S e r v i c e a n a g e m e n t J u n e , 0 1 6 Joint …...book overview and where it’s...

S e r v i c e M a n a g e m e n t J u n e , 2 0 1 6

Joint Service Symposium a Success May 17-19, 2016

Association of Service Professionals (ASP)National Association of Service Managers (NASM)

Society of Service Executives – (SSE)

By Ken Cook – President, Ken Cook Co.

Three major service industry associations formed a consortium for the purpose of leveraging their combined capabilities for the benefit of their members, and to provide a broader networking “reach” across the industry.

This consortium has held a symposium in the Chicago area for several years and held its 2016 Joint Service Symposium at the Northern Illinois University (NIU) Conference Center May 17-19, 2016. There was also a pre-symposium networking session at The Lucky Monk restaurant and bar.

Industry panels, service executive presentations, and rich networking opportunities have been the cornerstones of the Symposium. Relationships were established that will continue long after the final closing comments.

Here are some highlights of the event.

The Three CsJamie Lay, Manager Response Care Services, Medtronic

Jamie introduced the theme of the symposium, Community, Company and Customers. He started with an amazing example of tech support for Medtronic’s physician’s tool during live surgery!

Community – where are you in terms of geography, educational background, belief system, vocation and diagnosis?

Company – • What does your company do?• What makes your company stand out?

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YourMembership Website

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(Continued from page 1)

• What do you do for your company?• Do you know your company’s mission, purpose or value statement?

Medtronic – contributing foundation• Sell more, service more, grow more.• Do you live by the entire statement? • How do you look for customers?• Do you delight in your customers?

Example – the insulin pump which kept lives going for diabetics.

Embracing the Future of Service and Support by Embracing the MillennialMike More, VP, Supply Supply Chain Services, DEX

According to the Bureau of Labor Statistics, Understanding the Millennial Work Ethic:

1. They want to grow, even if that means growing out of your company.2. They want a coach, not a boss.3. They don’t want to waste time on the little things.4. They want balance and democracy. If there is no personal benefit or growth,

they move on. They have an entrepreneurial mindset. Invest in their personal growth to retain them. The average tenure rate is 2 years. They expect greater accessibility to the leadership. They are looking for mentorship rather than just direction. They don’t like to waste time with archaic employer policies. They base their performance on output rather than time spent on a project. They are born between 1980-2000.

NASM Annual Golf Outing & DinnerBristol Oaks Country Club, Bristol, WI

Thursday, July 14, 2016Tee Time: 10:00 am (CDT)

Registration deadline: June 30, 2016Fees:• $100 per member and/or guest; includes 18 holes of golf, cart, dinner and

prizes!• Golf OR dinner only – $50 per personFor more information, refer to the golf outing announcement sent along with this newsletter.


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Articles for NASM Newsletter

NASM publishes the newsletter quarterly.

Please submit articles/information to Ken Cook, Ken Cook Co. ([email protected]).

Deadlines are:November 15

for the December issueFebruary 15

for the March issueMay 15

for the June issueAugust 15

for the September issue

Join NASMBecome a member of NASM and gain many valuable benefits:

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Please take a moment to think about what you’ve read lately that would be of interest to your fellow NASM members. Be sure to include the complete title, author’s name, a brief book overview and where it’s available. Send your recommendations to [email protected] and we’ll include them in subsequent newsletters.



5. A Quick Overview on Millennials: • Millennials are now the largest generation in the workforce. • By the year 2025, 75% of the workforce will be millennials.

Hard Truths about Being a Millennial EntrepreneurRichest Young Entrepreneurs#1 Mark Zuckerberg – 26 - Facebook.com - Worth an estimated $6.9 billion#2 Dustin Moskovitz – 26 - Asana.com - Worth an estimated $1.4 billion#3 Andrew Mason – Aged 29 - Groupon.com - Worth an estimated $600 million#4 Matthew Mullenweg – 26 - Wordpress.com - Worth an estimated $250 million#5 Blake Ross – 25 - Mozilla.com -Worth an estimated $150 million

Mentorship and feedback are key to them!Organizations making a difference and giving back – transparency!Pay for performance and leverage flexible hours!Challenge tech savviness and archaic processes inside the company!

