Born to Serve

Rick Stoner stands outside George's School in Ethiopia, dedicated in 2005 to the memory of longtime Cummins executive George Fauerbach. The school was built with donations from Cummins' executives in honor of their colleague who died in 2002 at age 55.

Former Cummins executive retiring from post with Save the Children

Given his upbringing, it’s perhaps no surprise Rick Stoner would end up bringing the business skills he learned at Cummins to Save the Children, the global charity dedicated to helping children in need.

Stoner will retire as Save the Children’s SVP International Programs and Chief Operating Officer on Oct. 1. He is the son of Richard B. Stoner, Vice Chairman of the Cummins Board of Directors for 20 years and a close associate of visionary Cummins’ Chairman and CEO J. Irwin Miller.

Miller and the elder Stoner shared a passion for civil rights, a belief in the life-changing power of education and a world view that extended far beyond the borders of Indiana. They would pass down those qualities to their children.

“My father had a tremendous influence on me,” said Rick Stoner, 66. “His values, his sense of fairness and his drive to improve all aspects of community life inspired me. And you couldn’t grow up in Columbus at that time without being influenced by the culture. The culture and the community leaders were very service oriented.”

Stoner’s upbringing may have led him to Save the Children, but without question his nearly 23 years at Cummins has had a huge influence on the global charity.

During his 13 years with Save the Children, Stoner put a major emphasis on making a difference for children by improving systems, strategic planning, succession planning and increasing accountability throughout the organization.  He also worked to help strengthen collaboration globally.

Stoner says the differences between Cummins and Save the Children are not as great as one might think. The charity’s divisions are a lot like Cummins’ business units, he said, and the two entities have “very similar values despite different missions.”

A momentous decision

A decision Stoner made after graduating from Yale would also have a major impact on his life as well as his career. Stoner decided to join the Peace Corps, serving in Ethiopia as a teacher in a small rural community.
The move started a lifelong love of Africa that would influence his decision to join Cummins. Stoner also met his wife, Elizabeth, in Addis Ababa, Ethiopia’s capital.

Stoner decided to go to law school after the Peace Corps, following his father’s footsteps by attending Harvard.  He subsequently joined then U.S. Rep. Lee Hamilton’s staff in Washington, D.C.—“another great leader and life-long mentor,” he says.

Joining Cummins at that point was the furthest thing from his mind but then he was approached about becoming General Manager of the Company’s Africa operations based in London. That just happened to be where his wife’s family was living after fleeing unrest in Ethiopia in the 1970s. On both a personal and professional level, it was too good an opportunity to pass up.

For the better part of 15 years, Stoner lived in England, serving as General Manager of the Company’s Africa and Middle East operations, then Manager of the Daventry engine plant, and Managing Director of Holset Engineering (Cummins Turbo Technologies today) before returning to Columbus to take on a number of other executive assignments.

For a time, he supervised a promising young executive named Tom Linebarger.

“He always wanted me to be excited and motivated about the work I was doing,” recalled Linebarger, now Cummins Chairman and CEO. “He was just a really good human being and the kind of person you might expect would be very interested in working with a group like Save the Children.”

The big change

While he enjoyed his work at Cummins, Stoner never lost his passion for teaching and development work and his love of Africa. He began having conversations with his supervisors about his interests. Eventually, it was suggested that he check out Save the Children.

Stoner found that he liked the organization’s mission and approach. He met with the group’s top leaders and they felt he could bring something valuable to the organization.

But they did not want him to go directly to Africa. Stoner was told if he spent two years in Save the Children’s headquarters in Connecticut improving the organization’s child sponsorship operations and learning more about Save the Children, they would find him a post in Africa.

He first became a Cummins executive on loan to Save the Children in 1999. Then in 2001, he officially left the Company and became a full time employee with Save the Children. Stoner helped implement major improvements in the child sponsorship management and programming model and was then on his way to Africa.

“I had gotten my dream job,” he said.

A new career

Stoner would end up spending six years in Africa with Save the Children, overseeing the agency’s efforts to help children in eleven countries. Africa represents about 40 percent of Save the Children’s total operations.

He traveled back to the United States fairly frequently in that position, which was good because his father was suffering from Alzheimer’s disease (Richard B Stoner died in 2008). When Rick Stoner’s two daughters were married, he and Elizabeth knew it was time to move back to the United States.

At that time, Save the Children globally was organized largely along National Member lines. Stoner was asked to help find a way to merge the various in-country operations so Save the Children would operate more efficiently. He says the lessons he learned at Cummins served him especially well.

