
Themes discussed in this episode:
Featured on this episode:
Name: Manoj Karwa
Title: Chief Revenue Growth Officer Americas at Elektrobit Automotive Americas Inc.
About: Manoj Karwa, Chief Revenue Growth Officer Americas at Elektrobit Automotive Americas Inc., brings over 20 years of experience in the mobility industry, specializing in electric vehicle infrastructure, electric drive, power electronics, and energy storage systems. He has played key roles in scaling operations and facilitating acquisitions in the EV and renewable energy sectors, including overseeing the deployment of over 10,000 EV charging stations across major automakers and nearly 3,000 dealerships. Before Elektrobit, Manoj held leadership positions at EVBox, Leviton Manufacturing, General Motors, AT Kearney, and Ricardo Consulting and was part of the management team that led to the acquisition of Rhombus Energy Solutions for $185MM by BorgWarner, marking the largest North American electric vehicle infrastructure transaction to date. He also serves as a board member of the University of Michigan Economic Growth Institute and holds degrees from Carnegie Mellon University, Purdue University, and the University of Michigan.
Connect: LinkedIn
Mentioned in this episode:
Episode Highlights:
[04:47] Elektrobit and Software-Defined Vehicles: Manoj introduces Elektrobit and delves into software-defined vehicles, explaining how it transforms cars into continuously updated platforms through software updates.
[06:14] What is Open Source? Elektrobit's view and approach to open-source software highlight the collaborative benefits and the potential for rapid innovation and cost savings in the automotive industry.
[09:00] A Leader in Automotive Software: Manoj explains Elektrobit's competitive edge in the industry and showcases the first and only Linux OS solution to comply with ASIL B/SIL 2 safety requirements.
[10:29] Software Delivery: Manoj explains Elektrobit's various partnerships and commitment to over-the-air updates to integrate software with vehicles seamlessly.
[11:29] CrowdStrike Incident: Manoj recounts his experience with a significant cybersecurity incident involving CrowdStrike, emphasizing the critical importance of validating software to prevent failures and ensure safety.
[15:35] Cheapest is Not the Way to Go: Understand why opting for the cheapest solution in automotive software is a mistake. Manoj offers valuable advice for industry leaders looking to partner with software providers.
[19:24] Why Offer Software? Companies should start offering software solutions to position themselves at the forefront of the automotive industry's shift towards Software-Defined Vehicles.
[24:38] Think of Software First: Manoj explains the disruptive impact of prioritizing software development before hardware design and how embracing this mindset is crucial for automotive companies' future survival and competitiveness.
Top Quotes:
[05:34] Manoj: “What is Software-Defined Vehicles? Well, just like your smartphone, when you first buy it, it keeps getting better. The expectation is there are more features and more benefits, and you're going to evolve; the vehicle will evolve over time to meet customer and fleet requirements. There's a wide range of sensors to provide inputs, and there's communication internally and externally. The expectation is that it's not a one-and-done, that you buy it, and this is the experience. But the fact is that it'll get better over time; it'll delight you either with infotainment, with safety, with performance, with diagnostics; this is what's happening now, and this is the future.”
[14:15] Manoj: “The example that happened with the airlines and the hotels (CrowdStrike), that was not a malicious attack. But when we're talking about autonomous, connected, shared vehicles, if this occurs, this is why it's so important to validate software, either through virtualization, through demonstrations, upfront, before you push it forward. I can only imagine what would happen in the US or any other country where a type of vehicle or a segment of the market just slows down or gets stopped. It made me very thoughtful about what I'm doing today with Elektrobit and how important embedded software is in everything we use, especially transportation.”
[17:05] Manoj: “I need to differentiate between providing more value to the customer and more value in terms of either quality or saving them time and resources. I need to continue to delight them and overdeliver. I actually learned this from Toyota: “Underpromise and overdeliver.” So, this is hopefully a wake-up call to the supply chain leaders that a race to the bottom, the lowest cost, is not the way to go.”