Panel – Debate on Self-Service – Friend or FoeAl Hahn, Executive Director, ASP, moderated the panelPanelists:

Friend – Cathy Brewer, Director Services Marketing, FEI CompanyRobert C. Johnson, President, Team Support

Foe – Chris Westlake, VP Service, RK Service Neil Johnson, VP, Technical Solutions & Support,

Fujifilm Graphic Systems Division

Self-SupportPro – Customers want it, must have ability and need to be on GoogleOppose – Customers expect to be served

Self-support works because it is meeting a customer need.Oppose – Customer jumps in, looks at YouTube and makes mistakes.

Who should not use self-help? – People whose skill sets are low.

Do not offer self-help to a customer who does not want it.

Keys to Unlock Exceptional Service PerformanceTom Voirin, Director of Program Support, Phillips

Why do customers change suppliers?Indifference 68%Dissatisfaction 45%


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NASM Certification –Your Key to Service

Management Success!

NASM Certification recognizes those individuals who accomplish a prescribed level of competence in the Service Management field.

Some companies also use NASM certification as a prerequisite for hiring Service Managers, and as a basis for salary increases and promotion.

NASM offers the onlycertification program forservice executives nationwide.

Three certification levels are available:

• ASE: Granted for seven years

• CSM: Granted for three years

• LCSM: Permanent certification when it is achieved

• CSE: Granted for three years

• LCSE: Permanent certification when it is achieved

Each level has specific requirements and goals.

Go to:www.nasm.com and click on “Certification” for more information on application procedures.

Don’t delay, take that next step toward NASM Certification!




Harry’s wisdomAlignment with the customer needsConsistency with servicesExecutions See the big pictureSimplicity

Bridge customer expectations by asking “How are we doing?”Alignment of internal processes to meet expectations.

Continuous Improvement – C7CustomerCollaborationCommunicationCompetitionCycle timeCostChange

RecognitionEstablish a Service Statement in four words or less

Customer Focused – Team Driven (for example)

Change – The Fourth “C”Francoise Tourniaire, Founder & President, FT Works

Invite changeManage changeBe a change agent

Sources of inspirationConferencesBlogsBooksOther fields – Medical, for example

Layers – Look insideOfferings, processes, people, tools and metricsCreate a strategy for changing these

Run experiments, changing 20% using a control group

Align process, training, tools, metrics and rewards

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ADVERTISEin the NASM

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414-847-1200

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Use support data to create change across the organizationCreate a customer scorecard to evaluate success.

Panel – Service & Support Aren’t Dead, but …Moderator: James “Alex” Alexander, Alexander ConsultingPanel – Francoise Tourniaire – Founder & President, FT Works Phil Verghis, Founder & CEO, Kleever David Aune, Customer Service Consultant Tom Voirin, Director of Program Support, Phillips

The panel addressed automated robot responses, artificial intelligence, Cloud as a service, changes in regulations, and Siri.

How to Get Your Survey Out of a RutMartha Brooke, Chief Customer Experience Analyst & Founder, Interaction Metrics

If you don’t measure it, you don’t know itHow to deeply engageUncover unknownsPrioritize opportunitiesTell it like it isAsk things the customer can truly answer

SolutionsEvaluate for biasesCustomizeLogic wireframe and flow

What do we want to know?What vocabulary does our customer use?

Ask compelling questionsDevelop questions and test themAnalyze the dataPresent your findings (54% of complaining customers, for example)

Drill downGet specific answers

Optimum length – 5 to 85 questionsProvide options for “anonymous”Customer – Find out how much work it takes to interact with your companyCompetitive edge – Know for how many of your customers you’re the bestSurvey software – GoDaddy, Survey Monkey

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Getting the CEO On Board the Service/Support TeamPhil Vergis, Founder & CEO, Klever

The problem: The CEO does not think of you, not even during strategic planning.What if?Obstacles – two dimensions, context (siloed) and durationSolution

Industry standard – open metrics frameworkwww.ocmfgroup.orgModern balanced report on service support

Here’s what you can do:Measurements are a way of communicating simple, is fair enough so people can support themHigh-level metrics

customer, employee, business, knowledge/ collaboration, acceleration

Customer categoryMeasure trends – serviceability suggestions made by customersPercent of serviceability suggestions made by customers accepted