While Stoner is proud of that work, he’s also very proud of the schools he helped to start in Africa – some replacing mud huts that were serving as many as 120 students in a classroom.

“That has been a tremendous experience,” Stoner said. “The children are so motivated to learn.  The schools we established have created opportunities that weren’t there before.”

For the past year, Stoner has been serving as Save the Children’s Chief Operating Officer. In that capacity, he’s been looking for good leaders, developing succession plans, including his own, and urging managers to improve their systems while helping Save the Children transition into a global organization.

“The kinds of things a Chief Operating Officer would do at any company,” said Stoner, who plans to continue serving the organization as a part-time volunteer after he retires.

Stoner has made a huge difference at Save the Children, according to Glyn Price, who himself is a former Cummins executive. Stoner was one of Price’s supervisors at Cummins and his example inspired Price to retire early and join Save the Children to pursue his passion for helping the people of Haiti.

“Rick brought an awful lot of business thinking and strategy to the not-for-profit business,” Price said. “That’s definitely his legacy here.”

blair claflin director of sustainability communications

Blair Claflin

Blair Claflin is the Director of Sustainability Communications for Cummins Inc. Blair joined the Company in 2008 as the Diversity Communications Director. Blair comes from a newspaper background. He worked previously for the Indianapolis Star (2002-2008) and for the Des Moines Register (1997-2002) prior to that. [email protected]

 

Cummins Recognizes Our Veterans Who Make Our Countries and Company Better

On the 11th hour of the 11th day of the 11th month of 1918, World War I came to end when the armistice took effect. One hundred years later, we still commemorate that momentous day when after four years of constant shelling and gunfire, silence ensued. 

As we near the 11th and mark Remembrance Day in countries around the world and Veterans Day in the United States, I want to recognize all of our veterans at Cummins who bring a diverse skill set and experiences to our company, customers and communities.  On behalf of the Cummins Leadership Team, thank you for your dedication, sacrifice, service and commitment to your country.  We are also deeply grateful that you are sharing your talents and skills as part of the Cummins team.

Veterans Day and Remembrance Day give those of us who have benefited from the service of our brave women and men in the armed forces the opportunity to pause and reflect on the sacrifices made on our behalf in service to their country. As the proud father and nephew of Marines, I have the privilege of spending time with both active duty and veteran members of the military and learning from their experiences.   

Last year, Cummins was officially recognized as a Military-Friendly Employer, joining a group of 180 companies who put significant time and resources into recruiting and retaining military personnel, as well as implementing policies to support our employees who continue to serve. We want the number of veterans at Cummins to continue to increase, and we can all play a role in making that happen. 

To our veterans, I want to reiterate our deep gratitude for your service, and for sharing your unique abilities and experiences with Cummins. You make us all, and the company, better. To all employees, I would ask that on this day you truly exemplify our value of caring, and take the time to recognize our veterans who have given so much of themselves to their country and to Cummins. 
 

Thad Ewald

Thad Ewald is the Vice President of Corporate Strategy and Business Development for Cummins Inc. In this capacity, he is responsible globally for the formulation of strategy, developing and coordinating both functions, Enterprise Risk Management, starting new growth businesses and all activity for partnerships, mergers, acquisitions and divestitures.

A profile on Cummins Juarez

Cummins plant in Juarez

Celebrating the contributions of our Latino and Hispanic employees.

  • 2018 is forecasted to be the highest-revenue year in Cummins Juarez’s 33-year history – a testament to the importance of NAFTA.
  • Employees volunteered 30,000 hours of community service over the past five years.
  • Cummins Juarez won a 2018 Global Impact Award for a project that will generate enough green power to reduce site carbon emissions by 204 tons per year.
  • Three grants totaling $1 million were approved in 2018, which will fund impactful and sustainable projects for improving the community of Juarez and El Paso.

In honor of Hispanic Heritage Month, Cummins is celebrating the dedication and contributions of its Hispanic and Latin American employees and communities. This recognition extends to the manufacturing and supply chain employees who support Cummins on the front lines. With approximately 20 plants or sites supporting all business units located across the region, Cummins’ presence in Latin America is significant and increasingly important.

Cummins Juarez, located in the binational community of Juarez, Mexico, and El Paso, Texas, is just one example. As Cummins’ largest manufacturing site for the Components business segment, Cummins Juarez produces more than 3.8 million components each year and is on target to achieve its highest-revenue year in its 33-year history.