[18:53] Manoj: “The reality is you have to be flexible, nimble, and to be able to scale. I believe that we're well-positioned for that. The point is that if you're a supply chain leader, looking at the total cost, the long-term relationship, I think, is critical. The second thing is don't go towards proprietary systems. Don't single source. Having multiple partners, maybe a lead partner and a secondary, and as most supply chain managers do, challenge your suppliers to provide the best solutions.”
[25:21] Manoj: “Think of software first. Think about what I can do with the software and then design the hardware around that. That is an approach that's disruptive and challenging because if I'm a, let's say, a foundational or legacy OEM, I have all these contracts. I have factories. I have unions. I have millions and millions of vehicles on the road I have to maintain for a decade plus. So, I'm being challenged by this. How do I disrupt that to think of software first? … If I am managing the supply chain, if I don't do this today, I'm not going to survive. This is the future. And it's a matter of time. There's going to be a tipping point where the foundational, the existing supply chains are not going to work.”
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
In this special milestone episode of the Auto Supply Chain Prophets podcast, co-hosts Terry Onica and Jan Griffiths celebrate reaching their 60th episode by revisiting six key moments from previous episodes that highlight the core mission of their show: preparing leaders in the auto industry for the future.
First up is TS Tech's innovative approach to MMOG/LE standard implementation. They share how Wendy and Jeff, key figures in MMOG/LE compliance, shed light on the often-overlooked material side of the supply chain.
Next, they explore risk management with insights from Christopher Mattingly, former VP of Transportation for Stellantis, who underscores the critical need for risk management in supply chains, sharing practical advice on contingency planning.
Shifting gears to the EV space, they revisit the comeback story of Volta Truck, an EV startup, showing how important training and alignment are in overcoming challenges in the auto industry.
In another segment, Terry and Jan delve into the enduring relevance of EDI, with Fred Coe likening it to the industry's lifeblood, and touch on the potential of new technologies like APIs. They also discuss QAD's Red Zone in an episode with Kevin Shayer, who explains how implementing the connected workforce solution boosted their company's productivity and engagement.
The final highlight is the episode with Mike Payoink, whose passion for moving beyond spreadsheets to a standardized, automated process across different plants demonstrates the significant benefits of real-time visibility and collaboration in managing quality and supplier issues.
In a captivating wrap-up, they identify five key success factors drawn from their extensive podcast journey, offering listeners actionable advice for navigating the future of the auto supply chain.
Themes discussed in this episode:
Featured on this episode:
Name: Terry Onica
Title: Director, Automotive at QAD
About: For two decades, Terry has been the automotive vertical director of this provider of manufacturing Enterprise Resource Planning software and supply chain solutions. Her career began in supply chain in the late 1980s when she led a team to implement Electronic Data Interchange for all the Ford assembly and component plants.
Connect: LinkedIn
Name: Jan Griffiths
Title: President and Founder, Gravitas Detroit
About: Jan is the architect of cultural change in the automotive industry. As the President and founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she hosts the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world.
Connect: LinkedIn
Mentioned in this episode:
Episode Highlights:
[02:59] TS Tech's MMOG/LE Journey: TS Tech's implementation of the MMOG/LE standard showcased the power of consensus and thorough education. Their approach ensured everyone, from plant managers to all departments, understood the mission, significantly impacting their success.
[08:01] Only the Paranoid Survives: Christopher Mattingly, a former VP at Stellantis, stresses the importance of risk management, emphasizing that disruptions are inevitable and preparation is crucial. He advocates for proactive contingency planning, asserting that "only the paranoid survive."
[11:44] Volta Truck's Comeback: Shiv Tailor from Volta Truck talks about the company's remarkable comeback from the brink of failure. Their successful rebound is attributed to practical training and level-setting across their diverse team, ensuring everyone understood key supply chain and quality processes.