Employee categorySame as customer

Business categoryProfit margin of service revenueService revenue per employeeSupport revenue growth% variance against budgetCase load per support employee by product or serviceRevenue/employee by product or service

KnowledgeWorking definitions

Working Definitions: • Klever’s Law: Customer Time to Value = Time

to Value (before sale) + Time to Value (after sale) + Time to Smile (after interruption)

• Time to Smile is the total elapsed time between when a customer has their ability to use the product/service interrupted to the time they got back to a happy state.

www.getklever.com

Managing the Company/Customer RelationshipWalt Swietlik, Director, Customer Relations & Support, Rite-Hite Corporation

Walt started with some background information on Rite-Hite Corporation• Founded in 1965• Manufacture and Sell Products and Services Used in

the Materials Handling Industry• Our Community Is:

– A Network of Distributors That Represent Us on an Exclusive Basis in Their Geographic Markets

• Our Customers Include: – End Users – General Contractors – Developers – Anyone Who Loads and Unloads Trucks and

Trailers(Continued on page 7)

(From left to right) Brian Stringer, Greg Swiderski, Walt Gasparovic, Ken Cook and Stephanie Sprangers networking at the Joint Service Symposium

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• Our Community Is: – A Network of Distributors That Represent Us on

an Exclusive Basis in Their Geographic Markets• Our Customers Include:

– End Users – General Contractors – Developers – Anyone Who Loads and Unloads Trucks and

Trailers

What Makes Rite-Hite Different? Our Community of Associates!!!

• Dedicated• Passionate• Customer Driven• Goal Oriented

Final Thoughts…• The Success of Our Company is Not Based on an

Individual Person, Program, or Product• The Success of Our Company is Based on a

Community of Associates Working Together to Serve Our Customers Before, During and After a Sale

• It’s Not a Complicated Formula, But if it is Practiced on a Daily Basis, it Becomes Part of Your Culture and it Works!

Customer Success: Managing the Customer Experience for Loyalty and Profit James “Alex” Alexander, Alexander Consulting

Most important capabilities of the management team:• Relationship skills• Proactive mindset• Engagement management• Customer acumen• Technical proficiency

The most important customer challengesInternal commitment• Adequate resources• Performance system

• Quality information• Alignment (no silos)• Product challenges• Managing expectations• Showing customer value

Major findings indicate a mishmash of maturity and approaches. Customer success impacts all functions. Many attempting a customer success model are unprepared for change and, hence, face failure. A high percentage of study participants had issues concerning the quality of information they had compared to what they felt they needed.

Customer success recommendations:• Take a holistic approach• Address the significant change required• Link executive compensation to customer success

management• Invest in the very best technology available• Let touch point management guide your action

during all moments of truth• Train all members of the customer success team

together on the same core skills. Yet, clearly define the handoffs between each step and who has responsibility.

• Measure the metrics that matter most: retention, growth, customer/employee loyalty, customer experience (CX) and time to value

Questions about the study? Contact Alex: [email protected] 239-671-0740

Interactive Content Improves Service Efficiencies and AccuracyStephanie Sprangers, VP, Product Management & Operations, Titania Software, LLC

Our connected world - $15 trillion in economic impact as information is transforming into intelligent content.




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ThenInformation optimized for print

NowQuick access optimized on-lineMetadata required for search

• Timely access to accurate procedures imperative• Interaction with technical support• Data capture of results• Safe and compliant execution of procedures

The need to improve the information experience• Build intelligence into your content• Know what is happening with your machines• Anticipate the information needs of your customer

Impact on field service information• Access to a single system• Automatic sync from a variety of sources• Capture/communicate service needs to the

manufacturer• View exactly the content needed on any device• Collect feedback

What is Interactive Content?Enables dynamic exchange between person and machine

– Guides users to correct information – Machines can drive, content is provided to the user – Track activity

Maturity of content interactivity• Internet of things (IoT)• Machines• Interactive content

Results – interactive content• Specific to user and machine• Most accurate product status• Compliance data is captured• Workflow, inputs or machine data can guide content

Opportunities• Real time data• Interactive

Value• Control execution• Integrated data capture• Improved decision making• Visibility into service metrics

Round Table DiscussionsRound table discussions with facilitators addressed:Customer experience, customer success, customer loyalty – how these all play together.Service and support as profit centersCustomer communities

How Millennials are Changing Service and SupportDavid Aune, Customer Service Consultant

Seven key changes are important:1. Mobile first2. Any channel3. Need for speed 4. Low effort5. Personal6. Social7. Self-reliance

Mobile First“ My smart phone is my primary computing device. I am addicted to it.”

