Welcome to the Industrial Executive!
I’m super glad you’re here.
Let’s get to it!
🚨 In the News
Stellantis, the world’s fourth-largest automaker, is making a historic bet on US manufacturing with a massive $13 billion investment plan that will play out over the next four years, the single largest US investment in the company’s 100-year history.
Here’s what’s inside:
Five new vehicles launching in the US: These include a revived Dodge Durango (to be built in Detroit), an all-new midsize pickup (to be produced in Toledo, Ohio), a pair of new Jeep models at a reopened Belvidere, Illinois plant, and an all-new large SUV and advanced powertrains in Michigan and Indiana.
Expansion across the Midwest: More than 5,000 new jobs will be created, with boosted annual vehicle production by 50%. The jobs and upgrades will be spread at plants in Illinois, Ohio, Michigan, and Indiana.
Big product refresh: In addition to the five brand-new models, Stellantis is rolling out 19 refreshed vehicles across all its US plants, plus introducing a new generation of engines and electrified powertrains through 2029.
Tariff maneuvering: This shift is partially strategic to counteract high tariffs on vehicles produced outside the US—Stellantis wants more vehicles made domestically for the North American market.
Electrification and innovation: A portion of the investment is earmarked for EV production (including rare-earth-free magnet partnerships and new engine platforms), aiming to solidify Stellantis’ position in the growing US EV and hybrid vehicle space.
This investment marks a dramatic signal of Stellantis’ long-term commitment to American manufacturing, jobs, and innovation, targeting both traditional gas-powered and future-forward electric vehicles.
The new wave of hiring and plant re-openings means increased local economic activity and a more robust supply chain footprint across the Midwest.
I love to see it.
🎬 Executive Spotlight
This week, Justine Franchina, is in the hot seat.
With a PhD in Polymer Organic Chemistry from Texas A&M and nearly two decades leading teams from DuPont to Chem-Trend and most recently as COO of Greene Tweed, Justine is the kind of leader whose methodical drive delivers real results. It’s my pleasure to introduce our conversation here.
Enjoy this Q&A with Justine:
1. What's one belief about leadership or operations that you held for years that you now realize was completely wrong?
“Leading by example will always enable people to trust you and cause them to aspire to behave in the same way.”
For this belief to be true or utilized the people you are engaging need to have intrinsic drive and a desire to be engaged.
When the culture of an organization is broken this belief does not help you to be a successful leader.
Culture eats Strategy, Progress, and Execution for breakfast, lunch and dinner….
2. What's the most effective way you've found to get buy-in from plant floor operators when implementing new systems?
Change management is critical for buy in.
Being clear about the why and the how individuals and functions will be impacted is key.
As a system implementation is being defined, it is critical that as many folks who understand the current system are involved early.
In addition, clearly understanding the processes being supported by the system is very important as well as how the processes may change with the new system and why.
3. How do you communicate complex technical concepts to non-technical stakeholders without losing them or oversimplifying the problem?
Normally, when engaging with less technical folks I will utilize diagrams and pictures to enable clarity.
In some cases when a diagram does not work I will bring them into the facility to help explain it and allow them to digest the issues or concepts.
4. You've been in manufacturing for a while. What's one piece of conventional wisdom that's completely wrong in today's environment?
“Low turn over within an organization is good.”
Often low turn over means that the organization is too comfortable and not challenging status quo.
When a business is content it is often behind the competition and change adverse which means that nimbleness is unlikely.
That being said, too much turn over is debilitating for allowing the evolution and results to “stick”.
5. What's the best way to improve communication breakdowns between siloed groups of people, leadership to operations, etc?
Drive engagement through collaborative work where the groups are working towards the same purpose.
KPI Flow Down enables this for a company.
6. What's your process for staying current with industry trends without getting distracted by every shiny new technology?
Have a small group who follows industry trends that is continually following the trends, while vetting them for opportunities for the business or company.
For this to work there must be a “fail fast culture”.
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And that’s all folks!
Till next week,
The Industrial Executive