November 2017 Print

From the President


Shawn Rothe, 2017-2018 APICS Milwaukee Chapter President

Welcome to the Milwaukee Chapter of APICS 2017 – 2018 program year!  Our continuous goal as a Chapter is to help Milwaukee Chapter members achieve their Professional Development and Educational Certification Goals.

I would like to talk about the APICS International conference held in San Antonio, TX.  If you have never attended the conference, I would highly recommend it.  This was the first conference I have attended as a member.  It was interesting meeting other APICS members from around the world. They offered a wide variety of Educational Sessions on Supply Chain Strategies, S&OP and Management skills over the 3 days. 

They had two great keynote speakers, John Mackey, Co-founder and CEO of Whole Foods Market. John led this natural and organic grocer to a $14 billion Fortune 500 company, with more than 410 stores and 88,000 team members in three countries.  He was the visionary for the Whole Planet Foundation, to help end poverty in developing nations.  Derreck Kayongo, founder of Global Soap Project, a program that takes donated, melted, purified and reprocessed hotel soap and redistributes it to vulnerable populations around the world.

The 2018 conference will be held in Chicago September 30- October 2.  As the conference is so close next year, this could be a great opportunity to attend if you have never been to one.

We hope to see you at the December social event and tour at Valentine Coffee.

We continue to offer bi-monthly Breakfast Roundtable Meetings at the Menomonee Falls and Brookfield locations. These are lively discussions of relevant operational topics chosen by the Roundtable participants. Come to hear the challenges and success stories shared by your fellow APICS members. Please visit: HTTP://APICSMILW.ORG/BREAKFAST_ROUNDTABLES for scheduled dates & topics on future Roundtables. 

We continue to offer certification classes and will be looking to add the new Certification in Logistics, Transportation and Distribution (CLTD).  We would be interested to know if you are interested in this new certification, if you are, we would like to hear from you. 

Please visit: HTTP://APICSMILW.ORG/EDUCATION for scheduled dates and times of all our classes. 

Our continuous goal as a Chapter is to help Milwaukee Chapter members achieve their Professional Development and Educational Certification Goals. 

We look forward to meeting you or to re-connect with you at an APICS event this fall.


Shawn Rothe, CPIM

President – APICS Milwaukee Chapter


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Next PDM Event


 The story of Valentine coffee starts with loving all things delectable, then wondering why.  Robb and Joe sensory evaluate everything, and their backgrounds in the food and wine industry across the globe have fueled that passion to understand what makes coffee, and really anything they come across, taste good.


Their mutual love of all things that taste good, and the desire to dissect everything they tasted, fueled the friendship.  Through these conversations and the respect they both had for coffee, the realization came that they couldn’t find a good cup anywhere.

In daily contact from across the country with Joe, Robb started roasting coffee in his garage, on a sample roaster, ½ pound at a time.  For about a year Robb roasted coffee every day and each time changed one thing.  Taking meticulous notes on each roast he figured out what each change did to the coffee.  Robb was was learning about time and temperature curve, about the process of developing a roasting profile.

From there they went to Diedrich in Ponderay Idaho and took a class on roasting coffee, all of the information was at their fingertips and it was overwhelming.  Roasting coffee on a larger scale was the next step; the only thing to do was take a tax return and a credit card and buy a refurbished roaster.  Naturally they needed a place to roast coffee, so Robb called his friend Joe Bartalotta who helped him acquire the first space in an old commercial kitchen.  Valentine roasted there for 2.5 years on the larger machine, until they found that same level of balance they had during their sample roasts.  The first cup of coffee was a pour over sold in Menomonee Falls to a farmer who took one sip and said, “That’s damn good coffee” and bought a bag of beans.

The business grew quickly and eventually it became more than Robb could handle on his own, so Joe moved back to Milwaukee and became his partner in the newly formed Valentine Coffee.  Valentine is a family name, Robb’s grandfather is from the Pribilof islands near the Bering Sea, and it was always said if you were stuck on an island in the middle of the bearing sea, a good cup of coffee might be nice.   Now serving coffee in restaurants and retail outlets across the city as well as in the newly constructed tasting room and roastery on Vilet Street, Valentine is growing rapidly.  The goal as Joe puts it very succinctly, “Is to sell our coffee to anyone who enjoys it.”