Any Channel• “I communicate via the channels I am already using.”• 81% would use social media for customer service • Facebook + WhatsApp = 60 billion/day

Need for speed• 8-second attention span (same as a goldfish)• 77% reach for phone if bored• 72% expect response from Twitter < 60 minutes


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Low effort“I want to spend the least possible effort.”

Personal“Know me, I want a trusted relationship.”

Social• “I share online to help others and get advice.”• Crowdsource financial advice online• 51% influenced by online reviews from strangers• 71% share opinions

Self-reliance• “I want to discover the solution.”• 72% think calling is not the best way to resolve• Prefer web (43%) to calling (27%)

Now what?• Embrace the 7 key change principles• Engage millennials on your team to lead• Take small steps, learn, use agile approach• Participate in industry groups and communities

Now is the Time: Creating a Company-wide Service CultureEvans Manolis, President, Market Intelligence International Medical

Creating an amazing customer experience strategy:• 50% of CEOs now rate Customer Experience (CX)

Management as their number 1 strategic business priority

• Improve Customer Satisfaction • Drive Service Productivity • Drive Service Revenues• Improve Service-Related Profitability • Improve Customer Retention and Loyalty

4 Core Competencies - CX Self-Assessment• Understanding Your Customers• Defining the Customer Experience• Delivering the Customer Experience• Leading the Customer Experience

CX Self-AssessmentAnswer each of the following questions on a scale of 1-10• 1= Not at All• 10 = Completely

Understanding Your Customers• We know what target customers expect and value.• We have identified our most profitable customers.• We know the value drivers that drive loyalty in our

market.• We know how our customers rate the current

experience we provide against these value drivers• We know why our target customers prefer our brand

to that of our competitors

Defining the Customer Experience• We have created a partnership between Marketing,

Sales, Service, Operations and HR to define and deliver the customer experience.

• We have a defined brand that differentiates us in the eyes of our customers.

• We have mapped out our customer touch points to determine key points of contact our customers have with us.

• We have identified a clear way to improve our services to deliver on our customer promise.

• We have defined the specific employee behaviors required to deliver the best customer experience.

Joint Service Symposium panel discussing hot topics


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Delivering the Customer Experience• Our leaders have been trained as champions of our

CX efforts and are leading its implementation.• We have on-going internal communications to build

clarity and commitment around implementing the customer experience.

• We have on-going training to equip our employees to deliver the customer experience at each touch point.

• We have a proactive voice of the customer (VoC) program that allows us to capture timely customer feedback to assess how well we are delivering our customer promise.

• We have a closed-loop process to keep both customers and employees informed about customer feedback findings.

Leading The Customer Experience• Our leaders believe that giving the customers a better

experience will lead to profitable growth.• Our company’s top executives demonstrate their

commitment to our CX strategy.• Leaders make decisions that are consistent with our

CX strategy.• VoC/CX is a part of every senior leadership meeting.• Our leaders are compensated on CX goals.

Your overall score is?• 20-40 Level One. Program in place. Little executive

involvement. Siloed effort.• 41-80 Level Two. You understand the importance of

CX and have identified it as a key business strategy.• 81-120 Level Three. Senior level executives actively

involved. Cross-functional teams participate. • 121-160 Level Four. CX has a clear mission and

vision within the company. End-to-end programs have been started. Employees are compensated on CX data. Feedback is shared.

• 161-200 Level Five. Think Apple, Disney, Ritz-Carlton, Amazon, and Southwest Airlines.

Customer Centricity

Customer centricity, in its simplest and most pure sense, means making your customer’s life easy; designing processes that are focused on delivering a positive experience fpr your customer; and making it extremely easy for your customer to learn about you, buy from you, and get support from you when they need it.

Executive Buy-In - 5 Questions• What is the level of involvement?• Does CX have a place in the board room?• Does CX have a mission and vision statement? • Are executives compensated on CX data?• Do executives ever talk or meet with customers?