[14:33] The Future of Automotive EDI: Fred Coe's discussion on EDI highlights its enduring significance, likening it to electricity—essential and often taken for granted. Despite being around for decades, EDI remains crucial, with potential new developments like APIs being explored to enhance its functionality.
[16:46] Stepping into the Red Zone: Implementing the Red Zone Connected workforce solution, as discussed by Kevin Shayer, led to increased productivity and reduced regrettable turnover. This technology enables real-time data reporting on the shop floor, enhancing employee engagement and improving critical metrics like OEE and on-time delivery.
[20:57] Automate your QMS: Mike Payoink of Penn Engineering highlighted the power of an automated quality management tool. This automation eliminates the inefficiency of spreadsheets and ensures faster resolution of quality issues, leading to significant operational benefits.
[23:38] Key Success Factors: Key success factors for the companies featured include a passion for their work, a belief in the value of technology, and the implementation of best practices. Additionally, authentic leadership and conviction, rather than compliance, drive their transformation efforts in the auto industry.
Top Quotes:
[07:34] Terry: “You never know what your competitor's doing. So, you need to always put your best foot forward on what you're doing. Because otherwise, OEMs see evidence all day, they know what best practices look like. They know what suppliers are doing good and what they're not doing. And so, I thought that was really good to remind everybody, you've got to be thinking about your competition and especially as we're moving forward in this industry, only the strong are going to survive, and the strong can show that they're strong are going to survive.”
[17:41] Terry: “On average, the customers that use our Connected Workforce Solution have a 29 percent increase in productivity, a 74 percent increase in engagement. Don't we all want engaged employees? And a 32 percent reduction in turnover. Can you believe that? Nobody wants to lose people. So, it's just amazing. Just giving the shop floor simple tools and get rid of spreadsheets.”
[18:47] Jan: “We can talk about technology until we're blue in the face. Unless we can prove or show the impact on the bottom line, there will be no interest and certainly no investment in the technology.”
[26:19] Jan: “The people that we talked to, Terry, they're comfortable in their own skin. They're not egomaniacs. They're not on the podcast to talk about how great they are or how wonderful they are. They truly come on the show to share what they believe in. That's what they're all about.”
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
In this episode of the Auto Supply Chain Prophets podcast, hosts Terry Onica and Jan Griffiths interview Christopher Mattingly, a seasoned veteran of over 40 years in the automotive industry. Being a retired Vice President of Transportation at Stellantis, Christoper is here to talk about the dynamics of the transportation aspect of automotive supply chain management.
Christopher begins by sharing an important milestone in his professional journey: his time as a production supervisor at the Warren Truck Assembly Plant. He reflects on how industry leader Dick Dauch helped shape his career and inspired him to climb the corporate ladder.
With experience in nearly every aspect of the supply chain, Christopher shares his thoughts on where the automotive supply chain should focus today: end-to-end visibility and schedule stability. He outlines his vision of a perfect supply chain and discusses potential solutions that would make the supply chain world a lot easier to deal with.
"There's no better way than communication," says Christopher. To answer Terry's question on enabling better collaboration, Christopher suggests that no department should be left to solve its problems; instead, we should all work together and strive to advance the company's overall objectives.
Regarding his transportation role, Christopher discusses the number one issue the transportation world faces today: capacity and the need to develop cost-effective solutions. He shares some of the disruptions he encountered in his career and the solutions they have applied, providing valuable insights into navigating the transportation aspect of supply chain management.
In light of the massive transformation in the automotive industry, Christopher said that leaders must embrace the mindset of contingency planning, echoing the phrase, "Only the paranoid survive." He stresses that while it's challenging and requires discipline and collaboration, investing in robust contingency plans is crucial for leaders to navigate inevitable issues in the industry's transformation.
