Page 30 - MetalForming April 2014

Investing in Technology and the Workforce
From Toolmaker to Cultivator of Technology and Talent
Jody Fledderman’s first real impact on the company his father built came when he spearheaded what he says was the second wire-EDM machine installation in the state
of Indiana. It was that project at BTD, in the early
’80s, that most signifies his belief that technology paves the way to continued success in the metal- forming industry. There’s no better way to illustrate how deeply he believes in his chairman’s theme of investing in technology and talent, to help ensure a prosperous future.
Cultivating talent can be seen in the innovative ways in which Fledderman enriches the lives of employees. Case in point: an onsite health clinic BTD launched in 2007 “as a leap of faith,” says Fledderman.
“The clinic, operated by a third party that assumes all of the risks and requires us to maintain the physical space and equipment, has been key in attracting employees and keeping them here,” Fledderman explains. “As opposed to our wellness program, which seems to attract the same small core group of employees each year, we have more than 95-percent participation in the health-mainte- nance plan provided for by the onsite clinic. As a result, not only have our insurance costs become manageable, but employee morale has improved noticeably.”
On the technology front, it’s easy to see how Fledderman and his executive committee cultivate technology to harvest success.
“Either we save material content or we run
faster,” says Fledderman. “That’s what we have to work with to improve margins. How much can we make in a given time, and how can we minimize material use and costs? So we look to technology to help us develop better blanks and run our equipment faster to increase capacity.”
Fledderman’s fascination with manufacturing technology began as a teenager, when he got his first dose of the BTD toolroom. After performing primarily menial chores for the company as a youth, once he got a “taste of the CNC machines, I was hooked,” Fledderman says. “I found toolmaking contagious.”
Fledderman attended college-prep courses in high school, but once he graduated, rather than enroll in a 4-yr. college, he says he felt like it was time to move on.
“I always knew I’d end up working at my father’s company,” he adds. “That’s what I wanted to do, so I started here full time after graduating from high school.”
Fledderman also attended night classes and the University of Cincinnati’s College of Applied Science, “not working toward a specific degree,” he says, “but to fortify the knowledge and skill base needed to work at BTD.” He went through the state’s journey- man program, earning his tool and die making degree in 1983.
Fledderman’s climb up the ladder gained steam in 1985 when he moved from the CNC department into design. Shortly thereafter his father named him vice president of engineering, and then dropped the bomb.
“In 1988 he told my brothers, my sister and I that he and our mom were moving to Florida,” says Fledderman. “He laid out the succession plan and appointed me president.”
At that time the company’s annual revenues averaged $12 million. Today BTD is a $120 million company that includes a significant presence in Mexico. And, Fledderman admits, his role at the company has evolved just as significantly.
“In the beginning I spent hours every day on the shop floor, involved closely with operations. Now my focus is on managing the business and nurturing customers. And, on preparing BTD for the future, by shepherding our investments in technology and on building relationships with Ivy Tech and with our schools, to attract the next generation of workers to manufacturing. That’s the best way I know to give back to the company, the community and the industry—all of which have been very good to me.”
Mexico before moving to BTD head- quarters and being promoted to vice president of finance.
“Promoting from within and then backfilling from up-and-coming mid- dle managers has helped support our growth,” Fledderman shares. “We’ve never lost a key employee other than to retirement or death. People see a future here. In fact, I believe we can make a full transition in the next 10 to 12 years by bringing in very few employees from the outside, except for entry-level work- ers to fill our needs on the shop floor.”
Role of PMA’s Management Development Academy
Helping to backfill the firm’s man- agement needs, several BTD up-and- comers have attended the PMA Man- agement Development Academy (MDA —www.pma.org/mda). Launched in 2012 by then-PMA Chairman P.J. Thompson, the MDA is a three-part series of forum-style workshops, instructional seminars and structured networking. Content is designed exclu- sively for middle-management profes- sionals looking to advance their busi- ness and leadership acumen.
“We’ve sent four employees from our U.S. plant to the MDA,” says Fled- derman, “and three more from our Mexico facility.”
PMA’s training and development offerings, as well as its networking opportunities, ring throughout BTD and play a critical role in its success. Fledderman explains:
“Since joining PMA (in 1989), I’ve been hooked. I joined, in fact, after attending a local PMA event at which PMA Chairman Pat Thompson (P.J. Thompson’s father) gave a thought-pro- voking and informative presentation. The networking opportunities, for me and for several of our employees includ- ing our executive-team members, pro- vide immeasurable benefits. For exam- ple, Gene Lambert belongs to the PMA Sales and Marketing Committee; our human-resources manager (Carla Enzinger) participates in PMA’s HR Roundtable and its accompanying list- serve; we have various women attend
28 MetalForming/April 2014
www.metalformingmagazine.com