Customer Math

Build passion across the organization and establish a CX rallying cry by starting every executive meeting with this:1. Incoming customers – outgoing customers = Net loss

or growth of customer base2. Customers who recommended us and the top three

reasons why3. Top five reasons why customers left


Networking at the Joint Service Symposium

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CX Mission and Vision Statement

Is there a shared definition across executives of all functional areas in your company regarding customer experience?

Building a CX Team• One person heads it up. Not from sales or finance.• Cross-functional team.• What is each team doing to measure the customer

experience? No silos!! • Create a roadmap for customer experience.• One small bite at a time.

Common Understanding Of…• What’s in it for me (WIIFM)?• Where are we today?• Where do we want to be tomorrow?• How do we get there?

Lots of Data…No Action• Remove questions that are not yielding useful data?• Do customer-facing employees have direct and real-

time access to CX feedback?• Are you asking follow-up questions when customers

give you negative feedback?• Do you have a reporting tool that can immediately

disseminate CX feedback to employees?• Are you analyzing verbatims and comments?• Do you know the key drivers or root causes of both

loyalty and disloyalty/dissatisfaction? Now what?

Is Customer Satisfaction (CSAT) Really Important?• The answer is yes…but marginally• Market CSAT data, don’t run your service

organization on it.• Top box…not Top two boxes• Be aware of “soft” CSAT metrics like

Professionalism, Courtesy, Appearance, etc…

Net Promoter Score (NPS) Best Practices• It has to be more than a single question

• Gather responses (especially for passives and detractors)

• Look for recurring themes/root causes/key drivers• Spend your efforts on those that can be most quickly

fixed that will have the biggest impact on loyalty.• Assign passives for follow-up.• Think about this question: “Have you recently

recommended us…?”• Does the question apply to survey respondents?

Corporate Executive Board Findings• By consistently meeting customer expectations, you

will drive customer loyalty. There is no substantial increase in loyalty when you exceed customers’ expectations.

• Customer delight only happens 16% of the time, but it increases operating costs by 10%-20%.

• 94% of customers who consistently have a “low effort” experience are likely to re-purchase.

• Only 4% of customers who consistently have a “high effort” experience are likely to re-purchase.

Customer Journey Mapping - 4-Hour Session• Assemble a cross-functional team.• Highlight the customer journey start to finish.• Look for “pain points” along the journey.• What specifically about the touch point is painful?• Are you measuring the touch points that are causing

pain?• Create a list of opportunities or actions to stop the

bleeding.• Identify quick wins and act on these. Prioritize by

cost, importance to your customer and time needed to fix.

Organizing for Customer SatisfactionDennis Fitzgerald, VP Customer Satisfaction, Yaskawa America

Yaskawa is a global leader in three sectors – Robotics, Servo Drives & Machine Controllers and AC Drives.




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I have had the privilege of conducting a number of differing workshops the past few months. It is amazing to think how about how fortunate I was to work for a major corporation that put so much emphasis on training. And, they did not discard all the golden nuggets, but found ways to reuse and recycle them.

A recent workshop was entitled “Hiring for Success.” The attendees were from small businesses, the largest having 22 full-time employees. We shared many issues surrounding the changing laws. One of particular interest was the latest definition on what determines when an employee is entitled to overtime pay. If you are a manager in a large corporation with a full-time HR department, it may not be a big deal to you. If you are running a smaller business without the dedicated HR department, the new rule will probably have you asking a lot of questions and no one to provide the definitive answer.

Another discussion topic was in the transgender area which is generating a lot of talk as well as lawsuits and counter lawsuits. A small parts manufacturer is using CAD/CAM and thinks first about the possibility of robotics, then more people. We also discussed part-time and temporary personnel as an alternative to the full-time employee. An HVAC business owner wanted to discuss the declining pool of people who are interested in a career in technical/mechanical maintenance. The discussion also led to what to look for in a résumé. Do you have knockout factors, red flags or green flags? And, then we moved on to the interview process. What does the applicant know about your business/your industry, what have they accomplished that is quantifiable, what are their present skills, do they have a background that demonstrates the ability to learn and to master new skills? Then there were the subjective

The Only Sure Thing is ChangeBy Roger Henson

Southwest Training and Consulting



Yaskawa is a business-to-business company serving the commercial and industrial market. Yaskawa Corporation is based in Japan. The revenues are $3.6 billion. Yaskawa America is responsible for the Americas and our revenues are $653 million.