Themes discussed in this episode:
Featured on this episode:
Name: Christopher Mattingly
Title: Retired Vice President of Transportation at Stellantis North America
About: Christopher Mattingly is a seasoned automotive industry expert with over 40 years of experience. A Wayne State grad, he started as a production supervisor at the Warren Truck Assembly Plant in the 1980s and retired as Vice President of Transportation at Stellantis. With a diverse background in Supply Chain Management, Christopher excels in Logistics, Procurement, Supplier Quality, and more. Known for his dedication, leadership, and problem-solving skills, he has consistently driven operational improvements and new product launches. Passionate about mentoring and motivating his teams, Christopher is respected across all levels of the industry.
Connect: LinkedIn
Mentioned in this episode:
Episode Highlights:
[03:25] Young Christopher’s Dream: Christopher reflects on his early career at Warren Assembly, admitting he had no clue about transportation back then. Inspired by Dick Dauch, a revered leader who became a plant manager at 30, young Christopher aimed for the same.
[05:19] The Main Focus: Diving into the world of supply chains, Christopher identifies two key areas we should focus on: achieving end-to-end visibility and maintaining stable production schedules.
[09:54] Collaboration 101: "There's no better way than communication," Christopher said. To foster collaboration, he said we should align objectives and have inclusive meetings where all departments work together to tackle challenges and deliver effective solutions that advance the company's overall goals.
[13:55] The Need for Capacity: Christopher tackles the biggest challenge transportation faces today—capacity, from ports to trucking—and the need for cost-effective solutions. He shares his experiences managing these challenges and ensuring efficient supply chain operations in the face of disruptions.
[21:45] “Firefighter” Mentality: Terry and Christopher discuss the importance of moving from a reactive "firefighting" mentality in supply chain management to a proactive approach. They stress the need to learn from past crises to create strong contingency plans and effectively use technology to ensure smoother operations and readiness for unexpected disruptions.
[25:46] Only the Paranoid Survives: Christopher emphasized the importance of contingency planning as the industry embraces transformation. Drawing from his past experiences in leadership, he encourages leaders to take a "paranoid" approach—being ready for and preventing disruptions through planning and tech integration to keep operations running smoothly and production on track.
Top Quotes:
[06:31] Christopher: “My vision has always been to have that end-to-end visibility of those parts. And it's not an easy thing to do. When you think about it, in today's world, we measure it and monitor it with websites with EDI, but it's all individual transactions from the different providers that you have. In the world that I see someday in the future, we're going to be able to grab that digital data from every one of these systems, standardize that data, and then compare and forecast when those arrivals are going to be and compare that to what the build plan is at our OEM plants. And then we'll know what's in trouble.”
[09:54] Christopher: “The key for any kind of barrier busting is getting aligned on what each individual goal is in the different departments and looking for those areas where you can collaborate. Where you can work with each other for both of you to be able to meet your particular objectives.”
[10:39] Christopher: “Just because it's a supplier quality issue doesn't mean it's just supplier quality's responsibility to help resolve that. Engineering needs to have their input in terms of what they need to do. The supply chain needs to be considered because maybe we have to change schedules in order to make that happen. So, how do you support making that happen? Manufacturing will have to implement or execute those things in the specific shop floor environments. So, getting aligned on what the particular objective is and figuring out how we can all collaborate to make that happen, I think, is important.”
[12:39] Jan: “When people retreat back into those silos and protect their turf, that's when the problem starts. When you have leaders at the top that start to behave that way. Often, they don't realize that emulates all the way and disseminates all the way through the organization. And then people start behaving that way. So, it starts right at the top. When leaders at the top can say, yes, it doesn't matter whose issue it is, we're all in to solve this together as a team, as a business. That's when we can really move a culture forward.”
[25:59] Christopher: “Only the paranoid survives. And it gets to that contingency planning type attitude when it comes to the supply chain. There are going to be problems. Things are going to go wrong. There are going to be failure modes. And so, what? We get paid to figure out how are we going to mitigate and minimize the impact of that particular issue. That's our responsibility, as leaders, to be able to do that contingency planning to make it happen. It's almost like you want to look at your supply chain as it's mapped out, and you would say to yourself, ‘What happens if I fail here? What's going to happen?’”