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Breakfast Roundtable


December 06, 2017
7:30 AM - 9:00 AM

Radisson Hotel Menomonee Falls
N88 W14750 Main St.
Menomonee Falls, WI 53051

Join us on December 6th -- for our TOPIC:

"AGILITY RECOVERY"- What are you doing to keep your company going in the face of disaster?


Enjoy stress-free casual conversation about today’s hottest topics and earn CE points

CLICK HERE to register for the December 6th Breakfast Roundtable. 



December 13, 2017
7:15 AM - 9:00 AM

Sheraton Milwaukee Brookfield Hotel
375 S Moorland Rd
Brookfield, WI 53005

Join us on December 13th to discuss: "CHANGE THAT STICKS" - A Road Map For Transformation

Enjoy stress-free casual conversation about today’s hottest topics and earn CE points.

A road map for transformation
  • Ron Crabtree
March/April 2016
When facilitating or leading a change effort, it’s essential that the people involved buy into the initiative; that they adjust their behaviors accordingly; and that, in the end, the transformation is “sticky.” This means that the improvement is sustainable long after it is put into place.

The amount of rigor to apply depends on the nature of the change at hand. The three key factors to consider are level of complexity, size of the organization and number of people involved, and stakes for success. Once the people involved have determined the appropriate level of rigor and agreed to maintain it, it’s time to begin.

There are 10 phases that must be carried out when working toward sustainable change:

  1. Initiate the vision for change. In this phase, team members should agree on the change statement, success factors, and scope. Clearly describe in 20 words or less what the change is going to be about. From there, come up with at least three success factors that describe what success will look like. These also should be fairly short statements and ideally will include something tangible and measurable. Think about people, process, and technology. Finally, determine the scope, focusing on who and what processes are affected.
  2. Identify and analyze stakeholders. Think about the three groups most commonly involved in organizational change: internal stakeholders, external suppliers, and external customers. The venerable RACI model is useful here. RACI describes the people who are responsible for doing the work to achieve the change, who are accountable for the correct and thorough completion of the change, who should be consulted about the change, and who are informed about progress.
  3. Evaluate overall readiness. The three keys to sustainable change are the level of discomfort, the vision achieved, and the skills associated with effective implementation. Each of these can be scored on a scale from 1 to 100 percent and then multiplied together to identify the overall sustainable change factor. Begin by determining the level of discomfort from 1 to 100 percent. If people generally don’t see a need, it should get a very low percentage; if everyone is up in arms demanding something be changed now, the score could be close to 100 percent. Then, using the same scale, evaluate the degree to which the vision of the change is clearly understood. Do people know what they must do personally for this change to be successful, and how they will measure results? If not, then it's obviously going to receive a low percentage. For new change initiatives, this is often the case, and it is therefore incumbent on facilitators and leaders to close that gap quickly. Finally, assess the level of skills present in the organization to effectively implement the change. If it requires entirely new skills, assign a low percentage. On the other hand, if those involved already possess the necessary skills—and it’s just a matter of instilling discipline to implement—then the percentage should be high. Keep in mind that a very low score doesn’t necessarily mean disaster, but sustainable change will demand that stakeholders raise the numbers over the long run.
  4. Develop a charter and guiding coalition with SMART goals. At a minimum, this phase should include the previously established change statement, success factors, and scope; project name; change summary; a list of process owners and sponsors; any necessary background information; success measures; and a timeline with key milestones. Next, create a guiding coalition composed of the top change sponsors and representatives of key stakeholder groups. These likely will be people from the “responsible” and “accountable” RACI classifications. If the change will affect any organized labor, representatives from this group should be included as well. The guiding coalition then should set the SMART goals. Identify two to five specific objectives that describe sustainable success for the organization with exact measurements and timelines for their realization. Again, the categories of people, process, and technology are useful to consider here.
  5. Evaluate stakeholder influences on success. Go back to the RACI matrix and consider each of the stakeholder groups again. At this stage, there will be a great deal more clarity around the change, which will help team members evaluate the influence of each stakeholder group. Indicate whether each group has low, medium, or high influence on the outcome of the change. A low rating would suggest little or no power to influence change. The support of such people isn’t needed; the change can happen without them. A medium rating suggests the group has power to influence success. These stakeholders are affected significantly by the proposed change. Finally, assign a high rating to those with a large influence on success. Their support will make or break the change effort. Consider interviews or surveys to help understand the degree to which each group can influence change. Use the data to evaluate each stakeholder group on a scale of positive or negative responses. This also provides a good sense for the work required in order to close gaps where any responses are more negative than positive.
  6. Create a code for change. In this phase, it’s time to develop a basic code of honor and conduct related to the change made. This process involves rounds of brainstorming to capture the types of behaviors that will support the change and those that get in the way. From there, the team should develop a short list of behaviors that are desired in the future. These statements should outline what it means to be part of the team supporting change. It also may be necessary to document how compliance with the behaviors will be judged. For each violation of the code, there needs to be a specific set of consequences. This measure is particularly important when it’s necessary to significantly change people’s values in order for the change to be successful and sustainable.
  7. Assess barriers and risks. Make a two-column matrix about the barriers and risks to sustainable transformation identified in the earlier steps. The left column itemizes the significant roadblocks.
  8. Develop actions to mitigate barriers and risks. For each of the left-column items, thoughtfully consider the best actions to mitigate them. Go back to the RACI matrix of stakeholders— remembering there can be subgroups—and add them to the right column with their associated mitigation actions. The majority of these will be related to some form of communication, but don’t fall into the trap of believing that good communication alone ensures success. (That said, failing to effectively communicate will doom the change effort to failure.) For each stakeholder classification, identify who specifically should be considered in the implementation of the mitigation actions. It is not uncommon to find that a single mitigation action can influence many different groups.
  9. Create a plan for implementing the sustainable change. Armed with the specific actions required to ensure sustainable success, create a work breakdown. Effective implementation plans should recognize that the nature of change is never a one-and-done effort. Remember that communication works best when delivered via multiple mediums and with multiple messages around common internal themes. Defining a clear objective statement, selecting the right team members to implement it, and bringing them together to brainstorm how to approach implementation are vital. Each action description should specify the task, responsible people, deadline, a method to capture status, and next steps for ongoing reviews and project management purposes.
  10. Deploy and institutionalize the sustainable change. At this stage, the guiding coalition and the SMART goals come back into play. As teams implement the many actions needed for the change to succeed, they must continually monitor and manage the process. It also is the guiding coalition’s job to uncover and quickly react to issues that are blocking progress. During the planning stage and initial weeks of implementation, the guiding coalition should meet weekly—or at least every other week—until the change initiative demonstrates maturity. Quarterly reviews are recommended until the transformation is fully institutionalized as the new way of doing things.

Make sure to update position descriptions to reflect the new state of business. In addition, performance appraisals, scorecards, and metrics must be aligned with the desired future state. Likewise, standard operating procedures and training materials should be updated to reflect the change state.

As with all transformation initiatives, remember to celebrate success. Rewarding the people involved demonstrates that they are valued by the organization and incentivizes these team members to own the change. When these steps are implemented effectively, employees will stick with it, thus making the transformation truly sustainable.

Ron Crabtree, CIRM, CSCP, SCOR-P, MLSSBB, is chief executive officer of MetaOps, a master MetaExpert, and an organizational transformation architect. He is the author or coauthor of five books about operational excellence and the online magazine at Crabtree also teaches, presents, and consults. He may be contacted at RCRABTREE@METAOPS.COM.

CLICK HERE  to register for the December 13th Breakfast Roundtable.


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PDM Review


Thank You to Pamela Dow for speaking at our November PDM at UWM.  Attendees included UWM students, Johnson Controls professionals as well as APICS Milwaukee members.  The topic: "Powering the Future: Supply Chain Transformation", was very informative and gave audience members valuable tips on how to highlight Supply Chain as an integral part of product delivery.

Pamela Dow was captivating, using real-world examples of her time working as the VP of Global Supply Chain and Business Transformation at Johnson Controls. 