Yaskawa customer satisfaction is driven by the highest quality product and experience, which leads to customer satisfaction, loyalty and retention.

Customer Experience Management (CEM)CEM is the identification and measurement of all interactions a company has with its customers to ensure each company activity delivers value so customers continue to buy and recommend the company’s products and services.

Strategic Initiatives• Department quality• Customer satisfaction

• Customer relationships• Department efficiencies

Developing customer-centric key performance indicators (KPIs)• Implemented CRM in 2005• CRM enabled real-time KPI management

Summary• Analyze your CEM strategy and organizational

structure.• Align the business structure to best meet the

customer needs.• Focus on areas of improvement which could yield

the best return on investment (ROI).• Continually monitor your CEM metrics.• Continually monitor the CEM space for emerging

trends.


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aspects, attitude, team player, and asking why they want to work for you/your company and does your opening seem to meet their short or long-term work-related objectives?

Then I moved on to a macro perspective. There is a global flood that is coming in the way of job loss. A May Wall Street Journal article stated there will be millions of jobs lost in the next 10-15 years, both blue collar and white collar, as technology is making “work” far less labor-intensive, even service jobs. In addition to robotics, artificial intelligence, 3-D printing and even virtual reality will all contribute to the job loss. The article went on to say that our economy has changed, but voters and their elected representative don’t seem to know what is really wrong.” “No one in 2016 is really addressing the future as we are likely to experience it.”

As we sat around the kitchen/conference table and asked more questions and heard answers, one thing was clear. Change continues to increase in speed. This applies whether we are operating a food cart business or into high-tech manufacturing. It is not only the speed but the complexity and the growing role that government plays in controlling the business community.

I hope you are having the kitchen/conference table discussions, not on Twitter or Facebook, but in real human interactions

and settings where body language and true listening matter. Today, I am not a subject matter expert. I have found a niche in bringing people together to talk about problems and explore solutions. I ask questions, I listen and I continue to learn.

I leave you with a few quotes for thought.

A real decision is measured by the fact that you’ve taken a new action. If there is no action, you haven’t truly decided.”

– Tony Robbins

“A mediocre person tells. A good person explains. A superior person demonstrates. A great person inspires others to see for themselves.”

– Harvey Mackay

“You can have everything in life you want, if you will just help other people to get what they want.”

– Zig Ziglar

Change is constant; do we watch, do we complain, do we adapt, do we influence?

Roger [email protected]

The Only Sure Thing is Change(Continued from page 12)

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9929 W. Silver Spring Dr. • Milwaukee, WI 53225

Ken Cook Co.

Telephone - (414) 466-6060 • Fax - (414) 466-0840E-mail - [email protected] • Web - www.kencook.com

NASM • P.O. Box 250796, Milwaukee, WI 53225 • Telephone: 414.466.6060, press 7 for NASMFax: 414.466.0840 • www.nasm.com

Publishing Provided by:

John Deere & Company to Host NASM Fall MeetingOctober 25-26, 2016

Moline, IL

Join us for the on-site meeting with the following agenda:

Tuesday, October 25

11:30 a.m. . . . . . . . . . . . . . . Arrive12:00 p.m. . . . . . . . . . . . . . . Lunch at Deere & Co. Headquarters1:00 – 2:30 p.m. . . . . . . . . . . Jeff Preston presentation on Deere history, Warranty Support, etc.2:30 – 3:30 p.m. . . . . . . . . . . Jim Mueller and Brian Stringer Presentation on Hitachi Partnership with Deere3:45 p.m. . . . . . . . . . . . . . . . NASM BOD Meeting4:45 p.m. . . . . . . . . . . . . . . . Depart for hotel Moline, Il. (Stoney Creek Inn or Radisson)5:30 p.m. . . . . . . . . . . . . . . . Meet at John Deere Pavilion6:00 p.m. . . . . . . . . . . . . . . . Cocktails and Dinner at Johnny’s Steakhouse

Wednesday, October 26

8:00 a.m. . . . . . . . . . . . . . . . Tour of Harvester (Optional)

Harvester Works1100 13th Avenue | East Moline, IL | 61244

The John Deere Harvester Works manufactures combines and associated headers. Reservations are recommended as tours do fill up. For reservations or more information, call toll free (800) 765-9588 or submit an online tour request.