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
In this episode of the Auto Supply Chain Prophets Podcast, hosts Terry Onica and Jan Griffiths dive into the complexities of global trade, compliance, and logistics with their guest, Jeff Peterson, Director of Global Trade and Logistics at DRiV, a Tenneco company.
Jeff digs into the challenges facing the trade compliance industry today. He highlights the ocean shipping container shortage, which has led to increased costs and delays. He also addresses other disruptions, such as port backups and global trade policies, which compound the complexities faced by professionals in the field.
According to Jeff, staying informed through reliable 3PLs and brokers and leveraging technology and software applications is crucial in dealing with these issues.
Jeff Peterson explains that they handle customs audits by focusing on security and compliance. They take a proactive "shift left" approach, doing necessary work upfront to avoid audits. Their comprehensive strategy helps mitigate risks to both business and national security.
Talking about the challenges at the US-Mexico border, Jeff explains that security is the main focus. They use the CTPAT and FAST programs to facilitate smoother border crossings, similar to a TSA pre-check for cargo. These security measures help ensure efficient movement across the border.
Jeff's passion for people development shines through as he discusses his strategies for talent growth. He believes in creating comprehensive programs that offer career paths, hands-on experiences, and continuous learning opportunities.
When it comes to future-proofing the industry, Jeff advises Tier One and Tier Two leaders to focus on the people aspect of the business first, have an action plan, maintain pristine data, and be ready to pivot as necessary. He believes that while technology is vital, it's the dedication and expertise of individuals that truly drive success.
Themes discussed in this episode:
Featured on this episode:
Name: Jeffrey Peterson
Title: Director, Global Trade and Logistics CI, DRiV Inc. – a Tenneco company.
About: Jeff Peterson is a seasoned professional specializing in global trade and logistics. Currently serving as Director of Global Trade and Logistics CI at Tenneco, Jeff has extensive experience managing various functions, including Client Management, Reconciliation, Restricted Party Screening, and Export Operations, during his tenure at Livingston International. He has also led the Graduate Rotation and Development Program, aimed at cultivating entry-level talent for accelerated career growth. Jeff's expertise spans emergency management, cross-border improvement projects, and implementing supply chain processes to meet regulatory requirements. His leadership and contributions are instrumental in driving operational excellence and client satisfaction in international trade environments.
Connect: LinkedIn
Mentioned in this episode:
Episode Highlights:
[04:48] Global Container Shortage: Regarding current customs and trade challenges, Jeff highlights the shortage of ocean shipping containers. With high demand and low capacity, he anticipates escalating costs and delays globally.
[06:12] Staying Ahead of Global Events: Jeff shares how to stay on top of the issues they currently face in global trade, compliance, and logistics. He explains the importance of utilizing information from trusted partners and the use of technology.
[09:46] Always Shift Left: Terry explores the risks of customs audits with Jeff, who advocates for proactive measures. Jeff stresses the importance of "shifting left" or doing necessary work upfront to avoid audits.
[15:02] The US-Mexico Border: Outlining the challenges at the US-Mexico border, Jeff talks about their focus on security and their use of programs to expedite cross-border movements.
[19:05] People and Talent Development: Discussing his commitment to talent development, Jeff believes in structured programs and wide-ranging experiences to cultivate skills and perspectives essential for success in customs and trade.
[23:19] Advice for Supply Chain Leaders: Jeff advises leaders to focus on the people aspect of the business first, have an action plan, maintain pristine data, and be ready to pivot as necessary.
Top Quotes:
[04:54] Jeff: “I think the biggest thing that I'm dealing with right now, and I think it's unfortunately going to get worse, it's the ocean shipping container shortage. We're facing high demands and low capacity, and that's starting to come down the pipeline right now. So, it's not necessarily a trade compliance issue. It's a global trade impact, and it's going to get progressively worse. So, if you're talking about one thing that I'm dealing with right now, that's it. We're going to expect higher container costs. We're going to expect delays at the moment.”