One of the cornerstones of Cummins’ success in the region is NAFTA – the single most important trade agreement to Cummins which has helped grow the economies of the US, Mexico and Canada. Prior to the agreement, Mexico was one of the most protectionist countries in the world, with automotive imports into Mexico facing tariffs as high as 20 percent. NAFTA brought down trade barriers and allowed Cummins to avoid duplication of manufacturing capacity to take care of Mexico engine and components demand.

Cummins continues to advocate for a modernized NAFTA that incorporates trade, investment and related regulatory reforms. A renegotiated NAFTA could continue to help produce benefits across the three countries and continue to help Cummins grow in the NAFTA countries and contribute to continued growth and success at its sites across Mexico, like Cummins Juarez.

Cummins Juarez is home to Cummins Electronics and Fuel Systems (CEFS) and Cummins Emission Solutions (CES). CEFS manufactures new and legacy XPI products, such as fuel injectors, and is home to a joint venture between Cummins and Scania, a major manufacturer of commercial vehicles. CES manufactures Urea dosers and pumps.

Using several advanced salvage processes, CEFS Juarez also remanufactures electronic control modules and sensors and Cummins-designed fuel systems, and they’re proud of their remanufacturing focus. Remanufacturing is the ultimate form of recycling, as it helps reduce costs for customers and offers environmentally friendly manufacturing solutions.

Below are just a few additional highlights for Cummins Juarez.

OVERALL SITE STATISTICS

Site Location: Juarez, México, and El Paso, Texas (warehouse).
Year opened: 1985
Site size/plant sizes (acreage/square footage): 260,000 Sq. Ft. + 70,000 Sq. Ft. for warehouse.
Business Unit: Components Business Segment
Site Leader: Robert Rivas
Site employee count: 2,593 employees
Products manufactured: Fuel systems, electronic control modules, sensors and dosing systems
Customers: Rocky Mountain Engine Plant, Jamestown Engine Plant, Seymour and San Luis Potosi Engine Business Unit plants and all aftermarket plants
Product applications: 
On-highway – semi cabs, pick-up trucks, school and public buses, RVs, fire trucks
Off-highway – marine, military vehicles, construction equipment

COMMUNITY INVOLVEMENT

  • Cummins Juarez employees contributed 30,000 hours of community service in the last five years.
  • Cummins Juarez has three strategic community partners that feature impactful and sustainable projects (more than 800 children are being impacted):
    • Ojos de Dios (God’s eyes) – Priority areas include the environment and equality of opportunity
    • Carlos Urquidi Elementary School – Priority areas include education and the environment
    • Ciudad del Nino (City of the Child) – Priority area includes equality of opportunity 
  • 2018 has been an exceptional year for the Cummins Juarez Community Involvement Team, receiving three grants from the Cummins Foundation.
  • The Cummins Juarez Scholarship Program provides 15 middle school students with a monthly scholarship funded by Juarez plant employees through an innovative vending machine program (started on 2011).

CAREER OPPORTUNITIES

  • Operations 
  • Electronic Engineering
  • Quality Engineering
  • Industrial Engineering
  • Manufacturing Engineering
  • Product Engineering
  • Supply Chain – Planning and Logistics
  • Information Technology
  • Finance
     
Cummins Office Building

Cummins Inc.

Cummins is a global power leader that designs, manufactures, sells and services diesel and alternative fuel engines from 2.8 to 95 liters, diesel and alternative-fueled electrical generator sets from 2.5 to 3,500 kW, as well as related components and technology. Cummins serves its customers through its network of 600 company-owned and independent distributor facilities and more than 7,200 dealer locations in over 190 countries and territories.

Lisa Yoder posthumously honored with Lifetime Achievement Award

Last week, Lisa Yoder, former Vice President of Global Supply Chain at Cummins, was posthumously honored with the Lifetime Achievement Award during the Central Indiana Supply Chain Awards (CISCA).

DLisa Yoderuring the event, it was also announced the Lifetime Achievement Award would be named after Lisa in honor of her commitment and dedication to her work and the time she invested in supporting her supply chain leaders and colleagues. 

More than 200 supply chain professionals came together on Sept. 13 to recognize 37 nominees and 9 winners during the first-annual CISCA event, powered by BCforward. The event, organized by the Institute for Supply Management – Central Indiana (ISM) and the Mid-States Minority Supplier Development Council (Mid-States MSDC), is the first of its kind in Central Indiana.

Thad Ewald, Vice President of Corporate Strategy at Cummins, accepted the award in Lisa’s honor. Members of Lisa’s immediate family and several of her former Cummins colleagues were also in attendance to celebrate Lisa’s accomplishments.

“It was an honor to accept this award on Lisa’s behalf,” said Thad Ewald, Vice President of Corporate Strategy at Cummins. “She was a good friend and a valued colleague, and she left a lasting legacy at Cummins.”