Tour ScheduleMonday - Friday8:00 a.m.10:00 a.m.12:30 p.m.

Tour Details• Tour lasts 1.5 hours• Participants must be a minimum of 13 years of age (NO EXCEPTIONS)• No video cameras or cell phones allowed• No open-toed shoes or sandals allowed

Proposed Cost: $40 Lunch & meeting / $80 Lunch, meeting & dinner

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Welcome New MembersJohn Beel, K.C. Summers Inc.

Jeff Green, Jerry Pate Turf & Irrigation

Dion Zigler, Jerry Pate Turf & Irrigation

Ted Schirck, MTI Distributing Inc.

2016 EventsNote: Dates and locations are subject to change.

NASM 2016 Business / Board Meeting Schedule*:Business/Board meetings are monthly teleconferences (1-800-630-9030, pass code 4616060#), unless otherwise noted. Typical meeting dates are scheduled for the fourth Tuesday of each month, starting at 10:00 a.m. central.

June 28, 2016 . . . . . . . . 10:00 a.m. (cdt)

July 13, 2016 . . . . . . . . . (at the golf outing)

August 23, 2016 . . . . . . . 10:00 a.m. (cdt)

September 27, 2016 . . . 10:00 a.m. (cdt)

* With some exceptions, there will be face-to-face meetings that coincide with other NASM events. The face-to-face meetings will have available phone-in to the teleconference for those unable to attend.

16 . . . . . . . . . . . . . . . . . . .

PresidentBrian StringerSupervisor – Mining Technical SupportJohn Deere Construction and Forestry DivisionJohn Deere Dubuque Works18600 S. John Deere Rd.Dubuque, IA 52001Tele: 563/589-6278E-mail: [email protected]

Vice PresidentGreg SwiderskiDirector, Technical DevelopmentP&H Mining4107 W Orchard StreetMilwaukee, WI 53215Tele: 414/671-7490E-mail: [email protected]

SecretaryJeff PrestonManager, Worldwide ReimbursementDeere & CompanyOne John Deere PlaceMoline, IL 61265Tele: 309/748-0575E-mail: [email protected]

TreasurerKenneth J. CookPresident and CEOKen Cook Co.9929 W. Silver Spring Dr.Milwaukee, WI 53225Tele: 414/466-6060 x200Fax: 414/466-9275E-mail: [email protected]

Chairperson Finance Committee

Past PresidentWalt GasparovicPresidentThe Gasparovic Group, Inc.1655 N. Belmont CourtArlington Heights, IL 60004Tele: 888/818-3131Web: www.gasparovic.comE-mail: [email protected]

Directors

Jim Mueller, CSEManager, Customer SupportProduct Delivery Process (PDP)John Deere Construction & ForestryDivisionJohn Deere Dubuque Works18600 S. John Deere Rd.Dubuque, IA 52001Tele: 563/589-5381Fax: 563/589-5800E-mail: [email protected]

Carl Osterhaus, CSMManager, Channel & Technical Product SupportThe Toro Company8111 Lyndale Ave., SouthBloomington, MN 55420Tele: 952/948-4506E-mail: [email protected]

Patrick Smith, CSMManager, Service SystemsThe Toro Company8111 Lyndale Ave., SouthBloomington, MN 55420Tele: 952/887-8226E-mail: [email protected]

Terry DitschVP Product ServiceEcho Incorporated400 Oakwood RoadLake Zurich, IL 60047Tele: 847/550-2123E-mail: [email protected]

Steve MeyerDirector of Marketing & SalesAlmon, Inc.W223 N797 Saratoga DriveWaukesha, WI 53186Tele: 262/548-1360E-mail: [email protected]

Legal CounselAlfred C. Lutz, Esquire, LCSELegal Counsel, NASM1301-B Northcrest Drive PMB 128Crescent City, CA 95531-2332Tele: 707/464-7631E-mail: [email protected]

NASM Board of Directors 2016Election Results January 31, 2016

Visit www.nasm.com

TM

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