[07:47] Jeff: “There's a lot of software opportunities out there that you can rely on, so you could put your supply chain in a software application that'll analyze risk for you. So, we rely heavily on that. That's beyond basic restricted party screening, where you're actually looking at your suppliers for a risk base, or you're actually looking at your supply chain environment. So, we have labor disputes, you have natural disasters, you have things like that, and they can actually put your supply chain into software and detect where risks might be to kind of put you into that challenge at hand. So, that would be probably one of the other areas that I would concentrate on.”
[10:30] Jeff: “With audits and risks, always shift left. So, that means you're doing the work upfront. You're doing the work while it's happening, not in an audit. So, we don't wait for audits. We don't want to prepare for an audit. We want to avoid an audit. And by doing so, it's developing that risk analysis, doing our own internal audit. So, if a governing agency came to you and presented you, we can say, 'Okay, here's our audit results. We've done most of the work for you. Show us where you think we've done right or where you think there's holes in it, and if you ask us to validate it, we have a proper audit trail to do it.'”
[12:31] Jeff: “I think in the supply chain, you have that visibility, that end-to-end on the inbound from the suppliers, on the outbound to the customers, and everything in between. That connection with purchasing, corrective actions on suppliers that are challenged, and getting data on the back end in countries that have indirect tax implications: Europe and Mexico. A lot of times, you'll see more of an argument to go that direction, but generally, that's what I would say is the rub. I would always go with the supply chain. I like it better in the supply chain.”
[23:41] Jeff: “Obviously, technology is the answer to that. But I want to take a step back, not to forget the people element of it. I mean, it takes people to operate. It takes people to be committed to it. So, I really feel that the real answer is people, but outside of people, it's technology.”
[25:04] Jeff: “The other piece is data. One thing everybody wants to say: I want to commit to a software provider, and I'm going to revolutionize my business. Well, generally, you're not going to do that if you don't have good data. So, at the ERP level, at the material master level, at the supplier and customer level, all your master data, you need to make sure that it's clean and it's proper, or else anything that you're looking to gain out of a system isn't going to happen. So, that's where I would focus. Make sure that the fundamentals are there.”
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
In this episode of the Auto Supply Chain Prophets podcast, co-hosts Terry Onica and Jan Griffiths welcome Steve Povenz, a recognized leader in automotive quality, to discuss the crucial integration of quality and supply chain functions.
Steve believes quality and supply chain are inseparable and fundamental to an organization's success. He points out that many organizations fail because these functions operate in silos, leading to inefficiencies and missed opportunities for improvement.
He stresses that quality should be proactive and collaborative, engaging with other departments to understand and mitigate issues before they arise.
Steve highlights the importance of regular cross-functional reviews and the use of technology to bridge gaps, streamline processes, and enhance data accuracy. He praises Terry and Cathy Fisher's 24 Essential Supply Chain Processes as a comprehensive roadmap for improving these integrations.
Jan and Steve discuss the impact of leadership and culture in fostering collaboration between quality and supply chains. Steve says effective leadership and shared goals lead to successful outcomes regardless of organizational structure.
They touch upon the need for evolving standards like IATF 16949 to keep pace with industry changes, particularly the shift from internal combustion engines to electric vehicles.
Steve encourages quality professionals to engage with AIAG, participate in summits, and provide feedback to help shape the future of automotive quality standards.
The episode concludes with Steve's practical advice for leaders in the automotive supply chain: engage with quality counterparts, involve them in daily operations, and leverage their expertise to solve problems collaboratively.
Themes discussed in this episode:
Featured on this episode:
Name: Steve Povenz
Title: Visionary Global Quality Leader, Director of Quality at Shape Corp.