Pamela has just started her new business, DoW Supply Chain Analytics & Transformation

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Top Management Night & Chapter Awards

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Director Spotlight

Sue Dunn is the Director of Marketing for your Milwaukee Chapter of APICS. Previously Sue has served as President, and was the Director of Programs for 4 years prior to that as well.

Sue has many years of operations experience from her roles as Principle Consultant, Solutions Architect, Vice President and President, as well as her current role as Practice Director for MicroAccounting Solutions. She is highly skilled in Enterprise level and business management software solutions and how these impact the operations of a business.

Sue’s history and knowledge of technology and how it impacts operations management and inventory is a valuable addition to the Milwaukee APICS Board of Directors. Please join me in thanking Sue for her years of volunteer service to the membership of APICS—Milwaukee.

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Education: APICS Certifications

Which APICS Offering is Right for Me?

 Find more information at

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Certification Class Schedule


APICS Milwaukee launched the second part of the new streamlined CPIM certification workshop on October 23rd. Both NEW CPIM Modules Part One and Part Two are offered Winter/Spring 2018. The NEW CPIM Part TWO coursework of four modules: 

  • Master Planning of Resources – will cover Demand Management, Sales and Operation Planning (S&OP), and Master Scheduling
  • Detailed Scheduling and Planning – will cover Inventory Management, Planning Material Requirements to Support the Master Schedule, and Planning Operations to Support the Priority Plan
  • Execution and Control of Operations –will cover Execution of Operations, Control of Operations, Quality, Communication, and Continuous Improvement
  • Strategic Management of Resources – will cover the Business Environment and Developing Corporate Strategy, Developing the Operations Strategy, and Implementing the Operations Strategy


Education is at the heart of APICS' mission and the Milwaukee Chapter is committed to providing a strong schedule of classes and courses that will help individuals enhance their professional careers and improve your organization's bottom line. For details on the APICS CPIM, CSCP, & other educational offerings and certifications, please see the Chapter's Education Page on our website.

After listening to our audience, the Chapter made the decision to switch its classes from weekends to weeknights. Keep that in mind when you review the available courses and dates. Check out these Winter/Spring 2018 APICS classes that are held at Waukesha County Technical College (WCTC)


Pre-Registration is required for all classes. To see full details on this entire schedule and to register for classes, please go to the Course Registration Page at WCTC.

Please follow up with the Chapter directly with any questions on any of our Educational Course offerings.

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Make the Most of your Membership

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APICS Membership Categories

APICS offers two membership options for supply chain, logistics and operations management professionals based on your individual goals: CORE and PLUS. 

We recommend the APICS PLUS membership if you plan to pursue an APICS certification or are working to maintain your certification. 

APICS CORE membership

With an APICS CORE membership, you’ll gain access to industry tools and resources necessary to expand your supply chain knowledge and grow your professional network. 

  • Education and events -  Enjoy discounts on local events and seminars. Members also receive discounted registration for the APICS annual conference focusing on end-to-end supply chain solutions.
  • Global connections - Attend events at a local chapter or take advantage of online networking opportunities to connect with a global network of supply chain professionals. 
  • APICS magazine - Keep up on the latest news and trends with our essential publication. Members receive a free subscription this industry-leading supply chain publication.
  • APICS Dictionary - Expand your industry vocabulary with 4,800 supply chain, logistics, and operations management terms and definitions. 
  • Career resources - Advance your career with access to our members-only job board, mentor center, webinars, career planning resources and more! 
  • Research reports  - Stay on the cutting-edge with research reports that include analyses and best practices. 


APICS PLUS membership 

APICS PLUS members receive all the CORE benefits, PLUS:

Certification savings - Whether you're just beginning your journey toward CPIM, CSCP or CLTD certification or need to maintain and retain knowledge, save money on study- tools and exams for your hard earned credential.

Once you've decided what Membership Category is right for you, become part of the world's most vibrant and engaged community of supply chain professionals!

CLICK HERE to learn about the different APICS membership categories.



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Networking & Job Opportunities

Click here to check out current job opportunities.

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