Thad Ewald, Vice President of Corporate Strategy, accepts the award in Lisa's honor.

Lisa led Cummins’ Global Supply Chain and Manufacturing functions from 2011 to 2017, when she passed away after a long-fought battle with cancer. Through her tenure, she courageously led Supply Chain operations for Cummins locations across the globe. Lisa successfully pulled each supply chain function and operation under one umbrella and established the strategy for the supply chain transformation in 2012. This was no small feat, as this transformational work applied to and affected 190 countries in which Cummins does business, thousands of employees, and hundreds of work streams and processes. Lisa’s vision was instrumental in driving the current transformational journey within the Supply Chain, and her impact can still be felt today.

Lisa invested countless, selfless hours in recruiting and promoting the supply chain profession as a career choice. When Lisa became ill, she found inspiration from mentoring and teaching others the importance of the supply chain industry and living life to the fullest.

We at Cummins – those who knew her well and those who witness her legacy – couldn’t be prouder and are thrilled to see her impact live on through the CISCA Lisa Yoder Lifetime Achievement Award. 
 

Cummins Office Building

Cummins Inc.

Cummins is a global power leader that designs, manufactures, sells and services diesel and alternative fuel engines from 2.8 to 95 liters, diesel and alternative-fueled electrical generator sets from 2.5 to 3,500 kW, as well as related components and technology. Cummins serves its customers through its network of 600 company-owned and independent distributor facilities and more than 7,200 dealer locations in over 190 countries and territories.

I am a Collaborative Robot. I am Manufacturing.

I am Manufacturing: Collaborative Robots

Advancements in technology, the internet of things and the power of big data are driving innovation across all industries – and the manufacturing industry is no different. This next wave of technological advancement in manufacturing is being dubbed Industry 4.0.

From more powerful, secure networks and universal connectivity, to advanced technologies and enterprise-wide data hubs, manufacturing’s technological future has many facets and possibilities. Today, we’re seeing examples of technological advancements within Cummins’ 90-plus Manufacturing plants across the globe. 

One example is the Collaborative Robot.

What is a collaborative robot (Cobot for short)?

Simply put, a Cobot is a robot built to safely work with and around people. They’re meant to enhance the work of humans, working side-by-side with operators to perform low-risk tasks, which is a paradigm shift for the industry.

While Cobots were first designed in the 1990s, they didn’t become an industry option until just a few years ago. The primary difference between a robot and Cobot, aside from scale, are built-in sensing systems that provide Cobots the ability to monitor a path and determine, within milliseconds, if it needs to stop due to an obstruction in its path. Traditional robots are tasked with heavy duty jobs and are locked in a secure area away from humans.

CTP Cobot

Why cobots?

There are many advantages to using Cobots today:

  • While Cobots do not replace humans, they can take over dull or repetitive tasks that would often pose ergonomic risks to operators, such as uncomfortable wrist or shoulder rotations, and allow for easier quality and process control.
  • Cobots can eliminate the required safety perimeter and safely share workspace with operators, resulting in a safer work environment and efficiencies in plant design. (Safety protocols will still exist.)
  • Cobots are typically less expensive, due to built-in safety features, and result in a lower total cost of ownership.
  • Cobots are easier to program, and allow for hands-on programming and operator involvement

Where does Cummins use Cobots today?

Cummins has two active Cobot applications, one at the Charleston Turbo Plant (CTP) in Charleston, South Carolina, and one at the Darlington Engine Plant (DEP) in Darlington, U.K. Cummins Filtration and Cummins Emission Solutions are also developing new applications utilizing Cobot technology and plan to have Cobots active within their facilities by early 2019.

The CTP Cobot, dispenses a retaining compound and has operated for more than two years without any safety or downtime issues. This application allows operators to perform quality and process inspections within the same operating space as the Cobot and has solved many concerns including safety, ergonomics, quality and downtime issues. 
 
The DEP Cobot was installed in early 2018 and has a 2D barcode reader that scans and extracts fuel injection trim codes. This application has solved many quality issues, as the scans must be completed in a sequential order for successful programming. 

Cummins Office Building

Cummins Inc.

Cummins is a global power leader that designs, manufactures, sells and services diesel and alternative fuel engines from 2.8 to 95 liters, diesel and alternative-fueled electrical generator sets from 2.5 to 3,500 kW, as well as related components and technology. Cummins serves its customers through its network of 600 company-owned and independent distributor facilities and more than 7,200 dealer locations in over 190 countries and territories.

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