About: Steve is a visionary global quality leader with extensive expertise in Quality Management Systems (QMS) and project management. As the Director of Quality at Shape Corp. for 18 years, he has driven significant improvements in customer satisfaction, cost reduction, and quality standards. Steve excels in fostering organizational growth, creating an empowered employee experience, and enhancing stakeholder engagement. His multicultural corporate background highlights his proficiency in quality leadership and relationship management. Additionally, Steve actively contributes to industry groups, including the AIAG and Eastern Michigan University, and serves on Nissan Motor Corporation's Supplier Quality Council.
Connect: LinkedIn
Mentioned in this episode:
Episode Highlights:
[03:11] Quality and supply chain: Both quality and supply chain are crucial, and recognizing their interdependence is critical to organizational success.
[03:50] Addressing silos: Steve highlights the need for quality functions to proactively collaborate and take accountability to build a resilient supply chain.
[07:08] 24 Essential Processes: Steve praises the 24 Essential Supply Chain Processes as an excellent roadmap for integrating quality and supply chain functions to enhance overall effectiveness.
[12:44] Leadership and Collaboration: Effective collaboration and shared goals between quality and supply chain leaders are crucial to achieving organizational success and leveraging technology effectively.
[19:03] Adapting to EV Risks: As the industry shifts to electric vehicles, IATF 16949 processes must strengthen risk management and agility to keep pace with rapid technological changes.
[20:34] Volunteering at AIAG: Steve encourages professionals to get involved with AIAG, highlighting the benefits of networking and contributing to industry best practices through volunteering and providing feedback.
[23:38] Invite them over: Steve offers practical advice for leaders in the automotive supply chain on improving collaboration with their quality counterparts.
Top Quotes:
[03:15] Steve: “Terry, when we first met, we had the conversation, and I had joked with you a little bit, and I said, 'Quality, Terry, is everything.' But you could also turn around and say to me, 'Oh, Steve, supply chain is everything,' and the truth is, we would both be right. There is no quality without a supply chain, and it's important that we recognize that. In fact, we could even say that it starts with the supply chain. No matter where you're at, you're dependent upon your supply chain for your performance as an organization.”
[08:05] Steve: “Utilizing the 24 Essential Processes of Supply Chain really sets you up for planning, execution, monitoring, and corrective action; that whole PDCA cycle that needs to take place within the supply chain. If the quality professional is not engaged with those and doesn't understand what's being done upstream, that's going to make their job a lot more difficult in manufacturing.”
[10:31] Steve: “All functions throughout the organization need to be committed to that common goal of safely delivering a quality product to our customer on time, every time, at the lowest possible cost, and we need to continue to work to drive that cost down, and quite often, the use of technology can help us. Whether it's more accurate ordering, faster responses throughout the supply chain, and that connection to our operations, leveraging technology to do that is really vital.”
[14:38] Steve: “No matter where supplier quality resides, if it's in the supply chain or it's reporting up to the quality function, if we're siloed, one silo is going to be disappointed and feel like they're not being served. It's vitally important for quality function leadership along with the supply chain leadership to be synced up, to be seeing things the same way, to have that common goal, and how we're going to get there.”
[19:47] Steve: “New products and new processes mean risk. Couple that with our speed to market because we're going at a breakneck speed now more than ever, and it's going to continue to get more. We were taking on this increased risk when we had less time to mitigate that risk. So, I think, while the last revision of the IATF 16949 really was focused on risk, I think that we need to even strengthen that more and look at our supply flows and look at making sure that we have processes that are agile so that we can adapt to this added risk in the time that we need to execute on the deliverables and get to market with a quality product.”
[24:30] Steve: “The quality professional would certainly love that opportunity to help. Just inviting them in, developing that relationship, and solving problems together will go a long way to bridging that gap and breaking down the silos.”
At the heart of The Prophets’ vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here
In this episode of the Auto Supply Chain Prophets podcast, hosts Terry Onica and Jan Griffiths switch things up as Terry interviews Jan about her new book, AutoCulture 2.0. The conversation starts with Jan sharing the intense yet fulfilling journey of launching her book, which has already reached number one in Amazon's leadership category.
