Scott E. Miller, Vice President SightBridge Consulting Over the last 20 years manufacturing has provided a rich environment to nurture my belief that it is a fascinating and rewarding profession. Starting out in mechanical systems design and culminating as program manager for developing and deploying large assembly and test automation systems, I learned that no matter how robust the system, the product or the people would identify any weakness and highlight opportunities for improvement. Switching gears into management consulting and development of agile manufacturing practices, I learned how complex and variable the processes are and, more importantly, the need to be creative and effective in communicating performance requirements and results to the operator...not just supervision and management. And, then in the last 10 years of developing and deploying technology, data collection and reporting systems I realized just how hard it is to insure that systems accurately reflect the data needed to manage a manufacturing process. After achieving significant results for the companies for whom I worked and later on for clients, it became clear that those discrete events did not translate into lasting results. I've learned that it takes a broad approach that includes people, processes, and technology to achieve adoption of beneficial change. This is my passion; that manufacturers engage by fully leveraging all three areas and realize that continuous improvement really can be achieved. Find Scott on 
Scott E. Miller, Vice President SightBridge Consulting Over the last 20 years manufacturing has provided a rich environment to nurture my belief that it is a fascinating and rewarding profession. Starting out in mechanical systems design and culminating as program manager for developing and deploying large assembly and test automation systems, I learned that no matter how robust the system, the product or the people would identify any weakness and highlight opportunities for improvement. Switching gears into management consulting and development of agile manufacturing practices, I learned how complex and variable the processes are and, more importantly, the need to be creative and effective in communicating performance requirements and results to the operator...not just supervision and management. And, then in the last 10 years of developing and deploying technology, data collection and reporting systems I realized just how hard it is to insure that systems accurately reflect the data needed to manage a manufacturing process. After achieving significant results for the companies for whom I worked and later on for clients, it became clear that those discrete events did not translate into lasting results. I've learned that it takes a broad approach that includes people, processes, and technology to achieve adoption of beneficial change. This is my passion; that manufacturers engage by fully leveraging all three areas and realize that continuous improvement really can be achieved. Find Scott on
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Rob Bansek, Executive Business Solutions Architect With more than 20 years experience serving manufacturing clients and having been part of two successful start-ups I have come to realize that technology alone is insufficient to drive and sustain continuous improvement. Technology is but an enabler and manufacturers must have a firm foundation of routine management in place to not only begin, but to sustain continuous improvement efforts and drive results. My time in sales, sales management, operations and consulting have taught me that by properly aligning your people with a solid process and then holding them accountable creates the basis for sound routine management, which can then be enabled by technology.
Given my 20 years of systems/technology experience and the vision of some of my current clients and partners, I believe SightBridge has the ability to work with our clients to properly align their people, with sound process, enabled by technology, to begin, grow and sustain their continuous improvement efforts. I also believe this approach breaks the cycle of limited results realized from technology implementations alone and continuous improvement programs of the past. My passion is success even though the definition of success changes almost daily in manufacturing. SightBridge understands this and helps you to achieve improvements today while enabling you to deliver continuous improvements for the future. Find Rob on 
Rob Bansek, Executive Business Solutions Architect With more than 20 years experience serving manufacturing clients and having been part of two successful start-ups I have come to realize that technology alone is insufficient to drive and sustain continuous improvement. Technology is but an enabler and manufacturers must have a firm foundation of routine management in place to not only begin, but to sustain continuous improvement efforts and drive results. My time in sales, sales management, operations and consulting have taught me that by properly aligning your people with a solid process and then holding them accountable creates the basis for sound routine management, which can then be enabled by technology.
Given my 20 years of systems/technology experience and the vision of some of my current clients and partners, I believe SightBridge has the ability to work with our clients to properly align their people, with sound process, enabled by technology, to begin, grow and sustain their continuous improvement efforts. I also believe this approach breaks the cycle of limited results realized from technology implementations alone and continuous improvement programs of the past. My passion is success even though the definition of success changes almost daily in manufacturing. SightBridge understands this and helps you to achieve improvements today while enabling you to deliver continuous improvements for the future. Find Rob on
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Key Takeaways1. Combined experience of over 40 years from mechanical systems design to operations management
2. Proven track record of designing and sustaining continuous improvement programs
3. Designed and developed key technologies for process management and training
4. Support of over 40 technical and process management professionals with a wide range of experience in many manufacturing environments
Key Takeaways1. Combined experience of over 40 years from mechanical systems design to operations management
2. Proven track record of designing and sustaining continuous improvement programs
3. Designed and developed key technologies for process management and training
4. Support of over 40 technical and process management professionals with a wide range of experience in many manufacturing environments
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