Interview with Kevin F. Jackson, Director of IT, Dayton Progress Corporation

Author: Andy Hickey

May 2009

What is your current role?
In 1996, I was promoted to the Director of Information Technology with responsibility for all aspects of the organization’s global information technology and systems, including business application software, network infrastructure systems, and telecommunications.

What roles did you have before this position?
While at General Motors, I was involved with creating business applications on the first PCs that were deployed. I was responsible for an area that used many robots, and learned about robotic automation in a manufacturing environment. This interest
led me toward a career in computer technology. I began working on a Masters in Computer Science at UD, and then started looking for a new career. I was hired by Dayton Progress in1988 as the Assistant Director of Data Systems.

What career accomplishment are you most proud of?
With over 21 years in IT at Dayton Progress, there are many to pick from. It is exciting to look back at the projects that we thought were innovative and leading edge, which are now part of the business infrastructure and daily processes. E-mail, Internet, ERP systems, and a PC on every desk – these are all examples of projects that IT had to sell to the business as having value. I’ve helped bring revolutionary ideas and technology to the business that historically appear as evolutionary steps in the continued success of our company.

What does Dayton Progress do? What makes them unique?
Dayton Progress is the worldwide industry leader in the manufacturing and sales of catalog and special punches, punch blanks and metal stamping tools. Only Dayton Progress can offer the shortest, most reliable delivery; broadest range of products; vast worldwide distributor network; highest level of technical support available; more manufacturing facilities than any other supplier; and on site heat treating and a metallurgy lab.

You have several international companies. What kind of coordination do you do? What challenges does this present?
We support four domestic and eight international locations with our IT staff of eleven in Dayton and two in Detroit. We provide business services that range from general IT guidance and corporate software licensing, to hosting services for E-mail and ERP applications. We work with small IT service providers at each international location to help with implementations that require on site support.

What is the IT environment at Dayton Progress?
Dayton Progress and our other companies employ about 600 locally and 1,000 worldwide. We have a full time staff of eleven in Dayton that support all of our IT systems and software. The majority of the IT staff provides technical and business application support for our ERP system, JD Edwards. We have a great mix of talent comprised of traditional technical IT staff and business analysts developed internally from business roles.

What are your goals for Dayton Progress’ IT strategy for the next year?
While the downturn in the economy is affecting us negatively like most manufacturers, we have taken measures to weather the storm. Our focus is in building a stronger company to serve our existing markets, and to quickly move into new
global markets. IT must provide the infrastructure to respond to the business’s aggressive growth plans, while minimizing the cost of implementation.

How can Dayton Progress use IT to be more successful?
Over the last few years we have implemented a substantial infrastructure to support our businesses. We continue to train our employees in the proper use of this technology in an effort to maximize the potential efficiency and effectiveness of our employees.

What can other companies learn from Dayton Progress?
A mid-sized company offers some unique challenges in regard to offering services similar to a large organization. We have to provide the same level of service, support and infrastructure for locations with sizes ranging from a few employees
to hundreds of employees. With an IT staff that is responsible for daily operations as well as new projects, it is difficult to move projects forward while keeping the company operating. When operational issues arise, the staff has to put aside their project to respond to the issue. The challenge is to minimize the effect of these operational issues on the project’s completion date.

The next big thing for your industry is . . .
As with most manufacturers of products in a mature market place, innovation may not come in the form of new product developments. Our role is to find innovative ways to develop better processes and deliver more effective tools for our employees to improve service to our customers while reducing costs. This will allow us to continue to be the easiest company to do business with.