Jan explains that her book is designed to drive a much-needed cultural shift in the auto industry. She stresses that while the industry is buzzing with technological transformations like EV adoption and smart cities, the focus must also be on evolving leadership and culture to match this rapid change.
Terry and Jan delve into the importance of effective communication and stakeholder buy-in for successful change initiatives. They highlight how a collaborative approach, rather than a command-and-control style, can drive better results and innovation within the supply chain.
The discussion also touches on personal stories that shaped their leadership styles. Jan shares how her father's farming background and pub negotiations subtly taught her invaluable leadership and negotiation skills. Terry recalls the lessons her father imparted, emphasizing the profound impact fathers can have on their daughters' careers.
The episode wraps up with Jan advising listeners to reflect on their own leadership identity and values. She encourages leaders to be clear and intentional about who they are, which will, in turn, help inspire and guide their teams more effectively.
Themes discussed in this episode:
Featured on this episode:
Name: Jan Griffiths
Title: President and Founder, Gravitas Detroit
About: Jan is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape.
Connect: LinkedIn
Mentioned in this episode:
Episode Highlights:
[04:15] Book Overview: Jan dives into the book, emphasizing how important it is to match the culture of the automotive industry with its technological advancements.
[05:35] Technology and Culture: Jan discusses the critical link between technology adoption and organizational culture, highlighting how effective leadership and cultural alignment can mitigate the high failure rate of technology initiatives.
[08:57] Command and Control: Discussing common pitfalls, Jan explains why change initiatives often fail due to ineffective leadership and insufficient stakeholder engagement, highlighting the importance of buy-in and communication.
[13:26] Make Them Understand: OEM mandates like MMOG/LE and EDI add savings at all levels; still, resistance often comes from a lack of understanding. Jan emphasizes that effective leadership means setting strategy and inspiring teams rather than micromanaging.
[18:13] The Toyota Way: Highlighting Toyota's coaching mindset, they discuss the importance
of nurturing supplier relationships and working collaboratively to achieve the best business outcomes rather than focusing solely on penalties and blame.
[20:31] Parental Influence: Reflecting on childhood experiences, Jan and Terry share insights into the profound impact of parental guidance and influence on their personal and professional development.
[23:18] Jan's Advice: Terry asks Jan for one actionable takeaway for listeners. Jan's advice: "Ask yourself, who are you as a leader?"
Top Quotes:
[03:28] Jan: “What really matters, and the reason I wrote the book, is to impact an entire industry. So, the question now is not how many books are we selling. It is what people are doing with these books. It's written in a way so that leaders in the auto industry can use it as a tool to open up dialogue about culture and about leadership. So, that's what I want to see, Terry. The real impact that we're going to feel in the industry.”
[04:26] Jan: “We know the automotive industry right now is going through a massive transformation: EV adoption, we talk about batteries, we talk about technology, we talk about autonomous driving, smart cities, and on and on. We talk about this all day long, but what we're not talking about is the people and the culture required to go along with this change. Think about it this way. You wouldn't try to run a 4k video on a Windows 95 operating system. So, what makes you think that we can run this industry with the massive transformation that's going through right now, all the technology, the speed and agility that's required, the innovation, and on and on?”
[22:55] Terry: “One of the things I want to tell the listeners today, especially the men out there, is don't underestimate the impact that you can make on your daughters. You can teach them to be very successful women, and it's just amazing what you can do in their life.”
[23:31] Jan: “Ask yourself this question: who are you as a leader? So often, Terry, we can't answer that question, and if you don't know who you are as a leader, how do you expect other people to support you and follow you? You've got to know who you are as a leader. What do you stand for? What are your values? What is the culture that you want with your team and in your company? Answer that question.”
The podcast currently has 67 episodes available.